Leading Questions with Sue Todd – NABS
Leading Questions
NABS CEO, Sue Todd, is in the hot seat to face our probing and quick-fire Leading Questions.
On 16 July, adland’s charity NABS will host a Walk and Talk through London, offering an opportunity to grow your connections, receive on-the-move mentoring, and fundraise to advance the mental wellness of our industry.
In the spirit of meaningful conversation, The Media Leader caught up with NABS CEO, Sue Todd, to discuss Greek philosophy, handling failure, building company culture and a media lunch finder tool.
Leadership
What principles guide your leadership approach?
I nicked this off the phenomenon that is Christine Armstrong – but leadership is about bringing the weather. Of course, the weather can be unpredictable at times, but most of us thrive in calm climes rather than in the middle of a storm every day (the odd storm is inevitable, of course!). We can all make a significant difference at work by bringing the right energy and being aware of how we show up.
How do you define success as a leader in today’s media landscape?
I do think all great relationships and workplaces are built on one core component – trust, and for me that is built from the cumulative effect of many small and seemingly unimportant interactions and decisions that we all make every day with and in front of one another, that all have to be honest and true if you’re to build trust over time. You cannot just opt for being candid and open in the big moments; you must live it every day.
Creating conditions for people to push themselves beyond what they might be comfortable with, and seeing them succeed, is, for me, what success as a leader is about. Do people trust me and one another? Can people have some of their best and most rewarding work moments working for me? In an average week, were there moments of true joy at work? I’d love the answer to these to be yes – at least some of the time.
People and Culture
How do you build and maintain a strong company culture in times of rapid change?
Knowing your why, as Simon Sinek would say, helps glue people and organisations together. We do have a clear purpose and sense of why we exist at NABS, which is central to the culture, but in most organisations, it is possible- at a team level at least – to have alignment around why what people do matters.
I think people can get too tangled in the why being too grand, but at the most fundamental and human level we all want to know that our work, and we, matter, so the best thing leaders can do is to help join the dots and connect people to one another and the core messages about why the organisation or department exists.
To tell people and remind them how they are making a difference. It is an obvious thing to say, but collectivism is still key to culture. We have to all stop being so obsessed with individual productivity and effectiveness and remember the power of connection.
It is also important to remind people that, despite all the ambitious standards, desires to do well, and hard work, it is mostly not a matter of life or death. There must be moments of lightness and levity even when the work you are doing is important and serious, which of course it really can be at NABS.
How do you handle failure, both personally and within your teams?
Whether it is anger, embarrassment, regret, or frustration, I’m much more OK that it is just part of the human condition and that in typical ‘what doesn’t kill you makes you stronger’ fashion, I’m fairly good at taking personal learnings on board and moving forward.
I do think that when you are younger, the stakes somehow feel higher for mistakes or failures, so it is an important conversation to have with people early in their careers. Good processes for reviewing obviously help, especially when applied consistently across projects or work, regardless of outcome.
Most people are tougher on themselves after failure than on others, and I hope I have always been generous and supportive, asking the right questions and creating the right space for reflection when things have gone wrong in my teams. Blame and finger-pointing have absolutely no positive benefit. You need mistakes out in the open and objectively discussed, not buried for fear of reprisals.
AI, Innovation and Skills
How is AI changing the way you lead and make decisions?
Like everyone, I am totally pumped about the ability to save time and drop tasks that do not require much human oversight or interaction, which means there is more time for the job of leadership, I hope.
Fundamentally, leadership is a human function, so all the AI benefits are indirect so far, i.e providing more time for applied human judgement. That said, I do think that once we have more systems integration (it is early days at NABS), leaders will benefit from much more data to inform and guide our work as leaders.
What skills will define successful media leaders in the next decade?
I think the Greek Philosophers had it right – Know Thyself – will still be a defining part of being a great leader. Especially with regards to knowing how you react, respond, cope with change and uncertainty, and being able to spot and understand this in others.
Adaptability is always cited as the most important skill, but to be meaningful, it needs a bit more depth for me. Yes, it means having a wide range of flexible approaches, but, more importantly, it means being open to sharing leadership more, as it’s pretty hard to rely on just one person to have the range, speed, and skills to pivot perfectly in every scenario. So, for me, having the emotional intelligence and confidence to empower others to potentially lead in certain circumstances and being comfortable passing the baton of leadership around a bit more will be key.
What’s your advice for aspiring media leaders?
Practise leading. There are plenty of times in life and work when informal opportunities to lead arise. Do not be afraid to try it out and see how it feels. This is especially powerful if people around you know you want to do this so they can offer feedback.
Although psychometrics, 360 appraisals, etc., can all help you better understand your preferences and style, there is nothing like doing it to understand your limitations and strengths.
Read and listen to as much as you can from other people who have done cool stuff, both in the wider world and closer to home at work. If you ever have the chance to receive coaching or therapy, make sure to accept it.
The Quick-fire Round
Which book would you make required reading for all media leaders?
I am a big Dr Seuss fan, and the absolute best for life and leadership has got to be “Oh, the Places You’ll Go!”
Which leader from TV, film, or literature most inspires you?
Ted Lasso
What’s your go-to source for inspiration when you need it — work or otherwise?
So many. Bruce Daisley’s podcast and newsletter for work and culture inspo; an old leadership coach of mine, Nick Taylor, is a great monthly phone chat; a good friend who works in a hospice is always enlightening. I think my general rule is to consume as much film and theatre as I can, as I think well-told stories offer so much insight.
Media lunch or media breakfast meeting, and why?
Despite the lack of them – definitely lunch. More chance to kick back and relax, oh, and because I am loving Tom Rolfe’s new Media Lunch Finder tool. (https://10deepmedia.com/media-lunch)
Which media leader would you like to answer Leading Questions next?
Katie Lee. Current VP of WACL and CEO of Starcom
Leading Questions is published by The Media Leader every Friday.