In 2010, I joined my university's entrepreneurship module as a new undergraduate. I remember the darkness of the room. A teacher with a slightly unusual personality will teach you. and his caution against identifying specific traits as predictors of great leaders. Since then, the evidence behind diversity of thought and background in leadership environments has undoubtedly grown.
By embracing and supporting those ideas, I went through an intense few months that changed my perspective on how I approached marketing roles. And maybe life in general.
During this time, I worked with Sir John Hegarty (co-founder of BBH), Ellie Norman (chief communications officer at Manchester United), Joe Lane (chief product officer at Tony's Chocolonely), I've talked to some great industry leaders, like David McQueen (Executive). Coach) and Mark Barry (Hubspot EMEA Managing Director) appeared on The Marketing Meetup Webinar/Podcast.
What was striking and remarkable was how many character traits they shared despite their completely different contexts.
While these traits may not be predictive of success, I thought it was worth sharing five observations about traits that consistently appeared in these great marketing leaders. They changed my perspective and I hope their way of life can help you too.
positive
Despite what global headlines say, positive feelings aren't always easy to come by.
What stuck with me was Mark Barry's comment about having to believe that the best days are ahead.
As Mark talked about his decision to take the job at Hubspot and the same attitude he took in his role at Stripe, another world opened up before my eyes. The idea that things could get better and the belief that somehow it would happen felt powerful.
Ellie Norman reflected on this, especially when discussing challenges. Rather than seeing her difficulties as something that could push her over the edge, she clearly came from a mindset of “how can I make this work great?” I admired it.
I'll be the first to admit that I don't always have those feelings.
Some of it is related to mental health, but some are unwilling to accept this as a personality trait. Since hearing these people's stories, the sky has become a little bluer and things are a little more manageable.
While we live in the real world, it can be daunting to approach things in search of positive outcomes instead of avoiding negative ones. I appreciated it.
clarity
The second characteristic is that we are clear about why we are doing what we do, in terms of our mission or principles for great marketing.
Tony's Joe Lane spoke eloquently about Tony's mission to end slavery in cocoa production. There were many exciting things happening around this area, but the conversation consistently gravitated back to this location.
This stood out to me as a clear example of a marketer at the top, in a company that often gets confused about its goals because it has both social and commercial goals.
The best leaders I've ever worked with weren't just smart. They were good people who looked out for others.
Similarly, Mark Barry gave unwavering answers to questions about AI and marketing strategy. He always came back to the customer and what they wanted. Almost every question came back to this first principle about the customer.
Not only is this good marketing, but this clarity creates real calm when discussing emotionally-charged marketing topics like AI. Yes, circumstances may change, but our customers are at the heart of what we do. Mark had a great sense of clarity and focus that kept him focused on what was important.
For me, this puts some relief on my shoulders. It's easy to get caught up in the vortex of change, but as Jeff Bazos famously points out, focus on what will remain the same in 10 years, not just what will change tomorrow.
fearless
In his book Hegarty on Advertising, Sir John Hegarty discusses fearlessness as a necessary element of creativity. It was clear that this was part of his DNA.
But my favorite thing he said on this topic was when he was asked by a community member about what happens if the campaign goes bad. Sir John visibly shrugged off the moment, but instead of looking back on yesterday, even if it was a bad day, he focused on producing the best work he could today. He pointed out the idea that it should be aimed at
Joe shared this attitude as another. When asked about some of Tony's more “sharp” campaigns against competitors, there was an unabashed conviction that they were doing the right thing, and therefore no need to fear when criticizing established companies. There were hardly any.
In their different ways of creativity and purpose, both leaders shared the idea that if something is important, we should strive for it without fear. There may be challenges and difficult moments along the way, but that's the journey.
curiosity
Curiosity also surfaced in different ways for different leaders.
Sir John often reiterated the idea of finding inspiration outside of marketing, but he still made an important point. Let him be curious about the world. That's how he creates great works.
As another example of curiosity, Ellie Norman pointed to a desire to level up in AI (skill-based inquiry).
And David McQueen spoke to his own and other humans' natural curiosity. He examines and questions others in order to get the most benefit from himself and them.
Even as I write this article, I am beginning to see how these characteristics begin to fit together.
When tackling a challenge, these people assume a positive outcome, know why they're doing it, and that belief allows them to approach the situation fearlessly, but instead ask, “How can I make this better?” Be curious about what you can do and how you can help others improve. Better? '. It's convenient.
humility
In the end, it was wonderful to see how each person was polite, willing to give, value each other's time, and were aware that they did not know everything. There was a humility in the commitment each made to the community that helped people buy in.
Two simple examples: Ellie Norman asked for a pre-interview chat to get to know her audience. She did her homework to help the audience get the most out of the session. And when it was clear that the community still had questions to answer, David McQueen said, “He can do 10 more minutes.”
David also brought some audience members to tears with the phrase “I deserve to be here.” Humility in this case manifests itself as empathy, and David knows that not everyone's situation is the same, and that even if he feels courageous, others may not. I described my experience.
The best leaders I've ever worked with weren't just smart. They were good people who looked out for others.
summary
I don't believe for a second that everyone needs to have all of these traits to be a successful leader.
However, it was interesting to see how each person exhibited these traits on different scales and in different ways.
After finishing the interview, I felt lighter, more energized, and more positive. It's a gift. Being a leader is perhaps the most special gift you can give to those you interact with. Five interviews changed my perspective. I hope this will be helpful to you as well.
Joe Glover is the founder of The Marketing Meetup.
