Being the head of a creative team is incredibly rewarding. It requires you to be a protector and a facilitator for your team, removing obstacles and cultivating openness so great ideas have space to flourish. It also requires flexibility to play different roles throughout a project lifecycle. Sometimes you play the hype-man for the project. Sometimes your role is simply to get out of the way and let your amazing team of designers get after it. And then sometimes it is helping them see the greatness in what they just did.
The pandemic accelerated change and, with it, the need for executives to rethink how they nurture their careers in a new business environment where agile, virtually connected, and tech-driven skills are essential to thrive as a leader. What worked 2-5 years ago is no longer optimal for how businesses and people work together. Subsequently, the need for executives to rethink how they nurture their network is paramount.