Bossing It: Learning from Scratch with Gordian Gleiß

Gordian Gleiß is a visionary leader in the music and advertising industries, with an illustrious 17-year career marked by innovative contributions and a dynamic approach to creative projects. As the creative managing partner of 86Tales, Gordian spearheads a team of exceptionally talented musicians and creatives, steering the agency to deliver cutting-edge music solutions for an impressive roster of globally recognized brands.

Under Gordian's leadership, 86Tales has carved a niche for itself in the industry, known for its high-paced, competence-driven culture that thrives on exceptional communication skills. This unique blend of qualities has propelled the agency to work with a wide array of prestigious clients, including About You, Adidas, Aldi, BMW, Deichmann, Dior, Hugo Boss, Samsung, Nike, Nivea, Porsche, Volkswagen, Zalando, and many more, showcasing the agency's versatile and innovative approach to music in advertising.

Before founding 86Tales in Berlin, Deutschland, in March 2021, Gordian's career spanned several key roles across the industry, including positions at ginger.berlin GmbH, TRO - Music, Sound and Voice for Brands, MassiveMusic GmbH, and NHB. Each role has contributed to his profound understanding of music rights, composition, and the unique intersection between music and brand storytelling.

Gordian's journey is also marked by a dedication to inner work and a commitment to learning from every project and team interaction. His leadership philosophy centres on growth, adaptability, and the continuous pursuit of excellence, driven by a deep-seated belief in the power of empathy and the importance of fostering a collaborative, inclusive work environment. Despite the challenges of maintaining company culture in a remote-only setting, Gordian has successfully harnessed the team's high competence and communication skills, further enriched by shared workcations that strengthen team bonds and creativity.

Gordian Gleiß's trajectory is not just a testament to his personal achievements but also to his vision of a more connected, innovative, and empathetic music and advertising industry. His leadership at 86Tales continues to inspire those around him, pushing the boundaries of what's possible in the realm of music and brand partnerships.

LBB> What was your first experience of leadership?

Gordian> My leadership initiation wasn't planned; it was propelled by necessity when I couldn't find anyone else to lead my vision for 86Tales. Starting from a modest setup in my father's guest room in the south of France, armed only with my skills in composition and production and a desire to create something meaningful, I embarked on a journey filled with challenges. These early days were characterised by learning from scratch—understanding sales, organising production, and leading a team without prior experience. It was a process marked by empathy, attentive team building, and a series of trials and errors that taught me the essence of leadership.

Before founding 86Tales, my time at previous employers was fraught with criticism and labels that challenged my self-perception and worth. I was often described as unreliable, complicated, a lone wolf, impulsive, and, by some accounts, 'talented but basically useless.' These harsh judgments forced me to confront my own flaws and the reality of how I was perceived by others. It was a pivotal moment of self-realisation. I understood that to achieve my dreams and lead effectively, I needed to get my act together. This meant taking on responsibility, not just for the success of my endeavors but for my personal growth and development. It was about piecing together my identity, step by step, and becoming the version of myself that I knew I could be. The journey from being seen as a problematic employee to the leader of 86Tales was not just about changing others' perceptions but about transforming my approach to work, life, and leadership. It was about proving to myself, more than anyone else, that I could rise above past criticisms and become a leader worth following.

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?

Gordian> Figuring out the kind of leader I wanted to be—or decidedly did not want to be—required a deep and often uncomfortable journey of self-discovery. Initially, I grappled with my identity, particularly my inclination towards risk-taking juxtaposed with a tendency to retreat in the face of complexity. My early coping mechanisms, relying on alcohol and party drugs, served as a veil to shield me from the fear of failure and the social anxieties inherent in networking and self-promotion. This period of numbing myself to the challenges I faced was ultimately unsustainable and unfulfilling.

My experiences with leadership, especially in the past, were profoundly shaped by observing the stark contrasts in leadership styles. I had the misfortune of working under leaders who could only be described as the epitome of what leadership should not embody. One particular leader stood out for building a legacy on the foundations of fear and psychological terror, fostering an environment where everyone was perpetually scared. This approach, rooted in zero empathy and driven by ego and a lust for power, represented the antithesis of what I believed leadership could and should be. It was a glaring example of why our society struggles on multiple fronts, failing to nurture or support its members effectively.

Despite these negative examples, I always harboured a deep-seated belief in the possibility of leading with empathy. I envisioned leadership as the capacity to be a safe haven for others, to stand at the forefront in the face of challenges, and to protect my team from the proverbial wolves. This vision of leadership was not just about being protective but also about embracing honesty, even when it could be painful. I recognised that growth necessitates discomfort and that genuine progress is rooted in trust and openness.

Marcus Aurelius, in his "Meditations," offers wisdom that resonates with my philosophy of leadership: "The best revenge is not to be like your enemy." Applying this to leadership, I interpret it as a call to rise above the negative examples I've encountered, to forge a path defined by empathy, integrity, and the collective well-being of my team. His reflections remind us that leadership is not about exerting power over others but about guiding, protecting, and inspiring those we lead. It's about embodying the qualities we wish to see in the world and in our teams, fostering an environment where trust is the foundation upon which all else is built. This ethos has become the cornerstone of my approach to leadership at 86Tales, guiding me toward becoming the leader I aspired to be—one marked by empathy, courage, and an unwavering commitment to the growth and safety of my team.

LBB> What experience or moment gave you your biggest lesson in leadership?

Gordian> The journey to grasp and integrate the art of letting go into my leadership at 86Tales has unfolded the most significant lesson I've learned to date, deeply intertwined with the core ethos of unwavering personal competence and readiness to tackle any creative challenge. The pivotal realisation that true responsibility does not mean micromanaging every operation was a turning point for our growth and the long-term sustainability of the agency.

My initial belief that 'I can do it myself more efficiently than briefing someone else' quickly showed its limitations as we began to scale. This mindset, though pragmatic at first glance, proved to be unsustainable and a bottleneck to both our growth and the empowerment of our team.

The necessity to trust my team, delegate effectively, and empower them to excel marked a significant shift in my leadership style. This transition from a hands-on approach to one that entrusts and empowers was not only complex but essential. It underscored the importance of fostering a culture of trust and leveraging individual talents for the collective good.

This lesson in letting go and overcoming the instinct to do everything myself for efficiency's sake is a constant reminder that leadership is an ongoing learning process. Effective leadership at scale requires trust in your team's capabilities and the humility to understand that proper briefing and delegation are key to sustainable growth.

Each day offers new lessons and opportunities to refine the balance between doing and leading. This realisation has kept me grounded in my leadership journey, committed to creating an environment where my team can thrive and the vision of 86Tales can reach its full potential. Adding to this, learning how to lead came from a place of pure necessity and survival mode. Faced with the challenge of navigating our agency through economic uncertainties, I was compelled to become inventive in finding solutions. This period of survival mode was not just about keeping the business afloat but about transforming my approach to leadership, highlighting the essential nature of adaptability, creativity, and resilience in the face of adversity.

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?

Gordian> The journey towards realising my potential and inclination for leadership was not marked by a single moment of epiphany but rather a series of revelations across different stages of my life. Reflecting on my past, from school sports to my involvement with my rap crew, DJ combos, and bands, I recognise a consistent thread—I had a knack for quickly analysing situations and devising efficient plans to succeed as a team. These experiences were immensely fulfilling, yet they were often short-lived, highlighting a pattern of transient leadership roles that sparked my interest but didn't fully capture my commitment in the long term.

Despite these fleeting leadership experiences, I harboured no steadfast ambition to always be at the helm. In fact, I found a certain contentment in the roles where I could contribute to a collective goal without necessarily leading. This disposition aligns with a profound insight shared by Max Millies, who once said to me, “I love strong opinions. And they don’t have to be mine.” This resonated with me deeply, encapsulating the idea that leadership doesn't solely reside in the act of leading but also in the ability to support, to follow, and to collaborate effectively when someone else takes the lead.

This duality of being capable of leading and equally willing to follow has shaped my approach to leadership at 86Tales. It wasn't about a relentless pursuit of leadership roles but rather an organic recognition of moments where my skills and insights could guide a team towards achieving our shared goals. The realisation that I had the potential to lead effectively came gradually, nurtured by the understanding that leadership is as much about listening and supporting as it is about directing and deciding.

As 86Tales evolved, the necessity to step into a more consistent leadership role became apparent. Embracing this role meant leaning into my abilities to analyse, plan, and execute, while also valuing the strengths and perspectives of others. This approach has allowed me to lead with empathy, understanding, and a readiness to step back when someone else's vision and drive can lead us to success. In this journey, I've learned that leadership is not just about the desire to lead but about recognising when your abilities can serve the greater good of the team, and being open to both leading and following with equal enthusiasm.

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?

Gordian> Navigating the landscape of leadership at 86Tales has brought to light several challenges, with the most formidable being the constant undercurrent of worry that accompanies the responsibility of leading a dynamic and creative team. This worry manifests in an incessant loop of questions and concerns: Are we handling the right amount of projects? Have I communicated effectively with clients and team members? Are the next steps and requirements clearly mapped out? Do we have the necessary materials? Are we on schedule? How is the team's morale? Will saying 'no' to a client jeopardise our relationship?

This relentless cycle of worries is not just a mental habit; it feels akin to an addiction, a peculiar yet familiar zone where exhaustion and anxiety paradoxically comfort me by their presence. It's a testament to the conditioning of the brain to operate in a perpetual state of alertness, scrutinising every facet of the business and its operations. The challenge is profound, as it often leads to a daily confrontation with the pressure of living up to my own standards—a benchmark that sometimes feels unattainable.

Working through these challenges requires a multifaceted approach. Acknowledging the issue is the first step; recognising that this state of constant worry is not a sustainable or healthy way to lead. To combat this, I've been learning to practice mindfulness and stress-reduction techniques, aiming to quiet the mind and reduce the volume of worries that occupy my thoughts. This includes setting aside time for reflection, meditation, or simply engaging in activities that allow me to disconnect and recharge.

Another strategy is to foster open communication within the team. Sharing my concerns and delegating responsibilities not only helps distribute the workload but also builds trust and strengthens the team's cohesion. It's about creating a culture where everyone feels empowered to contribute their best, knowing that they are supported and that their efforts are valued.

Additionally, setting realistic goals and expectations—for myself and the team—helps mitigate the pressure. It involves acknowledging that perfection is unattainable and that mistakes are part of the growth process. This mindset shift is crucial in building resilience and fostering a positive work environment where creativity and innovation can thrive despite the challenges.

Finally, seeking support from mentors or peers who have navigated similar paths can provide valuable perspectives and coping strategies. It's a reminder that leadership is not a solitary journey, and that sharing experiences and solutions can lighten the load and provide new ways to manage the pressures that come with the role.

In essence, working through the personal challenges of leadership is an ongoing process, one that requires patience, self-compassion, and a willingness to adapt and grow. It's about finding balance, embracing vulnerability, and striving to lead with empathy and understanding, both for myself and for those I have the privilege to lead at 86Tales.

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Gordian> Navigating the complexities of leadership, one of the most personally challenging aspects I encounter is the pervasive sense of needing to make all the decisions. This responsibility often casts a long shadow, accompanied by the nagging feeling that without my direct intervention, inertia would prevail. Observing a tendency among team members to wait for direction rather than taking initiative can be disheartening, as it suggests a reliance on top-down decision-making that stifles autonomy and creativity.

Coupled with this is the challenge of fostering a culture that prioritises solution-seeking over problem identification. It’s a nuanced but crucial distinction; while recognising issues is necessary, dwelling on them without proposing actionable solutions can lead to a cycle of negativity and stagnation. Encouraging a shift towards a solutions-oriented mindset requires not just a change in perspective but a transformation in the team’s approach to challenges.

To address these challenges, I focus on several key strategies without resorting to a rigid list. First, empowerment and trust form the cornerstone of my approach. By entrusting team members with more responsibility and the freedom to make decisions, I aim to cultivate a sense of ownership and initiative. This involves clear communication of expectations and a conscious effort to step back, allowing individuals to navigate their paths within the framework of our collective goals.

Encouraging autonomy goes hand in hand with empowerment. It's about creating an environment where team members feel confident to take the lead, make decisions, and drive projects forward. This requires a delicate balance of support and independence, where successes are celebrated, and mistakes are viewed as opportunities for growth and learning.

Fostering a solution-oriented culture is integral to transforming how we approach challenges. Shifting the focus from problems to solutions necessitates a proactive stance, encouraging team members to not only identify issues but also to think critically about viable paths forward. This shift is facilitated by modelling the behaviour I wish to see; by sharing my own decision-making processes, including the uncertainties and solutions I explore, I aim to demonstrate the value of a proactive and positive approach to challenges.

Open communication and feedback mechanisms play a crucial role in supporting this cultural shift. By establishing a two-way dialogue, where team members feel heard and valued, the foundation for a more dynamic, collaborative, and empowered team is laid. This environment nurtures the growth of independent thinkers who are not only capable of identifying problems but are also motivated to contribute to their resolution.

Working through the challenges of leadership is a continuous journey, marked by learning and adaptation. It's about guiding the team towards greater independence, fostering a culture of solution-oriented thinking, and ultimately, creating a more empowered, proactive, and resilient team at 86Tales.

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?

Gordian> Absolutely, I've encountered moments of failure and made my share of mistakes while leading 86Tales. Failure, in my experience, is an integral part of the leadership journey, serving both as a humbling reminder of our fallibility and as a powerful catalyst for growth and learning.

One of the significant challenges I faced was learning the necessity of impulse control. Early on, I assumed the role of a managing director without a clear understanding of the responsibilities and complexities that came with the position. This lack of preparedness led to decisions that were more reactive than strategic, demonstrating a need for a more measured and informed approach to leadership.

Moreover, placing my trust in the wrong people was another area where I felt I had failed. Trust is the cornerstone of any effective team, and misplacing it can lead to setbacks not just on a project level but also in terms of team morale and cohesion. However, these instances, while disappointing, have not led to any drastic consequences, largely due to a culture of resilience and adaptability that we've cultivated at 86Tales.

Addressing these issues involved a process of reflection, acceptance, and a commitment to learning from each mistake. I learned the importance of due diligence and the value of a more deliberate approach to decision-making. Understanding that impulse control is crucial in a leadership role, I've worked to develop a more patient and thoughtful approach to both planning and responding to challenges.

From these experiences, the key takeaway has been the importance of continuous learning and the willingness to adapt. Leadership is not about perfection but about the ability to navigate uncertainties, learn from missteps, and guide your team through both successes and failures. Embracing failure as an opportunity for growth has allowed me to refine my approach to leadership, fostering a culture where both I and my team are better equipped to face the challenges ahead with resilience, openness, and a commitment to continuous improvement.

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?

Gordian> My approach to leadership and openness is grounded in the belief that authenticity is paramount. However, embracing authenticity doesn't necessarily mean divulging every thought or idea without filter or consideration. It's about striking a balance between being transparent and preserving the discretion that leadership often demands.

Transparency, in my view, is crucial for building trust within a team. It fosters an environment where open communication is valued and where team members feel informed and included in the vision and direction of the agency. This sense of inclusion and understanding is vital for cultivating a cohesive and motivated team.

However, the challenge lies in discerning which thoughts and ideas serve the collective good when shared and which might be better left unspoken. Not every thought needs to be vocalised, and not every fantasy needs to be pursued or shared. Some ideas, while captivating as fantasies, may pose challenges or create unnecessary distractions when introduced into the reality of our work environment.

In navigating this balance, I've learned the importance of thoughtful consideration. It's about evaluating the potential impact of sharing certain information—weighing the benefits of openness against the need for discretion. This doesn't mean withholding important information or being inauthentic. Rather, it's about choosing the right moments and the right contexts in which to share, ensuring that openness and transparency are always in service of the team's well-being and the agency's goals.

Practicing this discerning approach to leadership and openness has taught me the value of authenticity tempered with wisdom. It underscores the idea that being authentic isn't just about transparency; it's also about being mindful of how our words and actions affect those we lead. In striving to be as open and authentic as possible, I aim to lead in a way that respects the responsibilities of my role, the dynamics of our team, and the overarching goals of 86Tales, ensuring that our journey together is guided by both honesty and thoughtful consideration.

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?

Gordian> In my journey of developing leadership skills, alongside the foundational insights from Gino Wickman, Daniel Kahneman, and Bob Wollheim, Simon Sinek's work has been equally transformative. Sinek's exploration of leadership through the lens of 'why'—our purpose, cause, or belief—has profoundly shaped my understanding of what it means to lead effectively.

From Simon Sinek's "Start With Why," a central quote that has guided my leadership philosophy is, "People don't buy what you do; they buy why you do it. And what you do simply proves what you believe." This principle underscores the importance of leading with purpose and ensuring that the vision and actions of 86Tales resonate deeply with our core values and beliefs. It's about inspiring those around us to align with a shared vision that transcends the mere mechanics of business operations, fostering a sense of belonging and commitment to a common cause.

Sinek's concept of the "Golden Circle" and the idea that great leaders inspire action by communicating from the inside out—starting with the 'why,' then moving to the 'how,' and finally the 'what'—has been instrumental in shaping how I communicate and embody the values of 86Tales. It has encouraged me to lead in a way that not only focuses on outcomes and processes but also on cultivating a culture where every team member feels connected to and motivated by our collective 'why.'

In mentoring aspiring leaders, I incorporate Sinek's teachings to emphasise the significance of understanding and articulating their 'why.' My approach to mentorship involves guiding them to discover their own purpose and how it aligns with their leadership style and goals. By encouraging reflection on what truly motivates them and how they can inspire others through their vision, I aim to foster leaders who are not only effective in achieving goals but also in building teams that are deeply connected to the work they do and why it matters.

Incorporating the wisdom from "Traction," "Thinking, Fast and Slow," "The Art of Business & People Orchestration," and Simon Sinek's insights into my leadership and mentorship practices has created a comprehensive framework that balances operational excellence with a profound understanding of human motivation and purpose. These principles guide me in leading 86Tales and in nurturing the next generation of leaders to approach their roles with empathy, clarity, and an unwavering commitment to inspiring action that is aligned with their deepest beliefs and values.

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Gordian> Navigating through the ever-changing market circumstances, I've come to recognise that my role extends far beyond just steering the team towards new targets and perspectives. Central to my approach in leading through difficult waters is an open acknowledgment of my own fears and vulnerabilities. Embracing these aspects of my leadership has not only shaped our journey but also fostered a deeper connection and trust within our team.

In the face of uncertainty, my instinctive reaction includes a mix of apprehension and concern: concerns about our ability to adapt, the potential impact of market shifts on our projects, and the overarching worry about guiding my team effectively through these challenges. This vulnerability, while daunting, has become a powerful tool in navigating these turbulent times.

By articulating my fears openly with the team, I aim to cultivate an environment where vulnerability is seen not as a weakness but as a cornerstone of our collective strength. This transparency is crucial; it signals to the team that it's okay to have uncertainties and that together, we can confront and overcome them. It’s about shifting our perspective from fearing change to embracing it as an opportunity for growth and innovation.

This approach has led us to adopt a more collaborative and supportive way of working. Recognising my vulnerabilities allows the team to see the human side of leadership—to understand that, like them, I am navigating the complexities of our industry with both determination and moments of doubt. This shared understanding has fostered a stronger sense of solidarity and resilience among us.

Furthermore, giving space to my fears and vulnerabilities has also encouraged the team to express their own. This open exchange has enhanced our adaptability, as it has prompted us to collectively seek solutions and strategies to mitigate our concerns. It has spurred a culture of continuous learning, where we actively pursue opportunities to acquire new skills and knowledge, thus better preparing ourselves to face the vicissitudes of the market.

Emphasising personal growth and development within this framework of openness and vulnerability has not only equipped us to better handle new circumstances but also deepened our commitment to one another and to the mission of 86Tales. We have learned to view challenges not as insurmountable obstacles but as chances to demonstrate our resilience, to innovate, and to strengthen our bonds.

In essence, leading through difficult waters is as much about guiding the team towards external goals as it is about navigating my internal landscape of fear and vulnerability. By embracing and sharing these parts of myself, I've found that we can cultivate a more cohesive, agile, and resilient team, capable of weathering the storms of an unpredictable market together.

LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Gordian> My perspective on diversity and inclusion within 86Tales might be seen as unconventional or even controversial. I believe that what truly matters in building a team are the values, work ethic, talent, ambition, communication skills, and empathy of each individual, rather than their sex or ethnicity. This view stems from a conviction that genuine equality transcends surface-level attributes and is rooted in the recognition of individual merits and contributions.

This approach does not dismiss the importance of acknowledging and valuing diversity, but it emphasises that real inclusion is about more than just visible differences. It's about fostering an environment where everyone is judged by their abilities and their commitment to our collective success. In essence, I advocate for a merit-based culture that values individuality and performance, challenging the notion that demographic characteristics should dictate the dynamics of inclusion and diversity within our team.

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?

Gordian> The company culture at 86Tales is fundamentally anchored in our exceptional communication skills, rapid pace, and high level of competence. As a remote-only company, these elements are vital to our success and cohesion. We've sustained and enriched our culture through regular virtual interactions and periodic workcations, which serve as essential opportunities for team building and bonding. These practices ensure that despite the physical distances, our team remains united, agile, and highly effective in navigating the challenges and opportunities of our industry.

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Gordian> Throughout my leadership journey at 86Tales, a combination of introspection, observation, and external resources has been instrumental in shaping my approach and effectiveness as a leader. Inner work has been foundational, allowing me to understand my strengths, weaknesses, and biases, and how these impact my leadership style. By turning inward, I've been able to cultivate self-awareness and resilience, essential qualities for leading a remote team effectively.

Observation, both of other leaders and the dynamics within my own team, has provided invaluable insights into effective leadership practices and team interaction patterns. Watching how different situations are navigated and learning from both successes and failures has been a critical resource.

YouTube has emerged as an unexpected but invaluable repository of leadership wisdom. From TED Talks to interviews with business leaders and motivational speakers, the platform offers a wealth of knowledge that is both accessible and diverse. It has allowed me to explore various perspectives on leadership, innovation, and team management.

Literature, spanning from classic texts on strategy and management to contemporary works on organisational behavior and emotional intelligence, has deepened my understanding of the complexities of leadership. Books such as "Start With Why" by Simon Sinek, "Thinking, Fast and Slow" by Daniel Kahneman, and "Traction" by Gino Wickman, among others, have offered frameworks and philosophies that guide my decision-making and team-building efforts.

Empathy, while not a resource in the traditional sense, has been a cornerstone of my leadership practice. It has enabled me to connect with my team on a deeper level, understand their motivations and challenges, and foster a supportive and inclusive culture.

The willingness to adapt and refine my approach based on new information and feedback has kept our strategies fresh and responsive to the changing dynamics of our industry and team needs.

Lastly, the willingness to learn from my team has turned our collective experiences into a rich source of growth and innovation. Recognizing that leadership is a two-way street has allowed me to remain open to feedback and insights from the team, making our journey together one of mutual development and achievement.

Together, these resources and qualities have not only aided my growth as a leader but have also contributed to the resilience, adaptability, and success of 86Tales in the competitive and ever-evolving landscape of our industry.