Jason Legge on Self-Actualisation, Making Sure Voices Are Heard and Ideas Are Championed

Jason Legge is a co-founder and all-terrain storyteller at Moah. He has led award-winning work for Nike, adidas, Meta, and Google, earning his clients multiple awards including Cannes Lions, a Peabody, and three Canadian Screen Awards. His work has appeared at TIFF, Tribeca, and Cannes, and his artwork was recently exhibited at the MMCA in Seoul.

He still longboards, insists he's good at basketball, and lifts heavy while ignoring his diet.

Jason sat down with LBB to discuss the unrecognised work of a producer, contagious leadership styles, and why empathy is an integral part of his approach to his role.

LBB> What was your first experience of leadership?

Jason> I come from a production background, which is a strange role in any creative environment. You have to know everything happening on a project, and you're often the one stepping in during presentations if the creative director or tech director is out.

You're also the only person who stays on a project from pitch to delivery, which gives you an immense sense of pride when things go according to plan. So it becomes your job to stay consistent, maintain the story and narrative of a given project, and justify the changes that happen along the way.

There's so much storytelling that goes into a producer's day-to-day that can go unrecognised. Shout out to all the quiet leaders out 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?

Jason> I was lucky enough to be surrounded by incredible leaders at every stage of my career. For me, the best ones don't shout and make it all about themselves. The best leaders in our industry lead by example. They show up early and they're the last ones out.

But beyond that, the people I've learned the most from are the leaders who take accountability not just for their own actions, but for the project and the team as a whole. That kind of ownership is contagious.

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

Jason> At Moah, we often say it's our job to articulate, interpret and elevate client needs. That means injecting enough of your own personality to stay passionate about a job while still delivering exactly what the client wants. But that applies to everyone on the project, from designers to developers. People want to feel part of something, not like they're endlessly chasing someone else's ambition. So the biggest lesson is that you need to give people enough space to feel self-actualised and solve problems on their own, while you maintain the narrative throughline to make sure everything is headed in the right direction.

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?

Jason> I've been fortunate to work in an innovative field, surrounded by innovators. That often means you're playing a game without a rulebook. Whenever you're doing something new, there are opportunities to lead. Thankfully I came up in the industry with excellent role models who gave me space to lead even early in my career.

Dirk and Pedro are fantastic examples of this. In my years working with them, we were always doing something that hadn't been done before, so we got to invent processes as we went. Working with people like them encourages you, and honestly forces your hand into a leadership mindset.

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?

Jason> I've seen it done both ways. Confidence, and maintaining the confidence of your team, is a key metric. But where that confidence comes from is different for everyone. I've seen people thrust into leadership and feel right at home because they have confidence in their team. And I've seen people lead from a position of confidence they've earned through years of experience and craft. But the most important trait for either type of leader is being flexible and actually listening.

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

Jason> Responsibility, empathy and storytelling are my personal three pillars of leadership. And they're often the hardest to keep standing as a project goes on. You're responsible to your team, the clients and the consumers. You have to be empathetic to everyone involved, making sure they have what they need and that their work is being recognised. And you have to maintain a cohesive vision anytime you're in a leadership role. The storytelling, the ’why is this important,’ has always been the most natural part for me. The other two take constant attention to maintain.

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?

Jason> Thankfully we work in a collaborative medium. The kinds of projects we take on are team sports, to use a tired metaphor. This has two benefits: losses are felt by the whole team, but none more than leadership, and there are lots of people in place to help vet your decisions before anything goes too far off the rails. Being a founder-led agency ensures consistency of leadership throughout every project, from pitch to delivery. That's very different from some of the bigger shops I've worked at, and honestly it mitigates most potential failures before they happen.

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?

Jason> I keep coming back to storytelling. I think the days of the enigmatic leader are over. And that's genuinely a good thing. Transparency, authenticity and openness spark collaboration and bring out the best in everyone. Mystery might look cool, but it doesn't build trust.

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?

Jason> Are you kidding? I get to work with two of my best mentors every single day. Dirk and Pedro have so much experience that I've been learning from for nearly ten years now. I also can't thank enough some of the wonderful people I've worked under throughout my career. Pietro Gagliano, one of the founders of Secret Location, and Mark McQuillan from Jam3 spring to mind immediately.

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

Jason> We get to choose how we react to problems. We can soothe ourselves by saying it's just a turbulent time and things will return to normal, but that doesn't really help anyone. I don't want to create a narrative of being on a life raft waiting to be saved by external market forces. I'll leave that for Sunday school teachers and lonely hearts columns. I want to be the type of leader who builds a bigger boat and leads a team to shore.

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

Jason> I'll be honest. We're a small founder-led agency started by three dudes who loved working together. We were willing to bet on ourselves at a time when we thought we had something to offer. As we grow and build our roster, my hope is that we develop a reputation for excellence that continues to attract the best talent the world has to offer.

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?

Jason> It's an important question, especially when the three founders are spread across the globe. We work together on nearly every project, but we often manage our own respective teams and clients. It works because of trust, empathy and shared goals. I don't think it's corny to say we function like a team of brothers.

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

Jason> I love reading fiction as a source of inspiration. Flawed characters and larger-than-life heroes are a huge source of motivation for me. But beyond being a bookworm, finding a community and a third space is often the best resource. You learn so much over a coffee by sitting down with other leaders and entrepreneurs, regardless of their industry. We all deal with the same issues, even if the jargon changes.