Bossing It: Holly Willis on Servant Leadership
Holly Willis founded Magic Camp with a mission to deliver exceptional work and client service, blending creativity with a business-focused approach that drives results. With experience spanning leadership roles at agencies like FCB, 360i, and The Escape Pod, Holly has led major campaigns for brands including Samsung, GE, Goodyear, Coca-Cola, AB In-Bev, Jack Daniels, Kraft Foods, and 20th Television.
Known for her commitment to strategic, impactful solutions, Holly combines the expertise of large-scale brands with a tailored approach for emerging businesses, ensuring that each client benefits from creative strategies aligned with their holistic business needs.
When she’s not building brands, Holly loves traveling, hosting dinner parties, practicing yoga, and catching as many concerts and sports games as she can.
LBB> What was your first experience of leadership?
Holly> My parents enrolled me in team sports at a pretty young age to help me learn the importance of working together toward a common goal. I’m an only child and naturally competitive, and team sports taught me that you get much farther when you support each other rather than trying to go it alone. I was lucky to have coaches who focused on collaboration and good sportsmanship, which helped create a positive, motivating environment for everyone.
But even as a kid, I could feel the difference in how some coaches approached leadership. A few of the parent coaches on other teams would get overly emotional, sometimes yelling at their kids or the referees. I didn’t understand it as a difference in leadership styles at the time, but I remember how it made people feel—embarrassed, discouraged, and less willing to put themselves out there.
Looking back, those early experiences shaped my view of leadership as something that should empower people and bring out their best, rather than make them feel small.
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?
Holly> Throughout my life and career I've watched a lot of different management styles and have always paid a lot of attention to the individuals that have been able to inspire groups of people and command rooms, and also to those that have the ability to create ripple effects beyond the obvious wins.
The best leaders, I noticed, shape other leaders. They focus more on helping others succeed than on being the loudest or most important voice in the room. I’ve seen a range of managers with different styles, and the ones who stood out were the ones who could adapt based on what each person needed to thrive.
The leaders I’ve admired most created a space where people felt challenged but also supported—they knew how to push people to that next level without letting them feel like they were on the verge of failing. It’s a difficult balance and takes a lot of intentionality: you need to set clear objectives, communicate effectively, and most of all, build trust.
A concept that resonates with me, and one that I’ve seen play out in the best leaders, is servant leadership. Adam Grant and other leadership experts talk about how the strongest leaders are those who see their role as helping their team grow and succeed, rather than putting themselves first.
For me, it’s about taking the time to understand each person’s goals, strengths, and challenges, and then adapting my approach to support that. It’s a style that’s about empowering others and making space for their success, and that’s the kind of leader I strive to be.
LBB> What experience or moment gave you your biggest lesson in leadership?
Holly> Many years ago at a past agency. It was during a pitch for a major beer brand, one that could potentially land our agency a Super Bowl spot. It was a huge opportunity, but the timeline was tight—and we were already running on fumes, having just wrapped another intense pitch the week before. Late on a Thursday night, with the pitch set for Monday, we were gearing up for a weekend of non-stop work.
Then a senior leader, who hadn’t been involved in the process until that moment, came into the room, looked at the work on the wall, and immediately started yelling. Without any explanation, they tore down our work and shouted something along the lines of, ‘just make it better,’ and walked out. The whole room was stunned. People were upset and exhausted, and you could see that everyone felt defeated and scared. We had no direction on what needed to change, no plan on how to make it ‘better,’ and no understanding of what wasn’t working with the existing work.
The team ended up leaving for the night, deflated, and spent the weekend scrambling to refine the work without any guidance. That person never apologised, and after all that, they took full credit for the win. We did win the business, but most of us refused to work on it afterward if that person was in charge.
That experience stayed with me, but sadly it wasn’t until years later when I reached full burnout that the lessons came through. True burnout forced me to re-evaluate my priorities and set the groundwork for creating a different type of agency. I wanted Magic Camp to be a place where people can do amazing work without sacrificing their well-being.
It taught me that true leadership isn’t just about the results; it’s about creating an environment where everyone can thrive and feel fulfilled. I realised, that experience actually taught me a lot about what not to do as a leader.
Projecting fear and frustration onto your team doesn’t create solutions; it just demoralises people.
Fear might get short-term compliance, but it doesn’t create long-term success or innovation. If anything, it promotes turnover and stifles the creativity that’s needed to think outside the box. Leadership isn’t about shouting demands or taking credit—it’s about guiding your team, supporting them through tough moments, and being part of the solution.
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?
Holly> I’ve always been ambitious and enjoyed being part of a team, with a strong drive to support the group and keep things moving forward. I wouldn’t say I set out specifically to be a leader, but over time, I found myself stepping into that role naturally.
Being in collaborative environments, I learned that when you care about the team’s success and aren’t afraid to speak up, people start to look to you for guidance. Once I noticed that others were turning to me, I began embracing leadership more intentionally, realising that I could help bring people together and keep us focused.
I also over time realised that the energy, attitude and effort I contributed had a big impact on those around me, which took me longer to see than I’d care to admit. Over the last few years in particular, I’ve started prioritising my own boundaries and wellness, because it makes me a better person and a better leader.
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?
Holly> I believe that being a good leader combines both natural inclination and learned skill. For some, qualities like empathy, decisiveness, or resilience might come more naturally. But I also believe that leading is something everyone has the capacity to develop, regardless of personality or background. It’s really about learning to understand others, communicate effectively, and make decisions that empower a team.
Those are skills anyone can cultivate with the right focus and experience. I think it’s essential for everyone to work on their abilities in this area, whether or not they feel like a ‘natural.’ At its best, leadership grows through continuous learning, self-awareness, and practice, and that’s something we all can strive for.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Holly> Patience—not only with others, but also with myself. I’ve had to remind myself that success means different things to different people and that true progress often takes time.
While I naturally want to see results quickly, I’ve learned that real growth comes from working toward our core values and internal success metrics, rather than chasing flashy accolades. This approach requires self-assuredness and a lot of self-reflection, reminding myself that meaningful success isn’t always visible right away. And that can be tough for me sometimes.
To work through this, I focus on setting clear, shared objectives that align with our core values, while also giving myself and my team the space to grow at a sustainable pace. I celebrate small wins along the way, stay rooted in our long-term goals, and continually evaluate what’s truly important. It’s ultimately more rewarding to see both myself and the team develop in a way that’s true to who we are.
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?
Holly> Yes, of course—I think every leader has faced moments where they felt they’d failed. I’m my own harshest critic, so I really feel it when things don’t go as planned, especially when I’ve worked hard toward something I care about. Over time, though, I’ve learned that the best way to handle these tough moments is with honesty and empathy—both for those around me and for myself.
When setbacks happen, I take time to acknowledge my role in the situation, which is sometimes the hardest part. I then evaluate how I can better set myself and the team up for success in the future. This involves creating a game plan for handling similar situations differently next time, whether that means improving communication, setting clear expectations, or adjusting our approach.
I’ve found that facing these moments with openness and a willingness to learn makes each challenge an opportunity to grow and ultimately builds a stronger foundation for the team.
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?
Holly> My approach to openness in leadership is rooted in balance. I believe in being as transparent as possible because authenticity builds trust and fosters a healthy, open culture. People feel more secure and valued when they understand the bigger picture and know that their leaders are being upfront with them.
However, I’ve also learned that timing and context matter. Transparency doesn’t mean sharing everything all at once—it’s about being thoughtful in how and when to communicate, so that the information I provide is clear and constructive, not overwhelming.
So, while authenticity is essential, I also consider the impact my words will have on the team. Sometimes that means sharing the ‘why’ behind a decision or explaining the challenges we’re facing. Other times, it means holding back details until we have a clear path forward, so the team doesn’t feel undue stress.
Ultimately, I aim to be honest, but in a way that’s supportive and keeps us focused on moving forward together.
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?
Holly> I’ve been lucky to have some great mentors over the years, and interestingly, most of them haven’t been in my industry. They’re people I trust, who genuinely have my best interests at heart, and who often bring a fresh perspective or alternative approach that I wouldn’t have considered on my own.
One mentor in particular taught me a lot about balancing decisiveness with empathy. They showed me that good leadership isn’t just about making the right decisions but about doing it in a way that respects and empowers the people around you. They also helped me understand the importance of resilience and staying focused on long-term goals, even when things get tough.
On the flip side, I do mentor aspiring leaders, and my approach is to really focus on their individual strengths and goals. I’m a big believer in helping them find their own style rather than pushing them into a mould.
I ask a lot of questions, listen, and try to create a safe space for them to explore ideas and challenges. I also encourage them to take risks and learn through experience because that’s where real growth happens.
Mentorship, to me, is all about being a sounding board and a source of support as they develop into the leader they’re meant to be. I’ve also learned so much from these relationships too - I think it's so often underestimated how much we learn from younger perspectives and those with different experiences.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Holly> Leading a team through constantly changing market conditions is definitely a responsibility I take seriously. I’ve found that in uncertain times, two things are essential: staying grounded in our core values and being adaptable. Having a clear set of guiding principles helps create stability, no matter how much the external environment changes. It gives the team something steady to lean on and helps everyone stay aligned with what really matters.
At the same time, adaptability is key. I encourage open communication and a mindset that embraces flexibility and learning. I make it a priority to keep the team informed about shifts in the market and what they might mean for us. Together, we brainstorm ways to pivot as needed, always with a focus on how we can best serve our clients and support each other.
Personally, I cope by reminding myself that I don’t have to have all the answers right away. I rely on my team’s strengths and insights to help us navigate these waters together. That collaborative approach keeps us resilient and allows us to adapt thoughtfully, while staying true to who we are.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Holly> For us, diversity and inclusion go beyond hiring—it’s about building a culture that’s inclusive by design. This means creating an environment where, no matter who we work with, there’s space for their perspectives and a real opportunity for them to succeed. We prioritise diversity because it makes us more creative, more interesting, and ultimately more impactful. Different viewpoints challenge us to think in new ways, leading to work that’s relevant and innovative.
Our approach to inclusion is woven into everything we do, from how we collaborate to how we support growth within the team. By intentionally creating this kind of culture, we hope that each person feels valued and empowered, contributing their best to both our team and our clients.
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?
Holly> Company culture is absolutely essential to our success. Without trust and shared goals, it would be so much harder to bring out the best in each person, especially in a remote setting. We’re a largely remote team working with people across the U.S., and I spend a lot of time traveling myself. With clients in various time zones globally, a strong culture of trust lets us move quickly and stay coordinated.
For us, a big part of that culture is the understanding that wins are shared, and so are losses. If someone makes a mistake, they shouldn’t feel like they have to hide it. We believe that if we’re going to take chances and push boundaries, mistakes will happen. That’s part of innovation.
We want our teams to feel they can lean on each other, give each other the benefit of the doubt, and offer grace in challenging times. I’ve found that the best teams strive for greatness but know that perfection isn’t realistic. We’re human, and building a foundation of camaraderie and trust actually helps us make fewer mistakes. And when things do go wrong, they’re addressed swiftly and collaboratively.
Keeping this culture alive remotely means fostering regular, open communication, celebrating wins, and having the hard conversations when needed. We prioritise building these connections so that no one feels isolated or unsupported, no matter where they’re working from.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Holly> One of the most useful resources on my leadership journey has been learning from people outside my industry who bring fresh perspectives and help me see challenges differently.
I also rely heavily on insights from leadership experts like Simon Sinek, Adam Grant, and Brené Brown, whose work on empathy, resilience, and purpose has been invaluable. Staying in a learning mindset and being open to insights from any source means there’s always room for growth and innovation. I’ve found that this openness helps me continuously adapt and improve.
