Leadership Lessons with Mark Wainwright, Digital Director at Headland

We recently spoke with Mark Wainwright, Digital Director at Headland. With a passion for empowering teams and driving innovative strategies, Mark brings a wealth of experience and insight into what it takes to succeed in this dynamic field.

Take a look.

What do you think are the key qualities needed from leaders to thrive today?

My favourite leaders to work with empower and inspire people to do great things. Their passion, zeal and bravery are infectious, encouraging others to get on board.
As I’ve gotten older, I’ve also found that great leaders are very self-aware. They know their own weak spots and compensate for them either through team diversity or by implementing checks and balances to boost their weaknesses.
Finally, influential leaders cut through the noise, calling out disingenuous behaviour and puncturing hot air. They actively listen for the most salient points of a situation and, as a result, set a direction for action.

What skills sets do you think businesses will be looking for now and in the coming years?

Call me a traditionalist, but I tend to think that the most essential skills are often perceived as the most basic ones.
These include well-developed interpersonal skills, an empathetic and understanding outlook, and the ability to communicate effectively and ensure that your audience has understood your message (you might be surprised how often they don’t).
You might feel seeing those skills on someone’s CV is the most boring thing ever, but to me, they’re boring but important.

What is the role of a communication agency’s digital department in the overall success of client campaigns?

Based on chats with peers and former colleagues, there are currently two models for agency digital teams. The studio model, where their role is clearly defined – plan, create and promote the digital and social assets to support a campaign.
At Headland, we operate a more integrated, federated model. We have a team of digital specialists who work with client teams and clients to ensure campaigns and launches have digital thinking weaved through them. Given that all comms are digital in some form, this model helps ensure all parts of a campaign work seamlessly together – as opposed to “the social bit” and “the earned bit”.

In the rapidly evolving world of communications, how do you stay updated on industry trends and best practices to ensure your strategies remain effective?

I think the key to staying up to date is making the time to do so and making that time habitual—so you’re keeping up with trends without thinking about it. For me specifically, I’m a reader (as opposed to a watcher or listener), so it’s mainly a spread of email newsletters and Substacks. I still do also have a blog feed, which is proper old-school, but I don’t know how much longer I’ll keep it. Regarding newsletters I’d recommend, my current top five are: Web Curios, Garbage Day, Benedict Evans, idle gaze and Links I Would Gchat You If We Were Friends. Oh, I also write my own newsletter, Only Third Party – my thing is that I translate cultural and digital trends through a communications lens.

Are there any emerging trends or technologies in digital that you believe will have a significant impact in the coming years?

I think the most significant trend we’re experiencing right now is that the big social media platforms are now big entertainment platforms and that much of the “social” discussion now takes place in private group chats and email newsletters. This requires brands and businesses to reassess their social and digital strategies in terms of both proactive sharing and reactive monitoring. Also, brat girl summer. It’s the hottest summer narrative since last year’s Barbenheimer memes.

What are some of the most rewarding aspects of your role as Digital Director at Headland, and what keeps you motivated in such a dynamic industry?

What I love most about my role is the opportunity to collaborate with clients and teams across Headland’s portfolio. Social media and digital affect different clients in different ways, and it’s a privilege for me to support our client base with the various shades of advice they need. I find that breadth highly motivating, and tackling new challenges with new clients forces me to keep on top of my game. We also operate a federated model around digital at Headland – meaning that we don’t just silo off digital and social media knowledge in our team. We are passionate about building confidence and mastery among our colleagues, and seeing that happen is incredibly rewarding.

What advice do you have for individuals looking to become a Digital Director within a comms agency? Are there any specific skills or experiences that are particularly valuable in this field?

My advice focuses more on attitude than skills. I think anyone can learn digital skills – after all, we use these platforms ourselves every day. I would encourage anyone looking to build their career agency-side to do three things. Firstly, cultivate your curiosity. Explore obscure avenues. Read both widely and deeply. Secondly, ask questions. Questions are a superpower – especially if you think your question is stupid. Asking the so-called “stupid questions” can often lead you to the most interesting answers. Thirdly, adopt active listening. Agencies can sometimes be guilty of jumping straight to thinking they know the best answer. The best consultants ask intelligent questions and give their clients a platform to share openly and honestly. Everyone wants to be listened to – that’s precisely why I write my newsletter each week.