Learning from Others

Batur Oktay, vice president, deputy general counsel, Rad Power Bikes (US) and former corporate counsel at Starbucks, explained how he derived key leadership lessons from observing others.

He confided that he learned to develop his leadership philosophy, after having had “a mix of good and not so good managers” over two decades.

“The traits exemplified by good managers included treating people with kindness, allowing teams to grow and flourish, and being transparent,” Mr. Oktay said.

Striking a balance between humility and confidence is also very important. “When you start in a leadership role, understand that you were selected for certain reasons,” he said, “but don’t trumpet them. Come to your new role with humility, and place trust in what others say.”

For Toe Su Aung, co-founder and director, Elipe Limited (UK), a willingness to learn from others and being self-aware when assuming a leadership role are very important.

Asked by Ms. Rickelman about bumps she has experienced in her career, Ms. Aung recalled that her first experience of leadership taught her that exact lesson.

Ms. Aung recalled that she was given management responsibility at a fairly young age, and “didn’t know that much. I just wanted to get things done because I felt I had a job to do.”

“So, I told people what to do,” she said. But the team consisted of people with more experience and knowledge than she had, Ms. Aung explained, and therefore she struggled to make them buy into her leadership. “That was a hard lesson,” she admitted.

After that experience, Ms. Aung learned the value of listening, and she advised that good leaders should always listen first and speak last.

“Focus on listening, especially when you are trying to get a collective opinion,” she advised. “As soon as you start speaking, that can influence the views of your subordinates and peers. It changes the dynamics for the better if you are the last to express your opinion,” she advised.

According to Mei-lan Stark, executive vice president and chief counsel, Intellectual Property, NBCUniversal Media, LLC (US), reaching out for guidance and support is key to becoming a successful leader.

“I’ve had some amazing bosses who took me under their wing and taught me how to write, how to negotiate, even how to think. You can also learn from your peers—they don’t always have to be your mentors,” she suggested.

According to Ms. Stark, sponsorship, rather than mentorship, could make a big difference to people’s career paths. “With mentors you talk about your career path,” she said, “but sponsors talk about opening the doors to rooms that you are not in yet and help bring you to people’s attention.”

Having a calm and resourceful person senior to you can be an invaluable source of guidance, agreed Zeeger Vink, intellectual property director, MF Brands Group (Switzerland), and incoming INTA 2022 President.

He recalled a time earlier in his career when he became anxious during the acquisition of a patent. “I expected my boss to be angry, but instead he said, ‘This is fun, let’s try and fix this,’” he recalled. “That steady, calm leadership was very inspiring and comforting.”

Trusting Your Decisions

Confidence in your judgment is a trait synonymous with good leaders, agreed Ms. Stark, who candidly revealed that a crucial moment earlier in her career exposed her discomfort in decision-making.

She described how, while at The Walt Disney Company (US), she panicked that she may have made an error after spotting the trademark slogan she had approved on a 40-foot billboard for the first time. This was because, she explained, she lacked faith in her judgment.

“It was a horrifying experience,” she recalled, “but that trust in your own judgment is something you need to hone, especially in IP when you get to a senior level and have to deal with harder challenges.”

Mr. Vink noted that it was hard to envisage the challenges of leadership until you assume such a position.

“When you move into a leadership position you suddenly realize it’s not so easy to be a leader,” he said. “A lot depends on the company, your team, and your own personality. You have to find a way to balance all of that.”

But, he advised, it is essential to foster a culture where people can feel free to take risks—and make mistakes. “Whatever the culture of the company, you have to allow people space to develop themselves and create the situation where they can flourish,” Mr. Vink stressed.

While he said leaders should not encourage mistakes, they do happen. And when they occur, he said, “It is important not just to punish the person; you have to accept responsibility as well and defend the person to the company. That contributes to their feeling of safety.”

Ms. Stark elaborated on this point, contending that it was important for leaders themselves to share when they have made mistakes. “It makes you more relatable. People can see that you are not going to be carrying out a ‘blame game,’” she said.