Joan of Arc (1879) by Jules Bastien-Lepage. Oil on canvas. The Metropolitan Museum of Art, New York, U.S.

'Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’
Jack Welch

The hugely talented copywriter had been responsible for a succession of compelling commercials. He thoroughly deserved his promotion to Creative Director. And yet initially he struggled in the role.

Young teams marched into their creative reviews at the appointed times, eagerly anticipating the legend’s feedback. But he failed to see any merit in their efforts. He glanced through their first scripts, impatient and inattentive. And then cast the others to one side.

‘I’m not sure you’re approaching this brief in the right way at all. I think I know how to do it. Write this down…’

And then the Creative Director proceeded to dictate the outline of an idea.

The young creative teams shuffled out of the review despondent. They had been sentenced to draft their boss’s hastily conceived proposal. They probably didn’t much believe in it and they probably wouldn’t execute it very well. It’s always difficult raising other people’s babies.

'Management is about arranging and telling. Leadership is about nurturing and enhancing.’
Tom Peters

A little while ago I was chatting to a neighbour who had a high-flying job in financial services. She was charming, intelligent and had a rather gentle manner. I was interested in how she had succeeded in such a hard-nosed profession.

‘How would you describe your leadership style?’

‘Well, it’s simple really. I just try to help people make better decisions.’

This definition stuck with me.

In the creative industries we often promote our best practitioners into leadership roles. And yet leadership requires a completely new set of skills.

In my experience the first instinct of practitioners elevated to senior responsibility is to replicate their particular approach in others. They instruct, prescribe and dictate. They seek to solve it all themselves.

However, such a style is doomed to failure. These novice leaders are attempting to make their colleagues into counterfeits. Their directions are often too vague and impractical. Or too rigid and inflexible. And their teams are generally left confused and demotivated. They’ll never achieve anything at scale.

We may think of Empathetic Leaders simply as people who are interested in the wellbeing of their staff. But they should be more than this. Empathetic Leaders invest time in understanding their teams’ thoughts and ideas; explaining the challenges and choices these proposals will encounter; illuminating the path to success. Their focus is encouragement and enhancement. They help people make better decisions.

'Leadership is unlocking people's potential to become better.’
Bill Bradley

Thankfully, with time and experience, our Creative Director became a master of the art. He was smart enough to pick up the requisite skills himself. Back then we didn’t train Creative Directors. I hope you do now.

'Coming to you at night
I see my questions, I feel my doubts.
Wishing that maybe in a year or two
We could laugh and let it all out.
Now that you made yourself love me,
Do you think I can change it in a day?
How can I place you above me?
Am I lying to you when I say
That I believe in you?
I believe in you.’

Neil Young, ‘I Believe in You'

No. 446