Lessons in Self Leadership with Shannon Johnston

Shannon Johnston is director of Spin APAC, leading the agency’s expansion across the region. With a background in business and law before moving into creative content production, he brings a commercial lens to social, audience growth and YouTube strategy. Outside of work, he’s obsessed with business, entrepreneurship and snowboarding.

Shannon spoke with LBB to look back on early lessons in leadership, discuss why just a title alone will not make you a leader, and share why he takes an empathetic approach to his role.

LBB> What was your first experience of leadership?

Shannon> Captaining an Under 12s cricket team and later becoming a school prefect in Year 12. In the workforce, I started early, working as a pool lifeguard in a team leader role, as well as supervising instructors at a summer camp in the US, and later managing small teams while running ski lodges in Japan.

LBB> How did you figure out what kind of leader you wanted to be – or didn’t want to be?

Shannon> I don’t think a title makes you a leader. The best leaders I’ve seen tend to surface naturally. They earn trust through action, good judgement, clarity, and how they show up day to day.

I’ve also learned what I don’t see as leadership: ego-led behaviour, ambiguity without accountability, and decisions made for perception rather than outcomes.

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

Shannon> Probably a lesson in self-leadership. You can’t be a good leader without first believing you can be one.

Also, when I entered a new industry in video production, photography and drone operation as a solo freelancer, I entered a diverse leadership role in managing client teams, subcontractors, and being an all-in-one creative director, producer and content creator.

If you know a freelancer – give them a pat on the back because it’s a job of many hats.

LBB> Did you always want to take on a leadership role?

Shannon> I didn’t set out wanting a leadership title. What I did have early on was a habit of questioning inefficiency – things that felt outdated, unfair, or could clearly be done better.

At university, I realised I wanted to work for myself and eventually build something. I did that between 2016 and 2025, which I enjoyed, but over time I felt a pull toward building and leading teams at scale, not just delivering work solo.

LBB> How much of leadership is natural, and how much can be learned?

Shannon> I think some leadership traits are shaped very early through parenting, environment, and expectations – and there’s usually a personality fit involved. Qualities like clarity, confidence, decisiveness, optimism and communication matter.

There’s research suggesting leadership is rehearsed, not trained. With firstborns, for example, they are often overrepresented due to early responsibility, more language exposure, and comfort interacting with adults. I think there’s truth in that.

That said, real leadership tends to reveal itself over time. People either feel compelled to step into it, want it badly enough, or attract it naturally.

LBB> What do you find most challenging about leadership?

Shannon> The biggest shift is moving beyond your own output. Leadership means being accountable for the performance, motivation, and clarity of others (not just your own work).

People respond differently to direction, pressure and feedback, so empathy matters. What I’ve learned is that simplicity wins. Too many goals or competing priorities dilute focus fast.

LBB> Have you ever felt like you’ve failed while in charge?

Shannon> Nothing catastrophic, but anyone claiming they don’t make mistakes in leadership isn’t being honest. When I get something wrong, I try to acknowledge it quickly, apologise if needed, and reflect on what actually caused the issue.

I tend to move fast, and patience is something I’ve had to consciously develop. Leaders make more decisions and take more risks, so they’re naturally more exposed. The key is learning quickly and not repeating mistakes.

LBB> What’s your approach to openness and transparency?

Shannon> I sit on the more transparent end of the spectrum. Inviting contribution and opinion builds trust and ownership, and often leads to better solutions than working in isolation.

Transparency doesn’t mean over-sharing. When matters are sensitive (personally or commercially), being considered and empathetic is just as important.

LBB> Did you have a mentor? Do you mentor others?

Shannon> I haven’t had a formal mentor, but I’ve worked across different industries and countries and paid close attention to leadership styles I admire.

LBB> How do you lead through constant market change?

Shannon> People crave certainty, and the pace of change makes that harder – especially in the creative industry with shifting social platforms, AI, and rising client expectations.

What helps is staying focused on what truly adds value. Be aware of change, adapt quickly, but filter out the noise.

LBB> How important is culture to your business?

Shannon> Culture has become cliché and overused, but it remains critical. Spin runs on an ‘energy always wins’ mentality. We’re independent, agile, and full of genuinely good people. Leave ego at the door because we’re all trying to achieve the same outcome – do great work, be kind, and don’t forget to enjoy it. Fortunately, the creative industry allows space for humour and fun!

LBB> What resources have helped you most on your leadership journey?

Shannon> Podcasts and audiobooks, especially around business and entrepreneurship. Hearing directly from people who’ve built, scaled, and failed keeps things reminds me that progress usually comes from consistency, not shortcuts.