Bossing It: Managing Imposter Syndrome with Bobbi Bowers
Bobbi is a multi-disciplinary creative leader with nearly 20 years of experience creating “work that works” on behalf of some of the world’s most prestigious brands. Her work is consistently recognised for its effectiveness in driving business results and behaviour change. She’s currently an executive creative director at The Mars Agency, where she co-leads the agency’s Creative Department and helps mentor and develop a team of 125+ talented Creatives.
LBB> What was your first experience of leadership?
Bobbi> I think I’ve always had the leadership gene, whether I was actually in an “official” position of leadership or not. I have a “convincing” way about me – just ask my mom!
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?
Bobbi> By observing. And by doing. There are very few Creatives in this business who've received formal leadership “training” – we get promoted because we’re good ideators, good writers, good designers, etc. And suddenly, we’re tossed into the world of leadership. It’s very sink or swim.
I’m grateful to have had the privilege of observing some of the industry’s best leaders first hand. I’ve adapted much of what I liked about their styles into mine. But, I’ve also learned just as much – if not more – by observing what I didn’t like. There’s learning in both.
LBB> What experience or moment gave you your biggest lesson in leadership?
Bobbi> The associate creative director role is the hardest Creative role in advertising – full stop. This was certainly true for me. The number of emails I wrote but never sent. The times I “hid” in the bathroom to take a time out and gather my thoughts. The ECD blowing up the team’s work the night before the client presentation.
These were all pivotal moments for me. The Imposter Syndrome was – and is – very real. And here’s the thing – it never goes away. So instead of fighting it, I’ve sought out professional coaching to help me learn how to manage it. Now I’m able to identify it for what it is, and use it towards my advantage vs. my disadvantage.
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?
Bobbi> I entered this industry because I wanted to be a Creative, not because I wanted to be a leader. But as my career grew, so did my influence – on the work, the team, the client, etc. And I liked that part of it. And I was good at it. The more senior I’ve gotten, the more that ratio of “doer” vs. “leader” has continued to shift. And honestly, I often miss doing the actual work. So, it’s been important for me to continue to evolve and find the right balance in order to get satisfaction out of my role as a Creative leader.
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?
Bobbi> Per the first question, leadership is absolutely a natural part of my personality and has played a big role in my evolution. However, it can absolutely be taught and learned. Learning by observing. Learning by doing. And learning by failing – let’s not forget that part.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Bobbi> Accepting that the decision you make may not always be “right.” As a leader, quick decision-making is a big part of what’s expected of you. And here’s the thing: Creative is subjective. When it comes to the work, it’s very unlikely that it’s as black and white as “right” and “wrong” – we live in the grey. So don’t let the idea of being “wrong” shut you down – confidence is a huge piece of leadership. Instead of focusing on what could be “wrong” with your decision, focus on what’s right about it – and sell the shit out of it.
The more confident you are, the more others will get on board. And, in the instance where you truly were wrong? Then own it, adapt, and move forward. Confidently owning your stumbles is just as important as confidently owning your wins.
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?
Bobbi> I fail daily. But I’ve also realized that a majority of my failures aren’t truly as catastrophic as I interpret them in my head. I fully acknowledge that I’m my own worst enemy. (Again, that Imposter Syndrome thing...)
And while it’s certainly harder to fail than it is to succeed, many of my failures have been more pivotal in my career than my wins. So that’s an important piece to acknowledge, too.
LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Bobbi> Authenticity is key. I am my leadership style, and my leadership style is me. We spend many, many hours of our lives at work – I don’t want to show up differently professionally than I do personally. That sounds...exhausting.
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?
Bobbi> Sure, I have mentors. Many of which have had career paths and success stories that I could only dream of. And I’m forever grateful for them. But, I also have mentors who’d more traditionally be considered my mentees. They’re less senior than me. They’re often younger than me. But that doesn’t make their experience any less influential. Mentorship can come from anywhere.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Bobbi> If I didn’t have the stomach for this kind of thing, I would’ve switched roles and industries a long time ago. It’s easy to lead when things are good. It’s much harder to lead when things are bad. But, in either situation, I always try to be the leader that I’d want to follow.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Bobbi> Listen. I’m a middle-aged white woman without kids – I fully acknowledge that I’m not the target of many of the campaigns I lead. I think that’s one of the hardest things for those in our industry to wrap their heads around – that they’re not the target of the work they’re leading and providing feedback on.
That being said, the strength of talent entering the industry right now is on another level. I’m excited to see the diversity and inclusion statistics from our industry evolve, and can only believe that the work will evolve with it – all for the better.
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?
Bobbi> I came up during the time when agency culture meant a slick office space, foosball tables, late-night pizza and merch with your agency’s logo on it. Tangible stuff. No one cares about that shit anymore.
Today, it’s more about the intangible. Providing an inspiring agency vision that unites the teams and sets a bright north star. Believing in your people, their talents and the work they create. Creating space for inspiration, learning and mentorship.
Flexibility in work structure and style.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Bobbi> DMs. Seriously.
I’m known to often slide into people’s inboxes.
Also, coaching.
It’s legit.