Bossing It: Robert Lagenback on the Lifelong Journey of Leadership
Robert Langenback is the president and COO of Eight Oh Two Marketing, an independent agency specialising in paid search, SEO, and content marketing. With a focus on delivering measurable results, Rob has led successful campaigns across a diverse array of industries, including consumer goods, finance, legal, banking, apparel, sporting goods, and more.
His leadership has been instrumental in driving growth for both established brands and emerging companies. Known for his strategic vision and hands-on approach, Rob is committed to helping businesses navigate the complexities of the digital landscape and achieve sustained success.
LBB> What was your first experience of leadership?
Robert> My first leadership experience came when I worked for my family business in my early 20s. I quickly learned that managing a diverse group of people with different motivations can be challenging, to say the least.
At the time, I often felt frustrated and applied more of a one-size-fits-all leadership approach. Looking back, it’s clear I could have been a much better leader, but that experience opened my eyes to the importance of adapting my style to better connect with and motivate each individual.
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?
Robert> This is an easy one for me—it really comes down to the people you find yourself around, both the good and the bad. I observed qualities in the leaders I looked up to that I wanted to emulate, and also saw traits I wanted to avoid.
The people you surround yourself with, especially early in your career, can shape the kind of leader you become. That’s why I believe it’s so important to surround yourself with good, inspiring people.
LBB> What experience or moment gave you your biggest lesson in leadership?
Robert> About seven years ago, our agency lost a major account that could have easily been avoided. We had become too focused on internal matters and neglected the most important aspects of our business—our people and our clients. This experience taught me the importance of balancing internal priorities with taking care of our team and delivering the value we promised to our clients. It was a turning point that pushed us to continuously seek ways to improve both our team and the value we offer.
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?
Robert> Yes! If you asked my three siblings, they’d probably tell you I had a tendency to be a bit bossy as a child—like most kids—but that naturally translated into my career. I’ve always felt a strong drive to lead rather than follow and to carve my own path.
In terms of working toward leadership, it’s been about making the most of the opportunities that came my way over the years. I’ve consistently pushed myself to go above and beyond in every role, hoping it would lead to more. Over the past 10 years especially, I’ve been fortunate to be surrounded by great people who have helped me grow into the leader I am today.
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?
Robert> I definitely believe it's a combination of both. While some people may have natural qualities that lend themselves to leadership, being an effective leader is a skill that must be developed over time. You’re never truly done learning. Ongoing learning and development play a significant role in leadership, and the guidance of mentors, peer collaboration, and hands-on experience can help sharpen those abilities.
Leadership is a lifelong journey that evolves throughout your career, so it’s important to stay open to new ideas and adapt to changing environments.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Robert> Dealing with so many different personalities is one of the most challenging aspects of leadership for me. By nature, I’m a problem solver, so my instinct is always to want to fix everyone’s issues. Over time, I’ve realised that this approach isn’t sustainable—or effective.
A key lesson I’ve learned is that real leadership isn’t about fixing things for others but rather empowering them to tackle their own challenges. By offering guidance and support, I help them find their own solutions and grow in the process.
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?
Robert> Absolutely. I think everyone in a leadership role will fail more times than they’d like to admit.
For me, it’s always about asking how I can improve based on what went wrong. Failure is essential for learning and growth, offering valuable lessons and insights that help refine our approach and make us better leaders. The key is to learn from past failures and try not to repeat them.
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?
Robert> Yes, transparency and authenticity are key to building trust with your team. That said, it's important to be thoughtful about how you communicate. As a leader, it’s important to foster an environment where people feel safe being open, while also being considerate about what and when to share to ensure transparency doesn’t overwhelm the team.
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?
Robert> I’ve had many people in my life who I would consider mentors. My dad, first and foremost, taught me a lot about running a business, managing people, and life in general.
Beyond that, I’ve worked with some incredibly smart people throughout my career. While none were formal mentors, I learned a great deal just by listening and observing how they handled different situations.
Most recently, Ken Reig is someone I would consider a mentor to me. We worked closely for 12 years building our agency from the ground up, and I learned many valuable lessons along the way.
As for mentoring others, I’d like to think my leadership style has provided guidance and some form of mentorship, even if it wasn’t in an official capacity. I believe in empowering people and offering support, which I hope has helped those I’ve worked with.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Robert> I’ve found that being adaptable and looking for opportunities, even in challenging situations, is crucial for leading through difficult times. Early in my career, I saw companies miss out on the digital shift and struggle because they were slow or resistant to change. That experience really shaped my approach to leading through uncertainty.
When COVID hit, we made some difficult decisions as a company, but by really focusing on what we do best and staying true to our values, we came out stronger. It was a great reminder that sticking to our core values helps us navigate any challenges.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Robert> Having a diverse team is essential because it brings a variety of perspectives from people with different backgrounds and experiences. At our company, we give everyone the autonomy to contribute ideas and solutions. We actively encourage people to speak up, take initiative, and lead by example.
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?
Robert> Company culture is everything to us. Our team is the foundation of our success, and we are successful because of the people we work with. We've always been a hybrid agency, but moving to full-time remote has definitely brought its challenges.
While we’re great at working apart, keeping those personal connections strong has been tougher. We’re still figuring it out, and we know we need to be more intentional about fostering connection. It’s a work in progress—continuing to reinforce our values, celebrate our wins, and make sure everyone has a space to share their challenges.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Robert> The people I surround myself with have been the biggest resource in my leadership journey. They inspire me, challenge me, and push me to keep growing—I couldn’t be where I am without them. I believe in listening to advice but always making my own decisions and trusting my instincts. Outside of that, I also really enjoy learning from books, podcasts, and other forms of good content that keeps me sharp and thinking about new ways to lead.
