The Mindset Behind Making Work That Is Impossible to Ignore with Khairul Mondzi

Khairul Mondzi is the executive creative director of BBH Singapore, where he leads with a philosophy rooted in empathy, curiosity and a healthy obsession with culture. From video games, movies and music he grew up on, to everyday family moments like tagging along with his dad to the mall, Khairul infuses lived experience into work that aims to be nothing less than impossible to ignore.

Known by his teams less as a ‘boss’ and more as a partner-in-crime, he believes creativity thrives when people feel both ownership and support. His approach to leadership is part mentor, part tinkerer, part teammate. All with the goal of making the work, and the journey of creating it, meaningful and fun.

Khairul sat down with LBB to discuss hiring for spark, not sameness, and why creativity thrives when culture is alive.

LBB> What was your first experience of leadership?

Khairul> It wasn’t some grand promotion or title. It was a pitch. I was the only writer on it, tasked with constructing the entire flow and rollout from scratch, working directly with upper management. No team to hide behind, no one to share the load. It was a crash course in responsibility and decision-making, and it taught me early that leadership isn’t about barking orders, it’s about taking ownership and navigating through the unknown.

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?

Khairul> Honestly, by working under the bad ones. The ‘just keep pushing it’ types. The yes/no autocrats with big egos and zero direction. I remember thinking, ‘If this is what leadership is supposed to look like, then count me out.’ So I promised myself I’d never lead that way.

Instead, I focus on being a partner and confidante to my team. Giving them independence, but stepping in when steering is needed. Basically, I try to be the leader I wished I had when I was younger. But I did learn from some great leaders. I hope they know who they are.

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

Khairul> Being humbled by feedback. At first, I thought leadership was about knowing more, directing more, talking more. But I quickly learned that listening, and genuinely considering how people feel, is far more powerful. Empathy isn’t just a soft skill. It’s a survival skill.

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

Khairul> Not at all. I didn’t grow up dreaming of being a ‘leader.’ I just focused on the work, on making it the best it could possibly be. Leadership sort of crept up on me. One responsibility at a time, one project at a time.

Somewhere along the way, I realised people were looking to me not just for ideas, but for direction. And that’s when it clicked: leadership isn’t a conscious decision, it’s something that happens when people trust you enough to follow.

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?

Khairul> I’d say personality is the lens, but hunger, tenacity, and passion are the fuel. Some traits, like curiosity or empathy, can be natural, but the real growth comes from lived experience. You can read a hundred books on leadership, but until you’ve actually made a tough call, or failed in front of a client, or rallied a team through chaos, you’re just theorising.

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

Khairul> People. Ideas are easy; humans are complex. Everyone comes with their own perspective, emotions, and baggage. My approach is to never react instinctively. I take my time, listen to all sides, and then respond thoughtfully. It’s slower, but it leads to better outcomes. And fewer regrets.

LBB> Have you ever felt like you've failed whilst in charge?

Khairul> Plenty of times. But I don’t call them failures, I call them chapters. Each one adds to the book I’m still writing. The key is to not let mistakes define you, but to mine them for lessons. Sometimes the worst presentations, the trickiest client calls, the campaigns that don’t land, those end up teaching you more than the shiny award-winning ones.

LBB> In terms of leadership and openness, what’s your approach there?

Khairul> I believe in honesty, but also timing. There’s a difference between responding and reacting. I might be direct about something, but I’ll choose the right moment, the right words, the right room. Authenticity matters, but so does care and consideration.

LBB> As you developed your leadership skills did you have a mentor? And on the flip side, do you mentor any aspiring leaders?

Khairul> I never had one single mentor. My best ‘teachers’ were actually the account managers and strategists I worked with. I loved poking around in their world, learning things outside my official lane. Today, I try to pass it forward by checking in with younger creatives. Not just teaching, but showing up. Sometimes mentoring is less about giving a lecture and more about grabbing a coffee and asking, ‘How’s it going?’

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

Khairul> By reminding the team that what we do is unlike any other job in the world. If we stop having fun, the work suffers. If we make the process fun, the output will be fun. And unforgettable. That mindset helps us weather the tougher times and stay focused on making work that’s impossible to ignore.

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

Khairul> We hire for spark, not sameness. Backgrounds, experiences, perspectives. The more varied, the better. Diversity isn’t just a nice-to-have, it’s fuel for creativity. Our leadership team is committed to making sure anyone with hunger and drive has a place at the table.

LBB> How important is your company culture to the success of your business?

Khairul> It’s everything. Culture is the bedrock of BBH Singapore. Without it, we’re just people in a room. With it, we’re a team that believes in each other and in the work. Even with hybrid and remote patterns, we find ways to connect. In the office, over lunch, at drinks. Creativity thrives when culture is alive.

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

Khairul> Honestly? My own experiences. Every boss I’ve ever had, good, bad, or indifferent, taught me something about the kind of leader I want to be (or never want to be). Books and talks are great, but nothing beats the lessons you get from the real people you’ve worked with. And that means my resources get updated constantly.