When discussing leadership, the focus tends to be on the people working at the top of the industry, as they’re the ones who have to make the decisions. But there is value in also looking elsewhere in the business and hearing from the young, burgeoning creatives who are just establishing their place in the working world. What do they need from leaders? What do they look for? And what could leaders be doing better?

“An inspiring leader is someone who is open to new ideas, weird ideas, bad ideas and unexpected ideas,” says LA-based Andrei Dominiq, who works under the moniker James Junk as a designer for Impact Media, as well as other commercial clients. “They’re also open about their weaknesses, pain points and mistakes, and know how to turn these into creative action.”

There are all kinds of leadership styles, but for the teams who work under them, typically a hands-on approach is best, says Dominiq, and this is done by creating connection and collaboration. “Collaboration is fantastic because it leads to the best creative outputs, but in creative teams, the lines can sometimes blur, which causes confusion,” he notes. “Clarity in roles and responsibilities is essential.”

Though an understanding of people’s roles is helpful, Ben Clarke, junior designer at Landor, adds that this isn’t about leaders pulling rank; rather, it’s about a “best idea wins” approach. “There’s no hierarchy to where a concept can come from, which has been especially encouraging when starting out in the industry,” he says.

When leading or shaping a team, it’s also about understanding who creatives are as individuals, believes Lücy Aa, creative at London-based agency 20(Something), who previously worked as a duo with Jordan Waters at Mother. “There’s no one-size-fits-all approach to management,” he explains. “Different people learn in different ways. The best approach is to understand creatives as individuals, because even when I was in a team, I would understand something completely differently to Jordan, and vice versa.”

An inspiring leader is someone who is open to new ideas, weird ideas, bad ideas and unexpected ideas

Elyssa Yim, a junior designer at Pentagram New York and currently in Michael Bierut’s team, believes that successful leadership also incorporates mentorship. “As a younger designer, I particularly value this approach because it fosters a growth mindset,” she tells CR. “Transitioning from school to a new job or environment can be difficult. So having a leader who’s empathetic and supportive is helpful.”

Leaders are often expected to have a bird’s-eye view on the business as a whole, and that means they’re sometimes taken out of the same day-to-day grind as their teams, but Dominiq believes this just comes with the territory. “Leaders should ensure the overall vision is clear while empowering their teams to handle the finer details.” But an awareness of those smaller details can be useful as it allows them to tune into their teams and highlight what needs attention.

Overall, Yim believes it’s about balance, knowing when to step in, and when to remain open and flexible. “My current boss is very intentional and supportive about their involvement in the design process,” she says. “They know when to step in, step back, but also make themselves available if you do need anything. It’s easy to reach out for feedback or help when there aren’t any unreasonable barriers.”

Making this switch in thinking can be difficult, in that there’s often little prep given to people moving up into leadership roles. “At least in creative departments, many in leadership are just really talented creatives,” notes Aa. “They’re good at coming up with ideas, not necessarily managing a team – they’re two different skillsets.

“That lack of proper leadership becomes a hindrance for those under you,” he adds. “Leaders should help bring their creative teams’ visions to fruition without their internal biases, but sometimes that’s not always the case.”

Different people learn in different ways. The best approach is to understand creatives as individuals

Making mistakes is natural but for these creatives it’s how you deal with them, and acknowledging where the gaps are, that makes a good leader. For instance, creative duo Alma Lukito and Izzy Gruppo, who are currently at Digitas UK, highlight the importance of empathy.

“It’s so easy to get lost in craft, pushing for award-winning work or to put people only where their strengths are, but there’s not always consideration of people’s goals/wants and what work they can get out of it for their book,” they say. “That’s how people end up getting boxed into categories and not being able to realise their full potential.”

Yim echoes this and also highlights how this can prevent teams from truly flourishing – she notes the few women of colour in top leadership positions in design, for instance. While diversity is addressed more and more, opportunities for people to move up can still be limited, and Yim believes the responsibility does lie with those in charge. “Who is leading the team? What’s the makeup of the team? Are you hiring exclusively from big-name agencies or schools – there may be a lot of people who don’t come from coveted spaces that can bring something new to the table,” she says.

“Change is definitely harder in more established places, where these norms have already been set. But I think it’s valuable to be intentional and actionable about these things. It’s gotten a lot better because it’s been demanded from the employees and younger people, but there’s always more work to be done.”

In order for change to really happen, open communication is what a lot of younger creatives desire. “For me, open communication with top leaders boosts my confidence, allows me to learn from their experiences and encourages me to speak up and not fear being wrong when I do,” says Clarke. “Levelling the playing field for communication allows for a more collaborative process; feeling listened to and receiving first-hand direction is crucial for personal and professional growth.”

Dominiq also believes that gaining this access shouldn’t be a battle. “The access I have to those at the top correlates with the comfort I feel in making moves within the agency.” But he highlights how this needs to be more than a corporate ‘all opinions welcome’ type of effort; rather, it’s about open dialogue and communication between all levels of the business, where team members feel comfortable contributing – “comfortable to speak, criticise and present new ideas” to push agency culture forward.

This is echoed by Aa, and he also stresses the need to hire proper teams as he’s seen too many fellow creatives in a cycle of placements for three or six months. “After three months, it’s hard for those teams to focus on putting out their best work when they’re also worrying about whether they’ll have a job next month.”

This falls into retaining talent and fostering the right environment, which should be a priority for anyone in a leadership position. It can be tricky to achieve, but really it comes down to culture and creating an environment where creatives feel looked after by their managers.

Leaders should ensure the overall vision is clear, while empowering their team to handle the finer details

“In our year of industry, we’ve worked with some brilliant creative leaders who see creatives for their creativity. Nurturing all talent, no matter the level, as they know a great creative idea can come from anyone,” say Lukito and Gruppo. “In our experience, those at the top who know how to utilise everyone’s skills – from creative to accounts to strategy – definitely make a difference to an outcome.”

Ultimately, to lead an agency, studio or team requires an ability to understand the wider industry, the needs of clients, and an awareness of the work being created. But it seems what’s most important for creatives establishing themselves is a solid foundation in which they can thrive, as well as genuine support and interest. “Having that kind of support really allows someone to realise their full potential, especially when dealing with imposter syndrome in new environments,” says Yim. “It’s crucial to have people who both affirm and challenge you, and it’s something I aspire to provide as well in the future.”

jamesjunk.co; 20-something.com; landor.com; izzy-alma.com; pentagram.com