The Art of The Balance: Lessons in Leadership with Adam Pietrala

Adam Pietrala is managing director at The Romans, a creative-led communications agency headquartered in London. Based in New York, he leads the firm’s North American operation.

A seasoned agency leader, Adam has deep experience with major global organisations across a range of industries with clients including JP Morgan Chase, Johnson & Johnson, Walgreens Boots Alliance, Procter & Gamble, Bayer Consumer Health and Starbucks among others. Prior to joining The Romans, Adam has held a range of leadership roles at firms including Fleishman Hillard, Edelman and Burson.

An award-winning marketing communications strategist, Adam’s work has been recognised with a Cannes Lion as well as Silver Anvil, SABRE, Big Apple and PR Week awards. He holds a B.A. in advertising and public relations from the Pennsylvania State University and an M.S. with Honors in strategic communications from Columbia University.

Adam sat down with LBB to discuss what real company culture looks like, as well as the current state of the comms industry

LBB> What was your first experience of leadership?

Adam> My first leadership role was as the drum major for my high school marching band. I know I still have my parade whistle around somewhere.

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?

Adam> I’ve had the privilege of working with many great leaders throughout my career. I’ve also had the privilege of working with a few not-so-great leaders. Seeing it from both ends of the spectrum has influenced how I approach my role with The Romans.

I’ve been happiest – and have done my best work – under leaders who set a clear vision and strive for excellence while leading with humanity and empathy. My goal is to create an environment where people feel challenged and inspired to do their best work, while knowing they’re supported and encouraged to grow as individuals.

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

Adam> I don’t know that a single moment or experience gave me that one defined lesson in leadership. Instead, it has been the quiet conversations and the focused pieces of advice I’ve collected throughout my career that have shaped me the most.

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?

Adam> I never set out with the express ambition of being in charge, but I’ve consistently found myself in situations where people look to me for vision, guidance and clarity. It might be the imposter syndrome talking, but it took me some time to realise that I’m actually good in a leadership role.

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?

Adam> The academic principles of leadership can obviously be taught, but I think there’s also an inherent part that comes from within. And that combination looks different for everyone. Some people are wildly charismatic and that’s the foundation of their leadership style. Others are reserved and calculated in their approach. The real art comes in knowing how to balance the learned and the innate in a way that feels authentic and connects with your team.

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?

Adam> I’ll give you the classic PR answer: it depends. Teams value transparency. They want to know how the business is doing, what’s on the horizon, challenges leadership foresees. They also want to know they’re working for real people with real lives. At the same time, not all information is for everyone – and some information could become a distraction to the work. With that lens, I lean on the side of transparency, while keeping my focus on the business.

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?

Adam> I speak often to university students looking to break into the comms industry. One of the biggest pieces of advice I give them is to find and collect your people throughout your career. Not everyone will be part of your collection, but there will be a few that help guide you along the way. Don’t treat those connections as transactional, but instead grow real, mutually beneficial relationships.

This has been the approach I’ve taken, and it has paid off. Remember that ‘mentor’ does not need to be a formal designation. Great guidance can come from anywhere.

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

Adam> It’s certainly a wild time for the comms world. Between shifts in the economy and giant mergers, it’s easy to get wrapped up in the uncertainty of the industry. Personally, I cope with this in a few different ways.

First, I try to stay realistic about what the uncertainty can mean for the firm while keeping a relentless focus on our goal (which is growth).

Second, I try to find opportunities amid the challenges. Specifically, as an independent firm, we are well-positioned to thrive amid the industry turbulence.

And third, I keep clear communication with the team, reassuring them where we can but also being realistic about headwinds the business may face.

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?

Adam> Company culture is central to the success of the business. And when I talk about culture, I don’t mean ping-pong tables and cold brew on tap. I mean whether people like coming to work, feel engaged by what they’re doing and feel inspired to grow within the organisation. We do have cold brew though.

When we create a culture that encourages big ideas, allows you to take risks and helps you up when you stumble, then we create a company that does great work that excites clients. And that’s what I’m building here at The Romans New York.