Leading with Heart: Veronique James of The James Agency On The Power of Authentic Women’s Leadership

An Interview With Pirie Jones Grossman

Pirie Jones Grossman
Authority Magazine
15 min readFeb 19, 2024

--

Celebrate the wins: Owning a business and leading a team is hard! As a leader, I found that giving myself some grace and honoring the small accomplishments made me feel like I was making some sense of progress when I felt like I was running in quicksand. All of a sudden, I realized I had a warehouse of small successes which surmounted the stress of trying to hit the one big accomplishment.

In today’s dynamic world, the concept of leadership is continuously evolving. While traditional leadership models have often been male-dominated, there is a growing recognition of the unique strengths and perspectives that women bring to these roles. This series aims to explore how women can become more effective leaders by authentically embracing their femininity and innate strengths, rather than conforming to traditional male leadership styles. In this series, we are talking to successful women leaders, coaches, authors, and experts who can provide insights and personal stories on how embracing their inherent feminine qualities has enhanced their leadership abilities. As part of this series, we had the pleasure of interviewing Veronique James, Founder and CEO of The James Agency.

Veronique James founded The James Agency (TJA) in 2005 with the goal of creating an agency focused on open communication and transparency with clients and employees. Today, the award-winning, integrated agency specializes in research, strategy development, consumer advertising, public relations, and digital media and continues to exemplify Veronique’s original vision. She and her team announced an expanded business model — Stratagem — last year.

Veronique and her team collaborate to produce creatively-fueled, results-driven campaigns that help clients achieve their goals and positively impact their bottom line. TJA has worked with notable brands such as the Fiesta Bowl, Phoenix Children’s Hospital, M Culinary Concepts, Hotel Valley Ho and Mountain Shadows Resort, Spinato’s Pizzeria, Fox Restaurant Concepts, Travel Costa Mesa, among others. Under Veronique’s direction, TJA has been honored with numerous industry and culture awards, including being named to the Inc. 5000 fastest-growing companies and Entrepreneur Top Company Cultures lists.

Actively involved in the community, Veronique is currently a member of Entrepreneurs Organization, Arizona Chapter. She served on the board of directors for seven years as well as the organization’s third female president in 2017/2018. She has received numerous accolades for her leadership, entrepreneurship and community involvement. Veronique is originally from Southern California and graduated with a BFA in Visual Communication from the University of Arizona.

Thank you so much for joining us in this interview series. Before we dive into our discussion about authentic, feminine leadership, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

I went to the University of Arizona for a BFA in visual communications where I studied business and graphic design. From there, I worked at a small agency in Scottsdale where I had the privilege of working on small consumer brands in Phoenix, including local restaurants and high-end boutiques. It was a great experience because the agency was only five people, so the ability to wear several hats and learn the business like that was rare. From there, I was headhunted to a larger 50-year firm of 40 members that focused on four- and five-star destination travel and hospitality. The environment was very corporate, and since it was a larger environment, I had a front-seat spectator row of what it was like to work in a more traditional hierarchy agency setting. The clients and budgets were amazing, but the culture was disruptive and toxic.

Simultaneously, I was married early out of school, and just as quickly was going through a divorce less than a year later. Going through a major life change like that at such a young age made me question my days and what I really wanted to do with my life. Out of disparity, I started freelancing — working late nights and weekends as a graphic designer — to pay for my legal bills and dissolution of marriage. Very quickly my side hustle was providing more for me financially than my 9–5 corporate day job as an art director. It became very apparent to me that my future wasn’t to work for someone else, but to be able to create an environment where I loved what I did and who I worked with. Thus, the agency was born 19 years ago.

Can you share the most interesting story that happened to you since you started your career?

The COVID pandemic was, without a doubt, the most challenging period for our agency in its 17-year history. We unexpectedly lost half our revenue and a significant portion of our client base. It was a time filled with uncertainty, as the world around us seemed to be spiraling out of control.

In the absence of accurate information, I turned to my EO forum and initiated daily check-ins via Zoom at 4 p.m. These meetings were a platform for us to share daily updates concerning the virus, our industries, FMLA regulations, and financial aid. The situation evolved rapidly, making it difficult to stay updated, let alone devise strategies to keep the business afloat and our team employed.

News soon reached me that peer leaders from other agencies had begun furloughing or laying off their employees in large numbers. We were somewhat fortunate as a third of our clients were unaffected by the pandemic, but this wasn’t enough to sustain us in the long run, or keep our team fully engaged. I dedicated countless hours to research ways to keep the business alive, while instructing my directors to utilize the team’s free time in developing an outbound marketing strategy for the agency. I believed it was crucial to keep the team busy, maintain a positive agency image, and exhibit proactive leadership during these trying times.

As weeks turned into months with no end to the pandemic in sight, the financial strain was becoming increasingly apparent. Despite entering this crisis debt-free and in a strong cash position, our resources were dwindling. Failing to secure the first PPP loan due to an error made by our bank, I found myself facing the harsh reality of making tough decisions. The question was whether to let go of 80% of the team to sustain the remainder or find a way to keep everyone employed.

After much introspection and prayer, I was determined to keep the team intact and minimize the impact on them as much as possible. Through ingenious budget management, portfolio diversification, and internal role reassignment, we managed to retain all our staff and implement only a 0.015% pay cut for one payroll cycle. I firmly believe that our collective commitment and dedication played a crucial role in our ability to pull through this crisis.

What do you think makes your company stand out? Can you share a story?

In 2023, we launched an expanded business model that we believed would surpass what many other agencies are bringing to the table for clients — Stratagem. Stratagem focuses on the future of client needs, taking on unpredictable economic challenges and positioning us as a profitable business.

From our experience and research prior to 2023, we realized clients are prioritizing consultative oversight and expertise over deliverable-based agency execution. Our new offering, Stratagem, gives us the chance to dive into the discovery process (or “get lost,” as we like to call it) and immerse ourselves in the company from all points, in order to better consult and inform our clients on what they need. We believe this total brand immersion sets us apart from our competitors because we seek first to understand the brand, instead of moving forward with a brand that we hardly know. Stratagem allows us to really immerse ourselves in the businesses, making us feel like we are a part of the client’s team, rather than a partner, which makes their success become our success and helps us advocate for the overall wellbeing of our clients.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each? .

  1. Tenacity: This industry is challenging and can often be filled with “nay-sayers” and doors closing in your face. Believing in myself — my inner power and truth — as well as the inability to not take “no” for an answer, has given me the opportunity to lean into adversity and constructive feedback, all of which makes me a better leader. One of my personal mantras as of late has been, “There is always a way.” I continue to prove this statement true and overcome any obstacles in my way.
  2. Resilience: Over the course of nearly two decades of owning a business, you learn as an entrepreneur to roll with the punches and adapt quickly to change (both positive and negative). I continue to remind my young staff, ”it will never get easier than today,” because we never know what unexpected opportunity or challenge might arise. As a business owner, being resilient is critical to overcome.
  3. Intentional: I think one of my superpowers as a leader and business owner is being extremely intentional with how I orient myself to the business. Whether it’s proactively mapping our my vision for the upcoming year and sharing the intent with my team to ensure we are all facing the same North Star, or preparing for a 1:1 huddle with a staff member, I always make sure I am certain with my intent and am the most impactful that I can be.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

I believe every leader comes to a point in their entrepreneurial journey where they have to decide whether to keep their business small and keep all the profits for themselves or to bring others along and expand their business. My dad has always reminded me that many hands make light work. This meant that, at some point, I had to let go of control and trust others to help grow the organization. Scaling a team means less money for the business owner, but it also provides the opportunity to grow as a leader and a visionary. Stronger team members can help you do things you might not be good at. I often see business owners struggle to let go of control and trust their team. This can lead to burnout or a perception of distrust from the management and team. Letting go of control and trusting others has been one of the hardest lessons I’ve learned in my 19 years of leadership. But it has also made me a better visionary for my agency and a better mentor for those I work with.

Can you share a personal experience where embracing your unique leadership style, which might not align with traditional expectations, led to a significant positive impact in your organization or team?

2020 was a hard year for all, and for our agency that predominantly specialized in boutique hospitality and food and beverage concepts, March 17 became a fateful day of rapid client attrition. The agency took a 62% net loss in less than 24 hours, which was devastating. However, after careful consideration and reflection, I made the decision to retain all our employees and not implement any pay cuts or furloughs. This was contrary to the approach taken by many other leaders in the industry who were struggling to navigate the challenges posed by the pandemic.

Contrary to the advice I was given by my sphere of influence, I decided to transparently share on a weekly basis for the remainder of 2020 the financial status of the agency, the additions and subtractions of clients, as well as updates on financial aid status. By being vulnerable and transparent with my team, they were clear on the economic standing of the agency whereas other agencies were doing mass layoffs unexpectedly. I hope that by doing so, I earned some stripes as a leader who values open and honest communication and ensuring all are abreast to the constantly changing and dynamic economic landscape. To this day, I practice the same level of transparency with the team at large every quarter.

As a woman in leadership, how have you navigated and challenged gender stereotypes, especially in situations where traditional male-dominated approaches are the norm?

I vividly remember a time in my previous office when I was getting some exterior signage installed. The electrician had to work on wiring from my personal office, and he asked me, “Is James the head guy around here?” I laughed quietly to myself and then responded “Yes, yes he is.” I strongly believe that real leadership and business strength are showcased through action rather than words.

In my early days, I used to attend meetings with all-male attendees, and their body language immediately dismissed me because of my appearance. However, it took only a few minutes for me to turn the disinterested group into a captive audience with my expertise and authority. It even became an inside joke with my executive team to take bets on how long it would take to win over a client during a meeting.

Even today, I regularly encounter missed opportunities due to the perception of my inability and credibility because I am a woman. However, it is very fulfilling for me to display my resilient nature and turn this friction into an opportunity to rise above subjective opinions. I prove that I am a sophisticated businesswoman, wife and mother, and it is possible to be successful and have a seat at the table.

What strategies have you employed to remain authentic to your style?

As an entrepreneur, it’s common to be affected by trends and influences in your area of expertise, which can lead to self-doubt and imposter syndrome. These distractions may take you off your intended course. Therefore, it’s crucial to simplify these distractions and refocus on your goals and intentions. At an awards ceremony, I was asked what advice I would give to my younger entrepreneurial self. I responded with “Make your own rules.”

How do you utilize emotional intelligence and active listening to create an inclusive environment in your team or organization? Could you share a specific instance where these qualities particularly enhanced team dynamics or performance?”

Above all tactical and analytical detail, I pride myself on my ability to really tune into my team. My agency is a self-growing ecosystem that is fueled by all who contribute to it. It is my responsibility to ensure that it is nurtured and safe. Every Monday morning, our entire team meets in person for a 30-minute all-hands stand-up meeting called “Hustle”. This meeting is critical for aligning the agency, making announcements and providing updates, but more importantly, it gives me the ability to assess the team’s energy heading into the week. We start our meetings with a “one word open,” during which each staff member shares how they are feeling. However, they cannot use words like “ready,” “good,” “present” or “ok.” We challenge the team to delve deeper and share honestly how they are feeling. This enables me to understand the mood of the team as a whole, and have thoughtful conversations with any troubled team members or provide support for those who might be going through a significant milestone outside of work.

What role has mentorship played in developing your authentic leadership style, and how do you communicate authentically to inspire and empower both your mentors and mentees?

Mentorship has played a crucial role in my journey as an entrepreneur. I have been fortunate enough to be a member of the Entrepreneurs’ Organization (EO) for a long time, where I had access to more than 200 fellow business owners. They shared their experiences and stories with me, not advice, which was very valuable. Being a part of this community helped me tremendously, and I was so grateful that I decided to give back by leading the organization as Chapter President. Through my years of servant leadership, I was able to not only mentor and lead others but also learn from those who had done it before. These were the most formative years of my life, and they helped shape me into the leader I am today.

Based on your experience and research, can you please share “5 Ways Leading Authentically As A Woman Will Affect Your Leadership”? If you can, please share a story or an example for each.

Be transparent: I believe vulnerability from a leader level-sets the energy in an emotionally charged environment during turbulent times. Sharing the ins and outs of what is happening on a daily basis with the team, there is little gray area that does not allow for side conversations to erupt. During the uncertainty of COVID, I sent a weekly scorecard every Friday before close of business outlining the cash position of the agency, attrition of clients, positive outcomes and next steps for the forthcoming week. The team expressed deep appreciation in having the ability to understand what was going on.

Stay involved: Hiding behind the big green curtain can dismantle a business’ core quickly. Over the course of the last 15 years, I have been intentionally working myself out of the business (like every business owner works diligently to do in efforts to scale). However, I believe that when I was looking deep into the eyes of adversity, stepping back in and engaging with each and every aspect of the business as well as connecting deeply with my staff allowed me to be present in that climate as well as make accurate decisions.

Don’t settle: I had just about everyone tell me we were going to fold during COVID. Banking partnerships were turning their backs on us because we were in a vulnerable industry with even more vulnerable clients. I refused to take “no” for an answer, and when I had just about every door close on me, I looked for another one to open as fast as possible. I went around the higher ups to find even more senior bankers to hear my plea. Instead of negotiating with our property managers about rent deferment, I went straight to the asset manager at the REIT. Roadblocks are a part of business. During challenging times, look for any way around them.

Get creative: There is always a way. Whenever I’m in a pinch or faced with a challenging opportunity, I challenge myself (and my team) to zoom out and look beyond the obvious. Getting creative in business is a must as a leader. Thinking linearly can inevitably be the demise to your success. I remember when I was strapped for cash starting the business and we needed furniture for our first 800 square-foot studio office. I sent an email to all of my friends and family offering to take any furniture they had in storage to help reduce their monthly expenses, and willingly offered to return whenever they wanted the items back. In less than 24 hours, we had a fully furnished office generously donated by friends and family for free. I applied the same creative thinking to marketing the agency during our start up years. No cash to advertise, so we donated our time to predominant charities for brand exposure. Getting creative gets businesses through.

Celebrate the wins: Owning a business and leading a team is hard! As a leader, I found that giving myself some grace and honoring the small accomplishments made me feel like I was making some sense of progress when I felt like I was running in quicksand. All of a sudden, I realized I had a warehouse of small successes which surmounted the stress of trying to hit the one big accomplishment.

Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?

As an empathetic and heart-centered leader, there are several challenges that one may face. Your every word and action are thoroughly scrutinized, and people always have an opinion on how things could have been done better. However, I believe that it is much better to be known as a leader who leads with empathy, motivation and integrity, rather than one who relies on apathy and intimidation. Consistency is the key to success, and staying true to your leadership style will ultimately pay off, even if it may seem risky at first.

If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

Gender Equality in the Workplace: I would advocate for gender equality in the workplace by promoting fair hiring practices, equal pay and supportive work environments. This movement could also include initiatives to break down barriers that hinder women’s career advancement.

To learn more about The James Agency’s marketing services and team, visit www.thejamesagency.com or follow TJA on Facebook, Instagram and LinkedIn.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About The Interviewer: Pirie is a TedX speaker, author and a Life Empowerment Coach. She is a co-host of Own your Throne podcast, inspiring women in the 2nd chapter of their lives. With over 20 years in front of the camera, Pirie Grossman understands the power of storytelling. After success in commercials and acting. She spent 10 years reporting for E! Entertainment Television, Entertainment Tonight, also hosted ABC’s “Every Woman”. Her work off-camera capitalizes on her strength, producing, bringing people together for unique experiences. She produced a Children’s Day of Compassion during the Dalai Lama’s visit here in 2005. 10,000 children attended, sharing ideas about compassion with His Holiness. From 2006–2009, Pirie Co-chaired the Special Olympics World Winter Games, in Idaho, welcoming 3,000 athletes from over 150 countries. She founded Destiny Productions to create Wellness Festivals and is an Advisory Board member of the Sun Valley Wellness Board.In February 2017, Pirie produced, “Love is Louder”, a Brain Health Summit, bringing in Kevin Hines, noted suicide survivor to Sun Valley who spoke to school kids about suicide. Sun Valley is in the top 5% highest suicide rate per capita in the Northwest, prompting a community initiative with St. Luke’s and other stake holders, to begin healing. She lives in Sun Valley with her two children, serves on the Board of Community School. She has her Master’s degree in Spiritual Psychology from the University of Santa Monica and is an Executive Life Empowerment Coach, where she helps people meet their dreams and goals! The difference between a dream and a goal is that a goal is a dream with a date on it!

--

--

Authority Magazine
Authority Magazine

Published in Authority Magazine

In-depth Interviews with Authorities in Business, Pop Culture, Wellness, Social Impact, and Tech. We use interviews to draw out stories that are both empowering and actionable.

Pirie Jones Grossman
Pirie Jones Grossman

Written by Pirie Jones Grossman

TedX Speaker, Influencer, Bestselling Author and former TV host for E! Entertainment Television, Fox Television, NBC, CBS and ABC.

No responses yet