Bossing It: Shelley Friesen on Leading as an Introvert
Shelley founded Melbourne Social Co in 2011. Her career experience to this point had been in journalism (working in newspapers and magazines) and then in marketing, working as a marketing manager for a fashion and accessories label in Melbourne.
Taking her skill set and expertise in both copywriting and generalised marketing, and understanding the moving beast that was social media, Shelley founded Melbourne Social Co., one of the first social media agencies in Australia – with a view to supporting businesses in setting up their social media footprint.
The agency has evolved over the years, as has the industry. Today, Melbourne Social Co is a social-first creative agency. At the core of its service offering is content creation.
LBB> What was your first experience of leadership?
Shelley> I founded Melbourne Social Co when I was 24, but initially just as a collective of freelancers. It wasn’t until a year or so later when it came to my first official hire, that I got a real taste for what it was going to be like managing others in a leadership role. My first hire turned to two, three, and then just grew organically from there.
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?
Shelley> I don’t have any formal leadership or management experience or training. I am a classic case of a creative who fell into business and is figuring it out as she goes! But I knew very early on what I didn’t want to be. Prior to starting the agency, I had experience in workplaces where fear and intimidation was used as a management tool, as was the case in many workplaces in the early 2000s.
One of my driving factors in founding the agency was to create a safe environment for young people starting out in their careers, where they felt supported, nurtured and that they always had a safe space with the leaders within their team.
LBB> What experience or moment gave you your biggest lesson in leadership?
Shelley> I’ve had many learning experiences over the years. I think each time something goes wrong (and it always will, no matter how much effort you put into culture), it’s just an opportunity to learn and grow.
Probably the biggest learning experience for me as a leader was navigating the COVID period. We had a short period just as the lockdowns hit where we lost 50% of our clients in one week. My staff were, understandably, very shaken and concerned about job security. I used this time to really lean into radical transparency, and kept them informed with every decision we were making along the way, so that they had a level of comfort in what was happening.
We pivoted our services very quickly and worked really hard to sure up new work for our team, meaning we never had to make any redundancies, (even if were pretty unprofitable for a few months there) something that I’m really proud of.
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?
Shelley> I always knew that I wanted to ‘own’ and ‘drive’ something. I am a very creative person with a very clear vision. Leadership from a business perspective has something that’s always been naturally in me. However, when it comes to leadership from a people perspective, this is something that doesn’t necessarily come naturally to me, and it’s something that’s a continual work in progress.
In 2024, we invested in HR for our business (which has been a game changer) and I have been getting coaching on how to continue to improve as a manager for our team. It’s a skill that’s a constant work in progress.
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?
Shelley> I think it can be a bit of both. I think to lead (at least in the way that I would like to be lead) you need to inherently be a good person and have a desire to put others needs before your own. And you can’t really fake that. But I also do think that natural instincts can only take you so far. When you’re managing people, there are so many complexities to take into account, so having some training and tools in your kit can go a long way.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Shelley> I am naturally a really introverted person, which is where I find most of my personal challenges lie. I didn’t get into business to manage a team, I founded the agency out of a desire to do the work that I wanted to do. Given my introverted nature, I often am in a situation where I need to push outside of my comfort zone, and this is when I felt most challenged.
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?
Shelley> I definitely lean towards transparency and authenticity. Maybe that’s the social media expert in me! I think the more authentic and real you are with your team, the more you can connect and go on the journey 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?
Shelley> I haven’t had any specific mentors over my journey, however I do like to pick the brains of other agency owners and industry leaders whenever I get the chance! At the end of the day, we’re all figuring it out as we go, so the more perspectives we can gather, the better. I also love to listen to podcasts and read books on leadership and culture.
I like to think of myself as a mentor for the up and coming marketers on my team. I have an open door policy, if someone has a question, they know they can ask it and I’ll give an honest answer.
A topic that has been on the minds of a number of my team lately has been how to navigate parenthood and a career, something that I love to share my experience of. I think for young women in particular, there can be a real sense of dread about how they can possibly juggle both the career that they love and the family that they want to start. I am living proof that you can do both (albeit in sometimes messy manner) and I love to share this reassurance with those seeking guidance.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Shelley> This is something that weighs heavily on me, particularly as a solo founder. The reality is that I am responsible for the livelihoods of 20 people, and this can be stressful and to be honest, quite lonely at times. In an industry known for making redundancies at the drop of the hat, I have worked so hard over the last 13 years to be conservative and responsible in our growth and spending. This measured approach, while perhaps not sexy, gives a level of comfort and stability to my team, which is something that I take immense pride in.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Shelley> This is a constant work in progress, and something that is a huge focus in 2025.
In early 2024, we introduced ‘how to work with me' guides - in which each team member outlines exactly how they like to work, how they like to be managed, and how they like to manage. This allows us to understand each other and our different needs and approaches to how we work. We’re all so different and inclusivity is one of main priorities at the agency.
LBB> How important is your company culture to the success of your business?
Shelley> Culture is incredibly important to us, as our people are our biggest asset. At Melbourne Social Co, our staff retention rates are unmatched in the industry. Most of our staff have been with us at least two years, with some staff having been with the agency for 5-10 years. We even have had multiple staff leave to pursue other roles, later returning to the agency. When you come to work at Melbourne Social Co, you very rarely leave, and I think this really speaks for itself!
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Shelley> The people I’ve connected with (other agency owners, leaders in business), along with podcasts, articles, and books. But also, my team. Working with so many different people, with different backgrounds and approaches to work has given me so much insight into what works, what doesn't and how to create a culture that I am incredibly proud of.
