Bossing It: Why Leadership Is Both Nature and Nurture with Phillip Haid
Phillip founded PUBLIC in 2008 to disrupt the way companies think about doing 'good'. Driven by a passion to prove social and environmental impact is a key business driver to achieve profit with purpose, he set out to build a social impact agency – designing social and environmental purpose brands, strategies, programs and campaigns. As CEO, he is responsible for overseeing the strategic and creative growth of the business, including oversight on some of PUBLIC’s North American clients: RBC, Canadian Tire, Shoppers Drug Mart, Nestle, The Bay, Crocs, Rivian, Johnson & Johnson and the Obama Foundation. Phillip is a frequent commentator and columnist for Fast Company writing on 'profit with purpose'.
LBB> What was your first experience of leadership?
Phillip> My first taste of leadership was in high school. Me and my friends organised days of action to educate students on pressing social issues. We managed to convince the administration to close down regular classes for the day so we could discuss issues like nuclear disarmament (that was thing back in the day), climate, and racism. But my first leadership experience where I was running the show was in the late 1990s when I ran a summer camp for kids. There were 300 campers and about 40 staff and it taught me about how to rally people together, lead with my values and bring humility to everything I do.
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?
PhilIip> I was always interested in leadership and even studied it in a course in University. Reading about leaders like MLK, Gandhi and spiritual leaders like the Buddha shaped my views about leading through non-violent resistance. I was in awe of how these leaders always spoke their truth and stood their ground no matter the consequences. That shaped me greatly and inspired me to become an authentic, transparent and honest leader. But I still have a ways to go!
LBB> What experience or moment gave you your biggest lesson in leadership?
Phillip> There are two moments that come to mind. The first was when I was the director of a Jewish summer camp. It was in an area of Canada where there is a lot of antisemitism and we faced some significant threats to our wellbeing and safety. I was scared, but knew I needed to show calm and resolve to the kids and staff to combat the antisemitism we were experiencing. It taught me the value of confronting your fears and finding strength in adversity.
The second moment was in the early days of covid. We were affected like so many agencies but we resolved to not let anyone go and if possible, not cut anyone’s salary. It was a scary time, but communicating to our staff that job number one was to protect the team went a long way and brought us all much closer together. Throughout the early months of covid I learnt to be a better communicator, bringing transparency and frankness to ever conversation. We managed to make good on our promise and it taught me the value of sticking to your ideals and weathering the storm together.
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?
Phillip> I always felt like I had leadership potential. I was never shy to speak out. Understood the need to look at issues from a variety of perspectives, and always tried to be empathetic and kind even when I didn’t feel it. So I don’t think I ever woke up and said, “today is the day I am going to actively become a leader”. It was more of a natural progression based on my interests, nature and ambition to create a better world.
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?
Phillip> I don’t have an exact ratio for it, but I do believe it is both nature and nurture. And I would likely lean towards it being something that can be taught and learned if the desire is there. There are so many styles of leadership that if a person has the desire to lead, there is a corresponding approach that can be taught. Obviously, some people are just natural born leaders, but my belief is that the majority of people can and should lead. The world needs more leaders!
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Phillip> The two that come immediately to mind are (1) being vulnerable to show when you are struggling and conflicted (2) deeply listening to people’s concerns, ideas and challenges versus just trying to solve the problem. The first one is something I actively work at. I find it hard to be vulnerable because I don’t want to burden my team with my stresses and concerns for the business. It comes from a place of protection, but I know vulnerability is what makes me more approachable so am actively reminding myself of it and trying to practise it consistently. The second challenge is that I am empathetic and at times impatient, so I try to solve issues quickly versus creating the space for deep listening and helping people find the answer on their own. Like the first challenge, it is something I am aware of and it’s truly a matter of consistent practice.
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?
Phillip> Yes, many times! The most recent example was from this past week. Like so many of us, I am deeply troubled, saddened and angered by the atrocities happening in Israel due to the attacks by Hamas. But I was slow to address it with my team. And the absence of communicating my position and concern came across as a void and disappointing to my team. It was brought to my attention (which I greatly appreciated) and corrected the mistake by apologising for my silence, explaining (not defending) my lack of action and clearly stating my position on the issue. Showing my vulnerability and taking ownership for my actions was a great learning moment that will make me a better leader moving forward.
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?
Phillip> I think it’s critically important to be transparent and authentic. It’s not easy. It’s often uncomfortable. But I believe as a leader it’s your duty to push yourself in this regard. Your team is looking for it and it’s the path to building a trusting, open and authentic culture.
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?
Phillip> I haven’t had one mentor guide me, but I have had many people guide and advise me over the years. I like to seek out perspectives, opinions and guidance from multiple sources because I believe people bring different things to the table. I am always trying to learn and grow and to do so, you need people who see you differently then you see yourself to push your understanding and awareness. I try to mentor my team as much as possible and am continuously meeting with social impact leaders (and aspiring leaders) to provide advice and guidance. I am a big believer in the spirit of generosity so I try and live it as best I can.
LBB> It's been a really challenging few years - and that's an understatement. How do you lead a team out the other side of a difficult period?
Phillip> It has been incredibly challenging. I try and lead with humility, honesty, authenticity and transparency. I know that sounds cliché but it’s true. The other critically important thing is to communicate clearly and often. I am constantly amazed at how many times you need to say something before your team hears it and believes it. Saying it once or twice does not cut it. You must say it ten times, twenty times to have it sink in.
LBB> What are some ambitions and plans you have for the company and yourself in the coming year?
Phillip> We have two big ambitions for 2024. One, become a creative force. We are very strong strategically and now it’s time to balance that with our creative muscle to drive impact and shape culture. We have the team to do it and we are investing heavily to make it happen. The second ambition is to grow our footprint in the US. We have several US clients, but we want to grow our footprint to create great impact at scale. I am super excited about both these ambitions and am confident we will get there.
LBB> What have you noticed as the biggest changes in the industry during your career thus far? And do you have any predictions for future trends or themes?
Phillip> Given we are an impact agency that started in 2008, the biggest change has been the shift towards purpose and sustainability as a business practice. We have been at the forefront of it and I can tell you as someone who has been in the trenches for a long time that it has not been easy. But the market has come to accept and embrace the role companies must play to address the challenges facing the world and more importantly, understand that they can address them and be profitable. My prediction for the future is that regulation and scrutiny is coming like never before. Despite the anti-ESG rhetoric, corporate responsibility is here for good and companies must get out in front of it because they will be regulated to do so in short order. I see this as an exciting opportunity and will accelerate our collective path to a net positive world.
LBB> How important is your company culture to the success of your business?
Phillip> There is probably nothing more important. The people we have onboard (we call them Publicans) and the way we all behave with one another is paramount to our success. We built a Code for Public so that we are clear and intentional in the way we behave with one another and with our clients. The Code is simple: have the courage to stand up, stand out and stand together to accelerate change in the world. This is what governs our actions. And the better we do at it, the more successful we will be.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Phillip> I read so many different things to educate and improve myself as a leader. I am a big fan of Fast Company, Inc., Forbes as well as a myriad of leadership blogs and newsletters. I also watch what leading companies do to grow and navigate challenges. I find inspiration and learning in so many things. I don’t have a one size fits all resource.
