Bossing It: Empowering Others to Lead with Jamie Cohen
Jamie is a highly respected figure in the production and advertising industry, leading Clockwork Films to become one of the fastest growing businesses in Australia, as featured in the BRW Fast 100. He has a particular aptitude for recognising opportunities for growth and expansion beyond the status quo. Jamie loves to develop leaders and focus on building strong culture within an organisation.
LBB> What was your first experience of leadership?
Jamie> While it's difficult to pinpoint a single "first experience" of leadership, I've come to understand that leadership extends far beyond professional settings. It's a mindset that encompasses how we care for and guide those around us, including our friends, family, children, community etc.
Perhaps a better way for me to answer this question is to say, I realised the importance of leadership with the growth of my family and the arrival of my three children. The birth of Clockwork was simply an extension of this role I had already embraced.
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?
Jamie> I once heard someone say that the best leaders are the ones who produce other leaders. This insight resonated with me and shaped my leadership philosophy both at work and at home. I wanted my leadership style to be one that empowers others to lead, because I strongly believe that by empowering the right people, there’s no limit to what we can achieve.
I also realised that there are only so many hours in a day, and if I were to make all the decisions and control every outcome, I would quickly become my own ceiling in Clockwork. Therefore, I focused on delegating authority and fostering an environment where team members felt trusted and capable of making decisions. I wanted to produce leaders, not followers.
LBB> What experience or moment gave you your biggest lesson in leadership?
Jamie> It's difficult to pinpoint a single monumental lesson, as leadership is a constant state of learning. To be a great leader, you have to choose to be a student of leadership, so it’s fair to say that I’m learning on a daily basis.
By nature, I often feel the need to have all the answers, but there have been several instances where I simply didn’t know what to do. These moments have taught me invaluable lessons about leadership. That is, instead of dictating solutions, I focused on listening, supporting, and empowering my team to find innovative solutions. It taught me that great leaders don’t always have all the answers but instead, create an environment where the team can thrive and develop their own solutions.
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?
Jamie> Firstly I think everyone has it in them to be a leader... it’s just a matter of discovering which aspects of leadership resonate with them. Initially, I was focused on honing my craft in filmmaking, but as opportunities at Clockwork Films expanded, I discovered a passion for guiding and inspiring others. I actively pursued leadership development through mentorship, leadership workshops, and by embracing new challenges that allowed me to grow into a role where I could positively influence our team's direction and culture.
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?
Jamie> As I said previously, I believe leadership is simply a learnt skill. The best leaders are students of leadership. While some aspects of leadership may come more naturally to certain individuals, it’s the dedication to learning and growth that truly defines effective leaders.
As Simon Sinek aptly puts it, “There are wonderful leaders that don’t have vision or charisma… but they all have courage. Courage to advance a vision, the courage to ignore short-term ups and downs, the courage to take risks on people, the courage to believe in people, the courage to speak the truth, the courage to do the right thing and have integrity.”
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Jamie> All aspects of leadership can be daunting at times. It demands a lot of courage, and courage itself takes practice. Facing various challenges is not about the absence of fear or difficulty, but about how we respond to them.
For me, balancing creative freedom with organisational goals can be particularly challenging. At Clockwork Films, I navigate this by fostering a culture where innovation is encouraged within the boundaries of our core values (Excellence in production, humility in relationships, joy in service). I work through this challenge by maintaining open communication, setting clear expectations, and creating an environment where team members feel empowered to explore new ideas while staying aligned with our mission.
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?
Jamie> Absolutely, I’ve experienced failure many times in my leadership journey. There have been moments where I failed to recognise ineffective processes, didn't lead with enough empathy, misplaced my trust, failed to anticipate future issues, or struggled with constructive confrontation. Each of these experiences, though challenging, have been a vital part of my growth.
Kurt Richardson once said that failure “isn’t an option... it’s a necessity.” This perspective has been pivotal for me. Every setback has been a learning opportunity, pushing me to refine my approach and become a better leader.
One of our core values in the company is humility, and it has been this particular value that has been a cornerstone in navigating my own failure. It has allowed me to acknowledge my mistakes, learn from them, and seek input from others without ego. Embracing failure has shown me the value of leading with empathy, being receptive to feedback, and remaining steadfast in our vision and values.
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?
Jamie> Firstly, I believe that secretive leaders produce guarded followers. Authenticity and transparency are foundational to effective leadership. Reflecting on a failure mentioned earlier, my mind often races at a thousand miles an hour, which can sometimes can be misinterpreted as guarded. I’ve realised the importance of slowing down and engaging in thoughtful, clear communication about what our organisation is doing across all its verticals. This is an area I am actively working on improving.
While there is always wisdom in being careful and considered, it's essential to not only showcase strengths. Honesty, authenticity, and vulnerability are catalysts for meaningful change. We might impress others with our strengths, but we truly connect through our weaknesses. Therefore, balancing transparency with thoughtful communication is key to fostering genuine connections and driving impactful leadership.
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?
Jamie> Throughout my career, I’ve been fortunate to have mentors who have provided invaluable guidance and encouraged my growth as a leader. One particular mentor emphasised the importance of empathy, strategic thinking, and fostering a strong value-driven culture. One of the greatest lessons I’ve also learned through mentorship is to surround yourself with the right people. Often people who can do everything better than you : )
On the flip side, I am also passionate about mentoring aspiring leaders. I approach these relationships with a focus on active listening, providing honest feedback, and fostering an environment where they feel empowered to take risks and grow. I believe in leading by example and sharing my experiences, including my failures, to help them navigate their own leadership journeys.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Jamie> There’s no doubt the market is constantly changing. I think the key to leadership in difficult waters is to accept that the lifespan of any business is always diminishing, so we need to constantly embrace change. Clockwork Films is constantly reinventing its systems, processes and offering. We work extremely hard to not get comfortable. I feel my role as a leader in Clockwork is to remind everyone that change is inevitable but progress is optional.
I love Henry Ford’s quote “if you always do what you’ve always done, you’ll always get what you’ve always got”. Basically, in a continuously changing market, if we don’t innovate, if we don’t evolve, then we’ll either outgrow our systems, structure and strategy, or lose ground to our competition. Part of being a good leader in this industry is understanding and discerning what needs to change. I think its important to make predictions, pursue continual discomfort and then have the courage to follow through.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Jamie> At Clockwork Films we prioritise diversity and inclusion by actively recruiting diverse talent, promoting inclusive practices, and providing development opportunities that foster a sense of belonging and equity. We partner with various organisations such as Bus Stop Films, Desert Pea & Echo Love to find real tangible pathways to help people enter the film industry.
Moreover, Inclusion isn’t simply about ticking boxes or fulfilling quotas, rather, it’s about fostering an environment where people feel safe and where the best ideas can flourish, regardless of the background of the individuals who present them.
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?
Jamie> I would go so far as to say that at Clockwork Films, culture is not just part of our success, it is the reason for our success. Our culture is about investing in the people that work in our organisation, because we recognise that business are not widgets or products, they are people. So when people change, businesses change.
The success we have enjoyed is a direct result of the hard work that has gone into cultivating and nurturing a healthy culture; a culture where people feel they have a common mission and common values and also the freedom to create within the boundaries of those values. I firmly believe you can have growth and you can have control, but you can’t have them both.
Therefore, in order to allow Clockwork Films to continually grow year on year, we have designed a culture that gives leadership and authority away, and as a result, we have seen new verticals and new opportunities flourish.
With regards to remote and hybrid working patterns, I don’t think anyone has truly worked this out yet, especially with the next generation who started their career during lockdown. At Clockwork we foster hybrid work environments, but as a result, we have to work extremely hard to continuously build healthy culture.
You see, the difference between sickness and health is that health is not contagious, sickness is. Therefore, we must be tremendously intentional in nurturing a positive and robust culture.
Simon Sinek said something along the lines of “culture is what happens between the meetings”... Therefore, we are very intentional at having multiple comms channels, weekly WIPs, lunches, drinks and cultural meetings where personal stories are weaved in and encouraged. In fact, providing updates on tasks is secondary to connecting on personal anecdotes. And of course, we recognise the importance of still meeting together in our physical office space regularly and sharing stories around the coffee machine : )
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Jamie> For me, the most helpful tool for developing leadership skills has been having good mentors. Then it’s about soaking up podcasts, books & various online courses, that you personally connect with around leadership. In my own journey, I have really enjoyed podcasts & books from Simon Sinek, Craig Groeschel, Andy Stanley, John Maxwell & Chris Voss, to name a few.
