Karee Laing: Five Things You Need To Be A Highly Effective Leader During Turbulent Times

An Interview With Fotis Georgiadis

Focus on the Priorities — we all have them and while they may shift during challenging times, they don’t disappear. Realignment of focus and priorities are key to forward movement. It is therefore important that everyone is on the same page and understands the priorities and how to achieve them. By also aligning these priorities with individual work deliverables, it’s easier for teams to see the big picture and how they can contribute to it. everyone in the organization must understand these priorities and how their daily work connects.

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 Karee Laing.

Karee Laing is the Principal and Chief Executive Officer of Studio Brand Collective (SBC), a Houston design + digital marketing agency focused on providing results-driven marketing and branding solutions to businesses. A proven leader with a knack for delivering results and growing both volume and profits above expectations, Karee has worked with businesses both small and large. Passionate about marketing and business, Karee also started Karee Laing, Inc. in 2016 — an online platform devoted to providing inspiration, ideas, tools and resources for anyone interested in starting or growing a business. Under her leadership and creative direction, SBC has received over 60 industry awards, and Karee has personally received numerous awards, including being named a Goldman Sachs 10K Small Business Scholar, a 40 Under 40 Honoree by the Houston Business Journal, and a Woman Who Means Business.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘takeaways’ you learned from that?

When you first start out, access to capital and resources are always a challenge, well at least unless you are one of the lucky ones to generate seed funding. For me, I bootstrapped the agency so there was no seed money. This meant that I had to be everything — the receptionist, designer, strategist, and marketer. We were on the verge of acquiring our largest project, in fact it was that project that kickstarted us into an agency. The value of that project was $35,000, which at the time to me might as well been $350,000. When I met with the clients, which was a referral, they wanted all these things (marketing, website, logo, collaterals, and content). I said yes, and yes and yes again and then when it was all signed, I looked at my myself on my computer screen and said what the heck am I going to do now? I could complete one, maybe if I worked 14-hour days, I would get to two of these things but definitely not all four — because I could not build a website nor could I design. I had no idea what to do and the following months were indeed stressful. I look back at this and laugh because that was a big risk. Today, it’s a little different — signing projects that are not a good fit for your business causes more stress and fragmentation of your team than anything else will. We accept select projects now and when we accept a project, it’s something that will be in our wheelhouse. And while we veer a little to leave room for growth and new talents, if the project is interesting enough, my measure is always 80%. Can we safely accomplish 80% of this project in our current state? If the answer is yes, then we do it. If the answer is no, then we must pass on the opportunity.

Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

My mother is definitely an inspiration. She is the furthest from an entrepreneur because as she puts it, “I am not risk tolerant and I have no clue how business owners handle the risk, uncertainty, and stress.” But there is one thing my mom is, and that is resilient. As an immigrant, she worked hard and illegally in the beginning to ensure we were able to get a life with opportunities in the US. I was born and raised for the most part in Jamaica. I came to the US when I was 17 and with my mother’s constant support and sacrifice, I was able to complete college and start a business or two. It’s the unyielding determination and will to thrive that motivates me and shows me how much mindset can affect your life and your achievements.

Extensive research suggests that “purpose driven businesses” are more successful in many areas. When your company started, what was its vision, what was its purpose?

I wanted to create a company for the underdogs. I always looked at myself as an underdog. Born in the Caribbean, in a third world country and raised in household that would mimic poverty here in the US, you feel as if you always have to prove yourself. When I was growing up, I always felt like I was not in the “in-crowd” and when I decided to do my own thing, I wanted to show myself and other women that they could do it — without anything, without being the 1st choice or the determined “smart kid”.

When I started the company and even today, my vision is the same — to do great work with great people who are passionate about their craft and to bring value to our clients.

Can you share with our readers a story from your own experience about how you lead your team during uncertain or difficult times?

The COVID-19 pandemic hit our industry hard. It has by far been the most challenging business environment I’ve had to lead through since starting the agency. We’ve seen many clients shut their doors, others having to pivot and many that had to take steps back.

During challenging times, the key is to lead with empathy, remembering that we are all humans first, that our personal lives will always affect our professional lives and that the key is communicating with transparency and honesty. It’s critical to understand your team and know how to effectively communicate with each of team. Every person has different motivators, and a leader has to know what those are so you can place them all in perspective.

Did you ever consider giving up? Where did you get the motivation to continue through your challenges? What sustains your drive?

Absolutely, I think that when tough challenges hit, we have to make a decision and sometimes this decision includes pivoting or finding the exit plan. Really early on in my entrepreneurship journey I hit a roadblock. We were having a hard time making our monthly expenses and financial it was rough. For the first time, I truly considered closing the doors and pivoting. I remember very vividly, sitting in my office, which was at that time still the second bedroom of my townhome and putting it out into the universe that if this was supposed to be the time to exit, then I would make the decision. But if there was a small chance that I could continue the business, then all I needed was a sign and I would follow. The next few weeks were uncertain, but I left no stone unturned, and this was when we saw our biggest break. The largest client we had signed to date. That was the sign I needed to continue going. And today, when I want to give up, I channel action steps — become more intentional with goals and remember to have faith in the dark, uncertain times.

What would you say is the most critical role of a leader during challenging times?

To lead your team through consistency, resiliency, empathy, and constant communication. To do so, there are several critical characteristics leaders have that allow them to function and lead effectively during challenging times — being able to make tough decisions, situation evaluation, setting the tone for what’s next and what happens and ensuring they stay focused on executing, no matter what.

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?

There are several keys to motivating employees during uncertain times: overcommunicate, share updates and plans, being honest and transparent and being present. It’s also key to share wins and share how everyone contributes to the whole and getting out on the other side.

What is the best way to communicate difficult news to one’s team and customers?

Being direct, forthright, and honest

Sharing next steps and solutions, the way forward and the game plan for surviving the difficult times.

How can a leader make plans when the future is so unpredictable?

Because that’s who we are. Leaders are change agents; they are those people who are willing to take the big risks when no one else will. Leaders are those who in uncertain times, trust their gut and continue planning the evolution of their company because they know that anything that is stagnant for too long will die. Without evolution your business ceases to be relevant.

Is there a “number one principle” that can help guide a company through the ups and downs of turbulent times?

During uncertain times, the inability to make a decision is a decision and sometimes it’s that decision that will cost a company to hemorrhage even more. My guiding principle is, “trust your gut, start with small pieces of the puzzle, empower others to be a part of the bigger decision making and pull the trigger.” We can all become paralyzed by fear and uncertainty, but there are several guarantees when running a business — two of those are fear and uncertainty ☺

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?

• Making decisions when the livelihood of your staff and team are at stake is a big endeavor. I never take lightly the fact that there are livelihoods that depend on my decisions. When running a business in general, there are a few mistakes that can cost you:
• Not making a decision
• Leaving decisions completely up to team members because this is in their wheelhouse
• Not trusting your team
• Looking at the next move as something only senior leaders or your management team should be involved with when it should be a company wide discussion.

Generating new business, increasing your profits, or at least maintaining your financial stability can be challenging during good times, even more so during turbulent times. Can you share some of the strategies you use to keep forging ahead and not lose growth traction during a difficult economy?

During the pandemic and during any tough economic times, marketing and advertising is always the first budget to go. This is nothing new.

When the dust settled, we know we had to be strategic like we’ve always been. There is something to be said about bootstrapping your company with $800 from the beginning, you have to be quite resourceful and resilient in growing that $800 to seven figures. This sort of grit is something you adapt to and in challenging times you depend on your gut and years of being resourceful to figure it out. One strategy we had in place prior to COVID was client diversification. This means we have clients in different industries, of varying sizes and with very different marketing budgets and needs. This diversification is much like investing in the stock market because you never want all your eggs in one basket. And this strategy has worked for us.

We also knew that 20% of our clients drove about 80% of our revenue and so we really focused on servicing that 20%. The focus was how do we make it easier, more efficient, and better for them? How do we add “more” value?

We functioned on half the number of clients and made 80% of the revenue we did prior. These strategies have been key in our survival.

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.

Leading during turbulent times is critical. During these times, there are really only one of two things that can be done — inaction or constant, forward motion. The key is focusing on the latter by reaffirming the organizations vision, unifying teams, communicating relentlessly, and ensuring everyone is still driven towards the same goals. These five things are therefore important when leading during turbulent times:

1) Focus on the Priorities — we all have them and while they may shift during challenging times, they don’t disappear. Realignment of focus and priorities are key to forward movement. It is therefore important that everyone is on the same page and understands the priorities and how to achieve them. By also aligning these priorities with individual work deliverables, it’s easier for teams to see the big picture and how they can contribute to it. everyone in the organization must understand these priorities and how their daily work connects.

2) Realize that this is the new reality — it’s easy as a leader to look at a specific situation in isolation. The idea that it will eventually go away, and things will “go back” to normal is the wrong approach. In learning to pivot, a leader has to also learn to acknowledge how shifts can become opportunities and how these opportunities will allow the organization to thrive and move forward and sometimes in an even bigger way.

3) Lead with humanity and honesty — In times of crisis and uncertainty, one key thing a leader must do is communicate with authority and secure the trust of all involved. To do this, it starts with humanity. It starts with addressing the elephant in the room, acknowledging where the organization is and where it is working to go. It also includes being honest about what it will take to get there and how everyone will be affected. In acknowledging these things, you also give way to creating solutions to work better, more efficiently and with results. No leader can accomplish it all by himself or herself — it takes a team that is on board and willing to be a part of the process.

4) Understand how to channel fear and uncertainty — during challenging times, there is undoubtedly many things to worry about, which causes fear and anxiety. Fear is a natural human emotion, which we’re trained to suppress or ignore. But the fact is the key lies in not only accepting but managing fear and anxiety. In doing so, we are able to propel ourselves and our teams to continuously function and function in a manner that allows then to effectively reach their goals. When teams achieve during turbulent times, it motivates them to accomplish as they see their wins unfolding.

5) Trust the process –in the periods before the uncertain times there was a process that worked for the organization. One that allowed it to thrive and while that process may not be completely usable during challenging times, there should be core baselines that can be modified and adapted to fit the evolution of the current situation. Instead of throwing everything out the window, go back to basics, rework the process and use it.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Life is ten percent what happens to you and ninety percent how you respond to it.” — Charles Swindoll

We can see the glass as half empty or half full. Life is truly all about perspective and your mindset. And in my experience, a positive mindset will always win over a negative one. There are always going to be obstacles and setbacks in life, but what determines whether we “win” or “lose” is how we see and react to these life events.

Even the mere definition of “wining” and “losing” is different for each of us. It’s our perspective that truly determines how we live, laugh and love.

How can our readers further follow your work/agency?

Karee Laing @ktlaing on Instagram here

Studio Brand @wearestubrand on Instagram here

Visit us at www.wearestudiobrand.com

Thank you for these fantastic insights. We greatly appreciate the time you spent on this.