Bossing It: The Importance of Being Humble with Kiri Haggart

Kiri Haggart is the managing director for Feed Me Light. Hailing from New Zealand Kiri spend many years travelling and teaching before arriving in London. Here for far longer than intended, she has been with the FML team since it began in 2015. Kiri loves holidays, eating too much and her three young kids, most days. 

LBB> What was your first experience of leadership?

Kiri> It was definitely through sports. Sports was everywhere growing up and I got to watch and experience many different types of leaders. There were the leaders who had a title to emphasise it, such as a captain or coach. But as I got higher in sports, I started to realise that not all leaders have a ‘title’, and it’s those leaders that really intrigue and motivate me the most. Sometimes they recognise that they are, but there are often the quiet unassumed ones who don’t realise that they have people following them in their wake. As a result I have come to realise that everyone is a leader to someone. 

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?

Kiri> I guess it is just through life experience that I’ve learnt what kind of leader I want to be. 

To me, the essence of good leadership is motivating others to be better. It is to make them feel good and that they have value to contribute to a situation, which elevates that situation and/or those around them. Everyone has a purpose to being there in that moment, and that their contribution has an impact on those around them, to achieve something better. 

Have I figured out how to successfully achieve this daily in my life? No, I’m constantly learning. It’s hard to balance the good of the team with the aspirations of the future and all the restraints that influences it such as money, time and daily life.  

But I always try to look for clues which can be used for feedback. Being a good leader isn’t about Me as an individual, it’s about the collective good of the group and whether that is improving across the board. Are we heading in the right direction to achieve that ‘something better’? 

Feedback can therefore be in various ways, not just through verbal comments from the team. We’ve got to push through hard times where for a moment verbal feedback won’t be ‘happy’, but it doesn’t mean that we’re not on the right path. I need to look at the other benchmark clues and ensure that they are pointing in the right direction, and that we are doing the right thing in this tough moment. 

LBB> What experience or moment gave you your biggest lesson in leadership?

Kiri> I had a really terrible manager at one point, and I learnt very quickly what bad leadership is and the impact it can have on an individual and a team. It is something I never want others to experience. I have since had enough ‘space’ from that period that I can also see more clearly the management and leadership from higher above in that company as well, and the culture it created. It has influenced my approach to management and leadership at FML significantly. 

Otherwise my biggest lesson in leadership is the importance of being humble. Leadership is not an entitlement, and leading by example is my biggest take away from leaders I most admire. I am never too important to make my own cup of tea, nor offer to make tea for others. 

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?

Kiri> No, I never had a drive to take on a leadership role as such but I am ambitious and naturally goal orientated working within team environments. I do tend to easily communicate to a team, and make my thoughts heard without being too pushy (I hope). So I probably naturally gravitate towards a leadership role. 

In saying that, I also really enjoy environments where I am not the leader and I get to observe someone else doing it, seeing how they do it and the impact they have. I love being motivated and inspired by others, and I love being excited about being in that environment. Its awesome.  

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?

Kiri> I think everyone is a leader to someone. So I believe that everyone has the ability to lead, but I think early experience to leadership and team environments is key to allowing that part of the personality to grow and expand over time. I think that it can be taught and learned, it just takes time and exposure. 

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Kiri> I find the time management of leadership difficult, as I never feel like I have enough time to give to individuals. I wish I wasn’t so time poor so that I could be more available to the team to listen more, be more constructive and give more detailed feedback. I do not successfully work through this issue… I end up saying sorry a lot. 

Also having to ‘be on’ all the time is something else I struggle with as I’m definitely more of an introvert (than an extrovert), so it goes against my energy levels. My family probably feels the burn out of this in the evenings sadly. 

And then finally I find it hard to walk that line of supportive and tough, and having to address any negative feedback. I find it to be such a grey area and I need to toughen up. I know it’s necessary to be tough and to face those aspects without hesitation as a leader, but it’s definitely not in my nature and I constantly have to give myself little chats about it. I also lean on Denis (ECD and Founder of Feed Me Light) a lot here to make sure we’re both thinking the same thing so everything is considered and constructive, and in line with business goals etc. 

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?

Kiri> Of course, in various ways. But yes last year I definitely had what feels like my biggest fail since FML started. It still hurts and I’m still processing it and still trying to work out what I would do differently. I’ve addressed it openly with the team and spoken about it individually to ensure it is acknowledged as something we don’t want repeated, and that we all have a part to play in it. Especially me, I totally put my hand up and accepted that I should have managed the situation better and I could have influenced it more for a better outcome. 

What did I learn… I need to be prepared to have hard conversations with people. I don’t like conflict, and I need to just have hard conversations straight up. I need to face it, and not avoid it. 

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?

Kiri> I try to be as open as possible in order to serve or better the team, to make them feel like they are part of the process and that they are considered in any step forward. Our team and their buy in to FML is vital, and if they are not on board then we are going nowhere. It may not be possible for us to take on every part of their feedback or thoughts, but I believe it helps if they are given context to the decisions made and the thought process in determining the next steps. 

But there is value in being careful and considered. We have to make sure that what we do share serves a purpose, and I don’t believe sharing the nitty-gritty of the stress or difficult times is helpful. But framing it and sharing the right story helps them understand better some of the decisions being made, and that still brings them on the journey with us. 

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?

Kiri> I have had an ‘official’ mentor previously, and she was (still is) incredible. It was many moons ago, and in a different industry but Liana made me want to be more confident. Be ‘More Boss’ to be honest. (And organised, and structured…. Knowing your stuff inside out gives you confidence) But this is something I need to draw from again as I come back from maternity leave. I need to find my voice again, and be more assertive and confident in my opinions. 

I am yet to mentor anyone. But it is a relationship that I think is very valuable, and I would recommend anyone to try and hunt out mentors if they can. Whether it’s official or not, identify someone who you think you could learn from and get yourself in their orbit. 

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Kiri> Lots of deep breaths and smiles and laughs. We can’t make our way through difficult waters, or even calm waters, without the team. I need them more than they need me, so I try not to let it stress me out too much and enjoy the times in the studio with the team. 

I lean on the team a lot, I know I have limited time, skills and knowledge. I know that they all have more knowledge and experience than me in certain ways and so I tend not to see myself (or Denis) as some sort of guiding light through tough times. As a ‘leader’ I try to keep all my business ducks in a row so that the challenging market is felt less by the team, so they in turn feel less of the stress. 

LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Kiri> I often ask myself what more can be done at FML however we have a small internal team and work hard to maximise staff retention. I do hope that considering the size of our team that we are diverse and inclusive, but I would like to introduce more proactive methods to ensure we truly embrace the idea.  

As a company we do our best to ensure that we have an open door policy for organisations, schools and groups that approach us for work experience, visits to the studio and/or would simply like to come in and learn more about the industry and gain knowledge from those within it. We’re very receptive to ensuring we support organisations which promote diversity and inclusion. In our industry of storytelling and communication, it is so important. Our team is so helpful and always very happy to make it a worthwhile and enjoyable experience for those that come in whether than be for 1 hour or for the week. 

This is a topic with so many responses and answers that could written. 

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?

Kirir> For me, it’s the most important thing and it’s something that I am most passionate and protective over. We definitely saw the change during and post pandemic, but it is important to realise that for the individual there are advantages to working from home. And this in turn has a positive impact on the mood and general well-being of the individual. And long story short, I want positive and happy people in my team. On the contrary, I saw how working from home full time also had negative impacts on individuals. So to speak to the team and collectively agree to a hybrid approach, it was not a challenge. 

To then encourage the thinking of a ‘team’ as opposed to an individual it also helped. As a team, it is better for our projects to be in the studio together throughout the week. As a team, we are able to look out for each other better if we see each other throughout the week. As a team, it’s better for our communication, for the inclusion of our freelancers and we can problem solve quicker and faster together when we’re in the studio. But importantly, we create an environment which feels like family, like a community and that positive engagement with each other is what I love watching each week. 

I do try to keep my eye on team events or activities, and make sure we’ve got something happening often enough. Whether its just a pub drink post work, Potluck lunches or a pub lunch. 

The company culture can’t be forced, people need to buy into it and support it. But I do try to keep it very team focused, which is most likely a reflection of my sports background. So when I look back at this question of ‘how do I keep it alive’… it’s not just me. It’s a team effort to keep it alive. The team keep it alive because they believe in it and they support it. 

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Kiri> Amazingly smart friends who are not in this industry but have very sound advice with lots of experience, and sensible and responsible heads on their shoulders. So their advice is at a distance from the company, the team and not emotionally involved like I am. It’s really helpful. 

Also lately I am getting a lot from podcasts which are predominantly sports focused (surprise!) featuring either professional athletes, coaches or specialised positions focusing on motivation or mental strength etc. Or roles which are around managing stress and mental health, because I feel like that is a big part of leadership. Ensuring people’s wellbeing while they are within my own orbit, especially if employing them. And I mean both physically and mentally - I like being around happy people.