Giving to Gain: Why Leadership Means Putting Others First

Laura Gleadhill, General Manager MENA, Keyade, a WPP Media Brand

I began my career in a small independent PPC agency in London, fresh out of university with a psychology degree and absolutely no background in marketing. What I did have was curiosity, and the good fortune of joining a company that treated training and mentorship as non-negotiables.

In my first six weeks, I went through intensive three-hour daily sessions covering everything from campaign structure to bid optimisation. It was rigorous and, at times, overwhelming. Early on, I made a mistake in a live account and expected to be reprimanded. Instead, I was coached. My manager sat with me, explained the impact and, more importantly, the thinking I should have applied. That moment shaped me more than any technical skill. I learned that strong leadership doesn’t punish error, it builds capability.

Two years later, the agency was acquired and I was offered the opportunity to interview for a role in Dubai to help build our UAE operation. I didn’t think I would get it. I wasn’t planning to move. I simply thought, why not? Two weeks later, I had packed up my life and relocated.

Arriving alone in a new country accelerated both my professional and personal growth. I was given responsibility quickly, sometimes before I felt entirely comfortable, and I learned that you cannot wait to feel ready, you grow into it. It was also the first time a manager had to support me in very human ways: helping me find an apartment, trips to IKEA, setting up a sim card. That balance between high standards and genuine care became a blueprint for how I now lead.

Over the years, I have learned a huge amount, sometimes through capability, sometimes through necessity. Today, I lead a performance marketing agency for WPP Media across MENA. The values that drive my leadership have been shaped by both exceptional managers and challenging experiences.

First, stay curious. No one knows everything, particularly in an industry evolving as quickly as ours. The people who remain relevant are the ones who continue learning.

Second, fail fast and learn faster. Mistakes are inevitable. What matters is how quickly you take ownership, correct course, and share the learning.

Third, assume positive intent. Our industry operates under constant pressure. If you take everything personally, your perspective narrows. If you consider context, your judgment improves.

And finally, invest in your team. A team’s strength is reflected in how it supports the person who needs it most at any given time. High performance is not about individual achievement; it is about collective capability.

This is where “Give to Gain” resonates most deeply for me.

The pivotal moments in my career came from people who chose to invest in me, who shared knowledge generously, corrected me thoughtfully, and opened doors I did not even know existed. That investment created capability, confidence and loyalty. In return, I worked harder, thought bigger and aimed higher.

Giving, whether through mentorship, advocacy or simply creating space for someone’s voice, is a short-term investment for long-term return. When you build others, you strengthen entire systems. Stronger individuals create stronger teams. Stronger teams create stronger businesses.

In my own leadership, I aim to replicate the environments that allowed me to grow: clear expectations, space to learn, and support when it matters. Not soft leadership, but human leadership.

To the next generation of women in our industry, my advice is simple: lean in when it feels uncomfortable. If something feels daunting, it is often because it is stretching you. Take the opportunity anyway. Build competence through action. Ask questions. Seek feedback. And when you move forward, bring others with you.