The Instincts of Leadership with Jess O’Donohoe

Jess O’Donohoe is managing director of multi award-winning communications agency Earnies. Having built her career in creative communications, she brings a strong instinct for storytelling, and has led multiple award-winning campaigns for major consumer brands including Unilever, Essity, Kellogg’s and LVMH.

At Earnies, Jess oversees client relationships alongside the agency’s founder, Nikki Collins. She drives strategic growth across the agency’s client portfolio through culturally sharp, earned-first campaigns, while also accelerating commercial performance and shaping an agency culture that stays bold, authentic and forward-looking.

LBB> What was your first experience of leadership?

Jess> Planning the girls’ trip to Zante at 16. It was less of a holiday and more of a logistical endurance test. The stakes were arguably higher than most boardrooms…

LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?

Jess> Largely, my leadership style has been shaped by observing people around me. Taking the qualities I admire and being conscious of the behaviours I’d like to avoid.

One of the biggest lessons I’ve learned is that there’s no single ‘right’ leadership style. I think you need to learn to adapt. Different people need different things. You learn to recognise and respond to that.

LBB> What experience or moment gave you your biggest lesson in leadership?

Jess> I don’t know that there’s been one singular moment. It’s been more of a collection of moments throughout my career that have shaped me. It’s been a gradual process of learning, reflecting and adjusting. Some of the most valuable lessons come from getting things wrong and having to course correct.

LBB> Did you always know you wanted to take on a leadership role?

Jess> It’s not something I consciously set out to do early on, but looking back, the signs were probably there. As a junior, I was often told “you’ll be great once you’re more senior,” which suggests I was likely leaning in that direction (and that I was terrible at my actual job at the time).

I found myself naturally drawn to the aspects of the role that sit closer to leadership – and being invested in the bigger picture. So, while it wasn’t a deliberate plan, there was likely an instinct there.

LBB> When it comes to ‘leadership’ as a skill, how much is natural and how much can be learned?

Jess> I think people can be born with the instinct of a leader, but that doesn’t necessarily translate to making them a good one in practice. You can have all the natural confidence in the world, but without self-awareness, emotional intelligence or the ability to adapt, it can quickly become redundant. For me, the best leaders are the ones that combine instinct with an openness to learn.

LBB> What aspects of leadership do you find most personally challenging?

Jess> The biggest challenge is maintaining consistency – staying level-headed and calm regardless of what’s happening around you. The pace can feel relentless in this industry and the variables are constant; a single day can bring both wins and setbacks in equal measure.

I think it’s critical to bring a sense of steadiness. Volatility at the top can quickly ripple through a team, so, even in high-pressure moments, I try to bring a measured, composed energy. That doesn’t mean ignoring the reality of a situation, but it does mean responding thoughtfully rather than reacting emotionally. In short, absorb pressure without passing it on.

LBB> Have you ever felt like you’ve failed whilst in charge?

Jess> Haven’t we all? You inevitably carry moments where things don’t land as you’d hoped or where you feel you haven’t supported your team in the way you intended.

For me, the pressure I tend to take home isn’t usually about the work itself, but whether I’ve shown up in the right way for my team. That might mean missing something I should have spotted earlier on or not communicating clearly enough. When that happens, my instinct is to address it rather than sit with it. Having honest conversations is important, no matter how difficult they may feel.

LBB> In terms of leadership and openness, what’s your approach?

Jess> It depends on the situation, but I generally lean towards transparency. I’ve always valued understanding the ‘why’, not just the ‘what’, and I think that context is essential for best work.

That said, transparency doesn’t mean sharing everything indiscriminately. Good leadership is about judgment – knowing what is appropriate to share, when and with whom. For me, it’s about being open enough to build trust, while also being thoughtful and considerate in how information is communicated. Ultimately, I believe informed teams are empowered teams.

LBB> Did you have a mentor, and do you mentor others?

Jess> I haven’t had a single, formal mentor, but I’ve been fortunate to learn from several people throughout my career who have shaped my thinking in different ways. I tend to think of mentorship as a collection of influences rather than one defined relationship.

I’ve also had the privilege of working alongside exceptional leaders. Our founder, Nikki Collins, is a great example – a real powerhouse and, in many ways, the yin to my yang. She combines strong commercial instinct with creativity in abundance and brings a clear sense of self to her leadership that I really admire.

LBB> How do you cope with leading a team through difficult waters?

Jess> It’s certainly a turbulent time for the comms industry, but I think leadership in those moments comes down to perspective. You can’t control the wider market, but you can control how you respond to it – and I’m very deliberate about where I put that energy.

For me, that means looking for opportunity. As an independent agency, we have a level of agility and closeness to our clients that larger networks can sometimes struggle with, and I see that as an advantage in the current climate.

Of course, there are external pressures you can’t mitigate against. In those moments, strong leadership becomes a collective effort. I’m fortunate to work with a senior team that is pragmatic and solutions focused – we challenge each other, but we ultimately move forward together. Also, I think a good sense of humour and the ability to have a laugh with the people you work with can make even the toughest of days far better.

LBB> How important is your company culture to the success of your business?

Jess> Company culture is foundational to the success of any business, and it’s something I am particularly proud of at Earnies. It was one of the first things I noticed when I joined – there’s a real energy and ambition – and as we’ve grown quickly, we’ve been very intentional about protecting that culture.

While hybrid working has its place, I do believe there’s value in being together in person. So much of culture is created in everyday moments – and those moments are difficult to replicate remotely. That’s why we lean towards a predominantly office-based model. Obviously, we recognise the importance of flexibility, but we’re equally as clear that culture doesn’t just happen – it needs to be maintained. For Earnies, that means creating an environment where people feel connected, invested and part of something with a growing purpose. Believe it or not, most of our Earnies genuinely love spending time in the office...