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Jules Hall is founder and CEO of The Hallway. Since opening its doors in 2007, The Hallway has been responsible for creating and growing some of Australia’s most famous brands.

Over the years, Jules has had the privilege of working with some wonderful colleagues and clients, winning awards around the world for creativity and effectiveness and many agency of the year titles.

Outside of work, Jules blames his sporting background for his competitive edge. In 1993, he represented Great Britain at the World Rowing Championships. These days, sailing has replaced rowing.

He has competed in most of the world’s major ocean races including winning the inaugural two handed division of the Rolex Sydney-Hobart yacht race.

ÌìÃÀÆåÅÆ> What was your first experience of leadership?

Jules> Sport has been a big part of my life. When I was 17, I represented Great Britain at the rowing world championships.

Shortly after that, I was appointed captain of rowing at my school. That was a very formative leadership learning experience (spoiler alert - I made some fuck ups!).

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

Jules> Unfortunately, a lot of us probably get a pretty clear view of the type of leader we don’t want to be early on. The negative experiences always have an outsized impact. By the same token, most leaders want to be great leaders.

The challenge is understanding what ‘great’ means for you. Because leadership is pretty personal -- it has to align with your own natural style, your strengths, and your weaknesses.

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

Jules> Back to the rowing… I made a massive mistake in that leadership position. And it cost me one of our best talents.

I assumed everyone could work at my level and intensity. Of course, everyone is unique. I didn’t understand that. I saw their different approach as being worse. They weren’t. I needed to adapt my leadership style to get the best from them.

That was a hard lesson to learn early in life.

ÌìÃÀÆåÅÆ> Did you know you always wanted to take on a leadership role? If so, how did you work towards it, and if not, when did you start realising that you had it in you?

Jules> I didn't use those words, but yes, I probably did. I have always wanted to make a mark, and I’ve backed myself up to make things happen.

And I was in a hurry to progress, which had a significant influence on some of my career decisions.

The first was leaving the safety of my first job at the global management consultancy Accenture to join a start-up digital agency in London in the midst of the dot com boom.

That move allowed me to work alongside the founder, learning how to build a business (and the rollercoaster ride of entrepreneurship!).

But the really big one was starting The Hallway on my own with no partners when I was 31, but with the support of an incredible founding client in Jameson Irish Whiskey.

ÌìÃÀÆåÅÆ> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, and how much can be taught and learned?

Jules> Some personality traits help, but it is definitely a learned skill. Just look at The Marketing Academy. They create amazing leaders year after year.

ÌìÃÀÆåÅÆ> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Jules> The most challenging part of leadership is the personal exposure. You have to be comfortable making decisions and taking positions. Often without as much information or knowledge as you would like to have.

ÌìÃÀÆåÅÆ> Have you ever felt like you've failed whilst in charge? How did you address the issue, and what did you learn from it?

Jules> So many times. It’s impossible not to. But what I now understand is that it’s okay to fail. What matters is how you address things when you don’t get it quite right. Being vulnerable and having humility are non-negotiable leadership skills (that you can learn if they don't come naturally).

ÌìÃÀÆåÅÆ> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?

Jules> That’s actually a pretty hard question! You need both. But different situations require different amounts of each. It’s back to the earlier points -- you need to be vulnerable and have humility to be open. That builds trust and relatability. But sometimes, you need to take a position and be confident that you're making the right decision. You can seek input, but you can’t devolve the responsibility. That’s why you are the leader!

ÌìÃÀÆåÅÆ> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?

Jules> Mentoring wasn’t the thing it is today back when I was starting. But I did have some amazing people from whom I had the privilege to learn.

Some of them I worked for, like Ian Murrin back at that digital agency in London and Miles Joyce here in Sydney. For 10 years, I was part of the Global Entrepreneurs Organisation, getting access to incredible leadership development programs and learning from inspiring business owners like Penny Spencer and Fiona Fitzpatrick.

But there have been so many more.

It took me a while to realise there’s always someone who’s done what you're trying to do before. And guess what - they’ll usually tell you what they learned if you remember to ask.

ÌìÃÀÆåÅÆ> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Jules> If you are a leader, you will have to do this. You need to be emotionally prepared for it and have the tools to cope with it. Because it’s real and it’s hard.

Eight years ago, I learned to meditate. I now meditate every morning. Headspace tells me I’ve racked up 452 hours of the stuff. Wow, that’s a lot of sitting still for a very hyperactive person! It’s taught me to see situations for what they are, getting past the fight-or-flight instincts. I cannot tell you how much stress this removes from your life. Some are probably born with this skill. I’ve had to learn it. And I’m so glad I have.

ÌìÃÀÆåÅÆ> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Jules> This is a choice. These choices start with self-awareness. Because it's oh so easy to align with people like you. Then, you need clarity on your ambition and the type of culture you’re building. You need a diverse group of people who are aligned on the same vision. Then you get interesting thinking. Without the latter, it’s a random box-ticking exercise. Not cool.

ÌìÃÀÆåÅÆ> How important is your company culture to the success of your business? And how have you managed to keep it alive with increases in remote and hybrid working patterns?

Jules> Culture is everything. We all know that, of course. But how many leaders actually give it the priority it needs? I always thought I did. I didn’t really. Now, it’s actually at the top of my list. And it’s 100% non-negotiable.

ÌìÃÀÆåÅÆ> What are the most useful resources you’ve found to help you along your leadership journey?

Jules> My wife, Tanya. Without her support, I would not be where I am today!