Bossing It: Celebrating the Wins with Ben Jones
Ben Jones is the head of Coolr Studios, a leading social and digital-first creative agency based in London with offices in LA. With over 17 years of experience in content creation, Ben oversees a team of 30+, bringing a wealth of expertise to his role, overseeing creative ideation, production, design, and post-production for some of the nation's most cherished and recognisable brands such as Lidl, Samsung and Deliveroo.
Before joining Coolr Studios, Ben honed his craft at established institutions such as Barcroft Studios, LADbible, and the BBC. Throughout his career, he has consistently demonstrated a knack for innovation and a commitment to delivering top-tier digital content. Under Ben's leadership, Coolr Studios has garnered acclaim, including a highly commended recognition at The Drum Awards 2023, showcasing the team's exceptional talent and dedication to excellence in the industry.
Driven by a passion for pushing creative boundaries, Ben continues to shape the landscape of social and digital-first storytelling in the UK, leaving an enduring impact on the brands and audiences he works with.
LBB> What was your first experience of leadership?
Ben> When I was 15 I was the Saturday manager of a fruit and veg shop in a small south Wales town. I still remember the slogans - ‘buy these brussels to grow those muscles’, ‘get your gums around these plums’. It was the first time I led a team. Every week I turned up with a shirt and tie under my overalls, I arrived early and was always the last to leave, listened to my colleagues and initiated new processes. I didn't know it at the time, but the small rules I made for myself then, stood me in good stead for the future.
LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?
Ben> Having been a freelancer for nearly a decade, I had the opportunity to encounter a diverse array of leaders, ranging from inspirational figures who provided unwavering support during challenging times to those who employed more authoritarian approaches. Being self-employed meant I didn't have access to formal training; instead, I absorbed lessons through immersion in various work environments.
Early in my career, I was particularly inspired by individuals like Claire Megahey at the BBC, who exemplified the importance of listening as a leader, and Matt White (now at Podimo), whose emphasis on mentorship and fostering emerging talent left a profound and lasting impression on me.
My current leader, CEO of Coolr, Adam Clyne taught me two things very quickly - you gain respect through credibility, not by title, and don’t sweat the small stuff.
LBB> What experience or moment gave you your biggest lesson in leadership?
Ben> In the early noughties, someone told me that if you had the word digital in your title, you were in the right job but the wrong company. It was a lightbulb moment for me. Social was progressing to become the buzzword in marketing and there were no leaders with a vast amount of experience.
It was then I learnt that initiative, vision and communication were the key to leadership. Without that I couldn't have got my dream role – head of studios at Coolr.
The opportunities I’ve had at Coolr are unrivalled and I’ve been able to put all my experience in practice. Coolr Studios, the in-house production arm of Coolr, has grown from three to 30+ people, and today we make social content for some of the UK biggest brands including Samsung, Lidl, Deliveroo and Burger King.
LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?
Ben> As a child, those around me weren't leaders, they were doers. Factory and shop workers who put in the hours. So, I never thought a senior role could be in my grasp. However, we often forget hard work is needed to be a good leader alongside perseverance - something my mam taught me.
I was one of the first people in my family to go to university and I soon realised that if I could do that, I could do anything. If you’re willing to learn, put in the hours, and listen to those around you, your leadership skills can become second nature.
LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, how much can be taught and learned?
Ben> 60% natural. You need to be emotionally intelligent, naturally curious and have the ability to compromise. These are extremely difficult to learn later in life (in my opinion).
Nevertheless, other areas such as communication, conflict resolution with diplomacy and strategic thinking are three areas where I’ve had to learn. Taking a long-term holistic view and strategically thinking about the future of the business is one of the key areas I’ve taught myself over the last 24 months.
I’m fortunate that I love to lead, despite the imposter syndrome. Adam at Coolr has pushed me out of my comfort zone and also given me the freedom to fail and learn.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Ben> There are two areas that spring to mind, the strategic thinking I mentioned in my previous question - I’ve finally seen the benefits of strategic thinking when it comes to collaboration and alignment across different parts of the business. Breaking down those silos and generating consensus and buy-in has been a huge learning for me.
Secondly, separating the genuine emotional connection to your team, whilst constantly pushing them and asking for better is a skill that comes with time and practice.
LBB> Have you ever felt like you've failed whilst in charge? How did you address the issue and what did you learn from it?
Ben> Have I ever failed? Absolutely and regularly, I’m human. I am often questioning if I delivered something in the right way or the right tone. If I did get it wrong, I want to learn from it. Don’t be scared to take accountability, apologise and own up to your errors, then (hopefully) you won't make the same errors multiple times.
LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Ben> I attempt to be transparent and honest. However, as a leader you often have a wider view of why scenarios are happening, so you also have to bear in mind the timing of your response. Having time to think about your reply rather than providing it immediately can help you process and self-evaluate, without losing authenticity.
Plus, respecting my peers but also as future leaders themselves is paramount in creating open communication.
LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?
Ben> I have just started having my first mentor. He’s a global learning lead at a leading tech company, I’m only two sessions in but I’m finding it incredibly refreshing and insightful.
My current role has also allowed me to develop my passion for mentoring. Last year we launched Coolrversity, where we provided 15 students the opportunity to experience first-hand life in a social agency. We’ve just kicked off Coolrversity 2024 with 20 students.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Ben> In the world of social, algorithms continuously change, and a week can feel like a year. So, you get used to navigating choppy waters and the unexpected tidal wave! It’s part of the fun and the learning. You have to ensure you have the correct team and support each other. You’re only as good as the weakest link (I heart Anne Robinson)!
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Ben> As a leader, prioritising diversity and inclusion within my workforce has been integral to the success at Coolr. One key strategy I employ is active involvement in the recruitment process from an early stage. Rather than just reviewing the shortlist of candidates, I make it a point to engage with the long list as well. Despite the time investment required, this approach provides invaluable insights that contribute to building a truly diverse and inclusive team.
By establishing rapport with candidates before they even join the organisation, I not only foster strong relationships but also ensure that we select individuals who align with our values and culture. As a result, the current team stands out as the most diverse, inclusive, and welcoming group of colleagues I've had the pleasure to work with.
LBB> How important is your company culture to the success of your business? And how have you managed to keep it alive with increases in remote and hybrid working patterns?
Ben> Company culture is undeniably crucial to the success of any business. I believe that our best work is achieved when we're together, so you need to have a culture both in the office and ‘wfh’ that makes people want to come together. Whether that’s regular group activities, a shoutout for good work, or listening, the smallest of gestures can go a long way. Oh, and make sure you celebrate the wins!
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Ben> One of the most impactful resources I've discovered on my leadership journey is feedback. Acknowledging that I don't always get things right and creating a forum to ask questions to get that feedback is invaluable.
