Meet MullenLowe SSP3’s New CEO
Bossing It
Bossing It
People
| LBBO
This article was originally published on LBBO
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MullenLowe SSP3 Colombia's brand new CEO Adriana Taborda Vélez speaks to Little Black Book all about being an optimist, aspiring to be better after every failure and nurturing company culture.
Adriana has over 20 years of experience in advertising, many of which have been in senior and leadership positions.
Her first leadership experience was at the age of 15, when she was named ‘designated driver’ when they used to go to the Music Factory bar in Bogotá. And, later, professionally, when she was promoted to lead the team for an important multinational client, when she was only 28.
She began her career at MullenLowe SSP3 Colombia where she worked for 18 years, journeying from Account Executive all the way to general accounts director and strategic and product director for clients like J&J, Unilever, Alpina, Mazda, Copa Airlines, Fenavi, FedePalma, among others.
Adriana then moved on to DDB Colombia as executive vice president and managing director for DDB Bogotá where she stayed for five years. During that period the agency was Agency of the Year at Effie Colombia and LATAM, Second most Effective Agency according to the Global Effie Index, the first Colombian agency to be certified as Great Place to Work, and client satisfaction levels surpassed 8,5/10, among multiple achievements.
During her passage through DDB, she had the opportunity to work along clients and iconic brands like Poker beer, Corona, Avianca, McDonald’s, Primax, and BBVA, among others.
Q.
What was your first experience of leadership?
Being the designated driver at the age of 15, when we used to go to a bar called Music Factory in Bogotá. Professionally I think my first formal experience leading a team was when I was promoted to lead a major multinational account at Lowe SSP3 when I was 28 years old.
Q.
How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?
The great leaders with whom I have had the fortune of working with have been a source of learning and inspiration. With time and observation, I’ve taken what I’ve considered to be good practices, and eliminated those that aren’t, forming my own criteria. Over time, I’ve incorporated innovations and given form to these good practices.
Q.
What experience or moment gave you your biggest lesson in leadership?
Perhaps the pandemic was a key learning moment. We had to make decisions in the midst of a totally unexpected and unpredictable situation that affected us all. We had to lead by example, keep our spirits up and maintain a united team despite the distance. My leader, at the time, taught me great lessons about the importance of maintaining clear and open communication and acting with a sense of humanity.
Q.
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?
No, it was never in my mind. My goal has always been to do my job to the best of my abilities and learn new things on a daily basis. Learning from mistakes, from successes and from those around me. As I have faced leadership roles and people have responded with respect, credibility and appreciation, I have come to understand and learn about leadership.
Q.
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?
Some people are naturally born with this ability, and others learn it. However, I believe that natural capabilities are far more important. There are people who are naturally better at resolving conflicts, communicating assertively, listening, managing time, teamwork, among other soft skills. These skills can be further developed, and if that person also has clear collective goals, knows how to empower others, and, has passion for the task at hand, he or she can become a great leader.
Q.
What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Ensuring that there is a common vision, valuable to all. And keeping team members inspired despite adversity.
Q.
Have you ever felt like you’ve failed whilst in charge? How did you address the issue and what did you learn from it?
Yes, and I also believe that we should not look elsewhere for blame, but first look at ourselves. The leader must decide. And when deciding, there is always the possibility of making mistakes. Every time I have failed, I have made an effort to learn, but without dwelling on it or over-analysing. I aspire to be better after every failure.
Q.
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?
I am open to the extent that I think it is useful for people to know certain information. Information that helps them to improve professionally and personally, to redefine strategies, and/or move faster to achieve goals.
Q.
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?
Yes, as I mentioned before, I have had the privilege of having some extraordinary leaders from whom I have learned a lot, and who are still an example of leadership for me and true mentors: Francisco Samper from MullenLowe has been a person who has not only taught me by example but has advised and guided me in making important decisions for my professional career. At DDB Colombia, Borja de la Plaza became a mentor to me, constantly challenging me, making me uncomfortable and helping me moving forward. Them, and others, have given me many tools to learn from, and improve my leadership skills.
In my day-to-day work, I help and guide others in their development (career plans) by setting up actions over time that allow them to be exposed to new situations that help them grow and learn. Now I do it as part of my role, but I have always done it with people I care about, even if I don’t have a direct leadership relationship with them. I have always done it as a natural attitude towards others.
Q.
It’s been a really challenging year – and that’s an understatement. How do you cope with the responsibility of leading a team through such difficult waters?
I am optimist and I like my profession. That helps me to learn from difficulties and to work as part of a team. There are always good times and bad times.
Q.
This year has seen the industry confronted with its lack of action/progress on diversity and inclusion. As a leader how have you dealt with this?
I believe that we must always keep our eyes open and our other senses alert so that we can find talent no matter where it comes from, what their previous experiences have been or how they have chosen to live their private lives. To encourage inclusion, we must give everyone a chance, encourage everyone, and support those who may have personal difficulties in any field.
Q.
How important is your company culture to the success of your business? And how have you managed to keep it alive with staff working remotely in 2020?
Culture is fundamental in any company. The companies where I have worked, have an extraordinary tradition of nurturing and caring for that internal culture. Regarding remote working: we all had to invent how to deal with it and we are still suffering from problems arising from that situation, just as we are happy to enjoy the positive discoveries that came out of that time. And every day we have to decide what the next one will be like.
Q.
What are the most useful resources you’ve found to help you along your leadership journey?
Working as a team, always maintaining empathy for others. Never losing the desire to learn and being optimistic.
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