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There is no doubt that Digital PR is a competitive and high-pressure industry to work in. Whether you’re a head of department competing to win new business, a specialist feeling the stress of doing as well on your current campaign as your last one, or an exec who is simply under pressure to deliver results for clients.
While we’re blessed to have such creative, fast-paced, innovative, and rewarding roles,we are, in essence, salespeople. Selling our value, our ideas, our stories. When people come into this industry, I don’t think they see it like that at first – and then it hits them like a train.
This is why, as a leader, it’s your number one responsibility to have a strategy to manage the intensity that comes with the job. This will inevitably mean you have to inspire your team to step out of their comfort zones and motivate them to push through when things get a bit rocky.
My firm belief is that to lead teams through that intensity and towards success, you must build a culture based on trust. Your team has to trust you, and you have to be sure that they know that you trust them.
There are loads of ways this can be achieved, but here are some of the ways I implement this with my team:
How to earn trust as a leader of people
Be clear about your expectations (and don’t move the goal posts…EVER!)
To me, this sounds basic, but apparently, not everyone has a job spec?! Some Digital PRs have no idea what’s expected of them, which is mind-boggling.
What’s worse, is that so many have no idea what the future of their career looks like or how to get there.
At the very least every department needs a competency framework so everyone knows what’s expected of their current role, and what they need to do in order to earn a promotion.
This should be reviewed and discussed with direct reports regularly in your one-to-one meetings, or at the very least used to inform 6-monthly performance reviews.
Shine a light on everyone’s unique contributions
I cannot bear leaders who talk about the amazing work of their team without name-checking. To me, that’s stealing someone else’s glory for yourself and villain behaviour. I am often raving about my team’s great work because I want them to know that I see them and appreciate them as I believe this drives them to keep up momentum, and most importantly does wonders for their self esteem.
Lead by example with authenticity
Lead by example by being authentic about who you are, what your own strengths and weaknesses are, what drives you, and what drains you, and they will quickly see that they can be their authentic selves with you, too. There is a balance to strike here. Of course, you mustn’t offload onto your team, but it’s important to be transparent about the fact that you, too, are an imperfect human that doesn’t always find life easy. In turn, they’ll feel more comfortable about coming to you when they need support.
How to show your team you trust them
Give people the space to do their job their way!
If you’re a micromanager, honestly, that says more about you than it does about them. Either you hired badly, or you are not busy enough!
Give people responsibilities that they can handle, alongside those that stretch them to allow them to grow. Be available for them when they need you, otherwise let them crack on and learn through experience. I honestly don’t care how, when or where my team are working as long as they do what needs to be done as best they can. This approach hasn’t failed me (or them) yet.
Identify people’s unique strengths and let them play to them as much as possible
No one is great at everything all the time, and the best team has a mixed bag of skills and characters. Ensure your team really is a team where there is as much crossover as possible and an opportunity for the group to use their expertise to support their colleagues. It’s not about highlighting anyone’s weaknesses, it’s all about making best use of their strengths.
Ask for their insights, feedback and opinions
Another obvious and basic one, but something I understand isn’t common in amongst a lot of leaders, is listen to your team. I want my team to peer review my own work on occasions, tell me what’s happening in the industry, make suggestions on how we could potentially shift our approach, and, most importantly, feel comfortable in telling me how I’m doing as their manager.
I want my entire team to be the best we can be, and that includes my own actions and behaviours as a leader. That’s not to say you must constantly adapt to every whim of your entire team, but if you’re getting consistent messages, there’s an opportunity to evolve for sure.
Make sure you follow Louise on her socials, check her out on Twitter (X) and LinkedIn.
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