Evan Hamlyn of Legs Brands On Five Things You Need To Be A Highly Effective Leader During Uncertain & Turbulent Times
Leading through uncertain or difficult times is a true test of any leader’s mettle, and doing so by example has always been my touchstone. There was a particularly challenging phase where the future of our agency was not entirely clear due to shifting market trends and a couple of key clients reconsidering their investment in purpose-driven branding.
As part of our series about the “Five Things You Need To Be A Highly Effective Leader During Turbulent Times”, we had the pleasure of interviewing Evan Hamlyn of Legs Brands®.
Evan Hamlyn is an award-winning strategic thinker and creative leader, specializing in branding and digital marketing. With a keen eye for design and a passion for storytelling, he drives brand growth and engagement. Evan combines innovative strategies with practical solutions to deliver impactful results in the dynamic digital landscape.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I’ve always been drawn to helping others, which, along with my creative thinking, propelled me to pursue a career in branding. Starting in 2014, I noticed the branding industry often prioritized profit over people and the planet. This observation ignited my passion for developing honest, transparent, and change-driven brands.
In response to the COVID-19 pandemic, I founded Legs Brands, an agile and remote branding agency dedicated to fostering a community of entrepreneurs intent on crafting purpose-driven brands with positive global impact. We’ve since empowered numerous entrepreneurs to establish and grow their companies with a brand-centered philosophy.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
One of our early pitch presentations to a national insurance company named Bame had an unexpected twist due to a tiny typo. Thanks to autocorrect, ‘Bame’ became ‘Babe’ in our presentation materials. As a newcomer to the corporate environment, I was mortified when the error was pointed out, especially by the CEO, in the middle of the meeting. However, she turned the moment into a light-hearted joke, which not only broke the ice but also showcased the human side of business interactions. This humorous mishap taught me the value of grace under pressure and the power of a good laugh to turn a situation around. It’s a reminder that perfection is less important than how you handle imperfection. That same company, recognizing our genuine commitment and ability to recover with poise, has since become one of our most valued and supportive clients.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?
Absolutely, success is rarely a solo endeavor, and I’m profoundly grateful to a couple of individuals who’ve been instrumental in my journey. One such person is Gavin Magrath, my previous boss, and more personally, my uncle. He provided me with a career break when I needed it most, and I seized the opportunity with everything I had. Gavin is known for his cutthroat approach in business, a trait that initially sparked a fire within me. This experience was the crucible that honed my skills, making me as razor sharp as the industry demanded. Working with him taught me the value of resilience and the importance of taking initiative — lessons that have been indispensable in my career.
Another person I owe a great deal of gratitude to is Jonah Lewis, one of my best mates and a fellow brand strategist. Jonah and I have been on a parallel journey to forge brands with a purpose, a mission that we’re both deeply committed to. His friendship and professional support have been a cornerstone of my success. We’ve grown together, learning from each other’s triumphs and setbacks. Having a peer like Jonah, who understands the grind and glory of our line of work, has been nothing short of a saving grace.
Each of these individuals has left a profound impact on my professional life, and their influence resonates in the work I do every day. Sharing the path to success with mentors and peers like Gavin and Jonah has not only shaped my career but has also enriched my personal growth.
Extensive research suggests that “purpose-driven businesses” are more successful in many areas. When your organization started, what was its vision, what was its purpose?
The foundation of my organization is deeply rooted in purpose; it’s the compass that guides every strategic direction we take. When we first started, our vision was clear: to create brands that positively impact the world. This purpose wasn’t just a lofty statement but a call to action, a remedy to the disillusionment I felt selling products that didn’t align with my values. I experienced firsthand the toxicity of promoting goods that served no greater good, leading to personal burnout and a critical pivot in my career trajectory.
Our agency’s slogan, “Making the world a better place,” isn’t mere words on a wall — it’s a daily challenge. It greets me every morning in the form of a framed question that hangs in my office: “How can I make the world a better place?” This question isn’t just a personal mantra; it’s a litmus test for every project we undertake, ensuring that our work aligns with the greater good.
We’re witnessing a paradigm shift. The era of maximizing profits at any cost is being replaced by a new wave of brands that are expected to be socially, culturally, and environmentally responsible. Purpose-driven branding isn’t just a niche; it’s becoming the norm. Companies are now tasked with walking the walk, embodying the values they espouse in every aspect of their business. In this new era, our organization is not just participating; we’re leading the charge, committed to creating brands that don’t just exist in the marketplace but elevate it.
Thank you for all that. Let’s now turn to the main focus of our discussion. Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?
Leading through uncertain or difficult times is a true test of any leader’s mettle, and doing so by example has always been my touchstone. There was a particularly challenging phase where the future of our agency was not entirely clear due to shifting market trends and a couple of key clients reconsidering their investment in purpose-driven branding.
In this time of uncertainty, I doubled down on our core values and mission. I initiated a series of workshops and brainstorming sessions where we, as a team, revisited our purpose: making the world a better place. This wasn’t just a slogan; it was our guiding star. I made sure to be transparent with the team about the challenges ahead, but also about the opportunities these challenges presented.
I remember one instance where we had to pitch to a potential client who was on the fence about the value of purpose-driven branding. Instead of the usual PowerPoint, we presented a collage of stories, testimonials, and projects that had positively impacted communities. It was a risk, but it paid off. This approach not only won us the client but also reignited the passion within the team.
In leading by example, I was the first to arrive and the last to leave, always available to support the team in any way. I took on tasks that weren’t traditionally ‘CEO work’, whether it was creative input, client meetings, or even administrative tasks. By showing that no job was beneath me, I wanted to instill a sense of unity and commitment.
During those tough times, my message was clear: our purpose is more than what we do; it’s who we are. And it was this unwavering commitment to our cause that saw us through, emerging not just intact, but invigorated and more cohesive than ever.
Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?
Certainly, there were moments when the weight of the challenges made the prospect of giving up seem almost alluring. However, the motivation to persevere came from a deep-rooted belief in the transformative power of what we were doing. The vision of creating brands that genuinely make a difference in the world was more than just a business goal; it was a personal crusade.
The drive was sustained by the small victories we celebrated as a team — the successful brand launches that aligned with our values, the positive feedback from communities impacted by our work, and the personal growth I witnessed in each team member. These instances were reminders that our efforts were worthwhile.
Moreover, reflecting on my own journey, from the times I worked in roles that did not align with my values, served as a powerful motivator. The burnout and dissatisfaction from that period were stark contrasts to the fulfillment I now find in purpose-driven branding. This juxtaposition solidified my resolve to not revert to the old ways.
What also fueled my drive was the shared commitment within the team. Seeing each member bring their best, even when the future was cloudy, inspired a sense of responsibility in me to lead by example. It’s the collective resilience and shared vision that have always pulled us back from the brink of giving up and propelled us forward.
I’m an author and I believe that books have the power to change lives. Do you have a book in your life that impacted you and inspired you to be an effective leader? Can you share a story?
Books have an extraordinary ability to challenge and change us. In my life, two books have been particularly influential.
The first is “The Subtle Art of Not Giving a F*ck” by Mark Manson. This book arrived at a crucial time in my life when I was grappling with personal issues and the immense pressure of leadership. Its core message about focusing on what truly matters resonated deeply with me. It was a liberating read that helped me shed the weight of unnecessary concerns and societal expectations. This book taught me the importance of prioritizing my values and efforts, which has been pivotal in both my personal development and my approach to leadership.
The second book that aligns closely with my mission is “Let My People Go Surfing” by Yvon Chouinard, the founder of Patagonia. This book is a testament to the power of integrating personal values with business practices. Chouinard’s philosophy of environmental stewardship and his dedication to building a company that reflects his passion for the outdoors inspired me to think differently about how a business can operate with purpose at its core. It was this book that emboldened me to steer my agency toward purpose-driven branding, instilling a philosophy that business success and social responsibility can go hand in hand.
Both books have significantly shaped my thinking and leadership style, reinforcing the conviction that effective leadership is as much about personal authenticity and resilience as it is about professional acumen and strategic vision.
What would you say is the most critical role of a leader during challenging times?
The most critical role of a leader during challenging times is to serve as a beacon of resilience and hope. It is the leader’s responsibility to navigate the storm with a steady hand, to make difficult decisions with a clear vision, and to communicate with transparency and empathy. Leaders must inspire trust, demonstrating unwavering commitment to the organization’s values and mission, even when the path ahead is uncertain.
A leader must also be adaptable, ready to pivot strategies as situations evolve, while ensuring the team feels supported and valued. It’s about fostering a culture where every team member feels empowered to contribute to solutions, creating a sense of unity and shared purpose. Ultimately, the leader’s role is to embody the resilience they wish to instill in their team, encouraging a collective strength that can overcome any obstacle.
When the future seems so uncertain, what is the best way to boost morale? What can a leader do to inspire, motivate and engage their team?
Boosting morale in the face of uncertainty begins with cultivating a sense of stability and trust. A leader can inspire, motivate, and engage their team by first acknowledging the challenges, and then presenting a clear, strategic path forward. Open and honest communication is crucial; it reassures the team that their leader is forthright about the situation and is working towards a solution.
To truly engage the team, a leader should involve them in the problem-solving process. This not only empowers the team but also leverages the collective intelligence of the group. Celebrating small wins and recognizing individual contributions can significantly uplift morale, as it makes team members feel valued and part of the organization’s success.
Additionally, maintaining a positive outlook is infectious; leaders should showcase an optimistic yet realistic attitude. Providing professional development opportunities during slow periods can also be motivating, as it demonstrates investment in the team’s future.
Finally, a leader should be accessible, providing support and encouragement, and taking the time to understand and address the concerns of their team members. By focusing on these areas, a leader can build a resilient team that is prepared to face any uncertainty together.
What is the best way to communicate difficult news to one’s team and customers?
The most effective way to communicate difficult news to both a team and customers is by using a balanced approach, often referred to colloquially as the “sandwich” technique. This involves starting the conversation with positive or constructive statements, then addressing the challenging news directly and thoughtfully, and concluding with a positive note or forward-looking statement.
Here’s how it can be applied:
1. Begin with the Positive: Start by acknowledging the hard work, loyalty, or positive aspects of the situation. This sets a respectful tone and shows appreciation for the team or customers before moving into the difficult part of the conversation.
2. Deliver the Difficult News: Transition to the challenging information. It’s important to be clear, concise, and honest about the issues at hand. Avoiding jargon and being transparent about the situation helps to maintain trust. Provide the necessary context so that the team or customers can understand the reasons behind the difficult news.
3. End on a Positive Note: After addressing the tough part, it’s crucial to conclude with a reaffirmation of commitment, a look at potential opportunities for growth, or steps that will be taken to mitigate any negative impacts. This helps to alleviate concerns and gives a sense of hope and direction moving forward.
By using this technique, a leader can communicate with empathy and maintain a constructive relationship with their team and customers, even through tough times.
How can a leader make plans when the future is so unpredictable?
In unpredictable times, a leader can plan by embracing flexibility and building resilience into their strategy. This involves setting clear, adaptable goals and creating multiple contingency plans. It’s essential to remain agile, regularly reviewing and adjusting plans as new information and circumstances arise. Leaders should also foster a culture of innovation, encouraging the team to be proactive and to think creatively about solutions.
Risk assessment is crucial — by identifying potential risks and their impacts, a leader can devise strategies to mitigate them. This proactive approach to problem-solving helps prepare the organization for different scenarios.
Communication is key; a leader must ensure that their team is well-informed and aligned with the evolving plans. Regular check-ins and transparent discussions about the organization’s direction help maintain a united front.
Lastly, a leader should prioritize the development of their team’s skills and competencies to handle change effectively. By investing in their team’s growth, they create a more adaptable and capable workforce, ready to meet future challenges head-on.
Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?
The “number one principle” to guide a company through turbulent times is resilience, underpinned by adaptability. This principle dictates that a company remains flexible in its strategies and operations, ready to pivot as circumstances change. Resilience involves not just surviving challenges, but also learning from them, using insights gained to strengthen the company’s position and capabilities.
Adaptability is about being prepared to reassess and revise your business model in response to changing market conditions, customer needs, and other external factors. It’s about maintaining a core vision while being willing to adjust the path you take to achieve it.
Companies that thrive in the face of adversity are those that view challenges as opportunities for growth and innovation. They keep a long-term perspective, even when making short-term adjustments, ensuring that every change aligns with their overarching goals and values. This principle of resilient adaptability becomes a company’s compass, steering it through the unpredictability of changing tides.
Can you share 3 or 4 of the most common mistakes you have seen other businesses make during difficult times? What should one keep in mind to avoid that?
During difficult times, businesses often make decisions under pressure that can lead to mistakes. Here are three common ones I suggest to be mindful of:
1. Panic-Driven Decisions: In challenging times, it’s easy for businesses to react hastily without fully considering the long-term implications. This could result in knee-jerk cost-cutting that harms the business in the long run, such as slashing marketing budgets that diminish brand presence or laying off staff without considering the impact on operations.
To avoid this: Take a step back and assess the situation comprehensively. Quick fixes might provide temporary relief but can be detrimental long-term. Strategic thinking should prevail over panic.
2. Neglecting Communication: Companies often under-communicate during crises, either internally to their employees or externally to their customers. This lack of communication can lead to rumors, fear, and a general sense of instability.
To avoid this: Maintain open lines of communication. Be transparent about the challenges and how the company plans to address them. Employees and customers value honesty and being kept in the loop.
3. Overlooking Innovation: When resources are scarce, there’s a tendency to focus solely on survival, often at the expense of innovation. However, difficult times can be ripe for innovation as they force a reevaluation of how things are done.
To avoid this: Encourage a culture of innovation. Look for ways to improve efficiency or create new value for customers, which can lead to a stronger competitive position when the market recovers.
4. Failing to Plan for Recovery: Another mistake is not planning for the eventual recovery. Businesses get so caught up in managing the crisis that they don’t prepare for the rebound, leaving them flat-footed when conditions improve.
To avoid this: While managing the present, also plan for the future. Develop a recovery strategy so that when the time comes, the business is ready to capitalize on new opportunities.
By being aware of these common pitfalls, businesses can better navigate through tough times and emerge stronger on the other side.
Here is the primary question of our discussion. Based on your experience and success, what are the five most important things a business leader should do to lead effectively during uncertain and turbulent times? Please share a story or an example for each.
1. Maintain Clear Communication:
– Example: During the financial crisis of 2008, a CEO of a small financial services firm held weekly meetings with all staff to openly discuss the company’s status. This transparency helped build trust and kept the team united and informed.
2. Demonstrate Decisive Leadership:
– Story: A technology startup faced a sudden decline in funding. The leader quickly pivoted the company’s focus towards a more sustainable product, which not only attracted new investment but also opened up an untapped market, ensuring the company’s survival and future growth.
3. Foster Adaptability and Innovation:
– Example: When a retail chain was hit by a disruptive market trend, the management team encouraged employees at all levels to pitch ideas for new business models. This initiative led to the development of a successful e-commerce platform that diversified the company’s revenue streams.
4. Prioritize and Act on Core Values:
– Story: An organic food company faced pressure to cut costs by compromising on its sourcing ethics. Instead, the leadership reinforced its commitment to sustainable farming. This integrity attracted a loyal customer base and led to a partnership with a larger distributor interested in ethical produce.
5. Support and Empower Your Team:
– Example: During a period of industry downturn, a manufacturing company’s leader invested in cross-training programs. This not only optimized team performance but also ensured that employees felt valued and secure in their jobs, leading to increased loyalty and productivity.
In each scenario, the leader’s actions were guided by principles that not only navigated the company through immediate challenges but also laid the groundwork for future resilience and success.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“The only way to do great work is to love what you do.” — Steve Jobs.
How can our readers further follow your work?
You can visit my website: https://www.legsbrands.com/ or follow me on LinkedIn: https://www.linkedin.com/in/evan-hamlyn/
Thank you so much for sharing these important insights. We wish you continued success and good health!
Thank you, it’s been fun partaking in this interview!
Evan Hamlyn of Legs Brands On Five Things You Need To Be A Highly Effective Leader During Uncertain… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.