For Heather Pieske, It’s All About Putting Others First

Holding past roles at Virtue, the agency from VICE, and as VP of creative across all branded content and brand-led entertainment at Vox Media, Heather Pieske has spent the last decade helping clients shape culture beyond traditional advertising. She led the charge across ‘Beauty of Blackness’ (Sephora, streaming on MAX), ‘A Woman's Place’ (KitchenAid, Hulu), and forthcoming ‘Embodied’ (Novo Nordisk, AppleTV+).

Heather sat down with LBB to look back on her time as summer camp counsellor, early lessons in various leadership techniques, and what drives her to create the most healthy working environments for her team.

LBB> What was your first experience of leadership?

Heather> One of the most early and impactful experiences was my time spent as a camp counsellor. What sounded like a wholesome summer job was easily the most stressful, demanding and complex of undertakings, especially at a time before cell phones were widely used.

Children’s actual lives were in my hands, while I myself was really still a child, and having to keep their joy, sense of safety, calm, and space to make memories top of mind was an insane task.

No job prepared me more for my career today.

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?

Heather> I paid close attention to every leader in my life from a young age: peers, teachers, bosses, mentors and those I looked up to in culture. I pulled out things that proved to be positive, value-driven ways to be a leader from those around me, and still tried to put them into action.

What I found over the years is that leadership looks different in different environments, with different people, and is heavily dependent on the needs of the space you’re in, who you’re leading, and the needs that those folks have.

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

Heather> To be incredibly candid, I worked for a company years ago with leadership that was outrageously toxic. Unfortunately not a rare tale in this industry, but being personally impacted blew up my world for several years after I left. Nothing taught me more about the importance of creating a space in which people can safely thrive, rather than being slowly destroyed and demoralised by those in power who we all so desperately want to trust.

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?

Heather> I did. I said yes to every opportunity I could. I sought out mentorship, conversations and coffees. I read books and went to talks and asked for feedback from peers and direct reports. Most importantly, I tried my best to hold a mirror up to myself to reckon with my shortcomings that could impact my ability to lead effectively.

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?

Heather> I think some people are born with both the desire and skills to be a leader, but leadership doesn’t look one way for everyone. So, I do believe it can be learned. It doesn’t have to be loud, or highly energised, or commanding. Subtlety and silence is sometimes the most potent form of leadership (something I learn every day). But you have to want to take on that responsibility, and you really have to care about putting others first in many instances as you advance.

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

Heather> Making everyone feel heard, celebrated, and supported while also helping them get sharper and smarter in what they do (and what they want to do in their career trajectories). What works for me is really getting to know our team members personally and understanding that leadership isn’t one-size-fits-all, and also requires constant listening, pivoting, and accommodating.

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?

Heather> I feel like I fail every day. I lean on my partners and mentors as a sounding board, ask for feedback from my direct reports, and always acknowledge that I do not have all the answers or know the best way to do something.

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?

Heather> I try to be as human and transparent as possible, while keeping the teams motivated, calm, and engaged. There’s a balance there every day that I pay attention to. I think there is value in being open so long as it results in positive outcomes and maintains a professional culture in which people can thrive.

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?

Heather> Armando Turco (currently president of Mojo Supermarket, my former manager at Vox Media) and Briony McCarthy (SuperBloom founder/CEO – she’ll kill me for calling her a mentor) are the ones that come to mind who have helped shape how I think, work, and lead.

Both are always ready to offer support and continue to encourage my unique approaches to leadership, while also keeping me honest and giving me direction when I am in a place of uncertainty. They also fuel my creative fire, which is priceless.

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

Heather> Honesty and humanity is always helpful. Being solutions-oriented. Avoiding panic. Our team responds well to knowing that we are humans, but are also going to work tirelessly to navigate any setbacks that come our way or pivots we need to make.

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

Heather> Having a big community of diverse creative collaborators keeps us all honest, in check, and transparent in having difficult conversations when they come up.

Our creative collective at SuperBloom is a huge source of this, but also our hiring philosophy of not just focusing on the most decorated, traditional people, and instead prioritising building a team made up of unexpected people with unexpected backgrounds.

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?

Heather> Culture is paramount. We try our best to make sure our people can thrive, have fun, and leave each day feeling fulfilled and buzzing with inspiration insofar as possible.

Work will always be work, but I personally hate the idea of ‘work-life’ separation in the sense that time is just time. Time spent working in the office or remote should feel valuable and energising, filled with moments of being supported, celebrated, and seen.

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

Heather> Conversations with real human beings that have been through it or who are in it with me. I learn more from listening to those around me – my team, my mentors, and other industry friends – than anything else.