What It Takes to Be a Creative Director: Lessons in Agility, Communication, and Collaboration

Stepping into the role of Creative Director for my Applied Integrated Marketing Communications class this quarter has been both a rewarding and eye-opening journey. I’ve learned that creative leadership isn’t just about having a vision, but about guiding a team through ambiguity, fostering collaboration, and constantly adapting to new challenges. Here’s what I discovered about what it truly takes to lead a creative squad, especially in the fast-paced world of integrated marketing communications.

Clarity Is Key—But Not Always Easy

One of my biggest challenges was providing enough clarity in my feedback to content creators. It’s tempting to assume that a quick comment or a few edits will get the point across, but I quickly realized that clarity requires intention. Clear feedback isn’t just about pointing out what’s wrong, but about explaining the “why” behind each recommendation and connecting it to our broader strategy.

Many times, our feedback to our squads would be left with much confusion, and with that, pushback to implement those changes. Once myself and the rest of the Executive Team realized this gap, we made an effort to add more clarity and reasoning to our recommendation. This led to increased productivity and better quality products and promotions from our squads.

What I learned:

• Take the time to articulate not just what needs to change, but why it matters for the brand and the project’s goals.
• Use examples and references to make feedback actionable.
• Try using a feedback framework like “What’s working, what’s not, and what’s next” to structure your comments.
• Feedback without clarity is meaningless

Balancing Process and Flexibility

Another lesson came from balancing the need for process-based recommendations with the need for creative freedom. As Creative Director, I introduced tools like the integration checklist and logo safety template to help squads stay on-brand and consistent. But I noticed some resistance, teams sometimes saw these tools as constraints rather than support. Many times, squads would think they would have to follow a rigid set of guidelines, when in reality, the tools are made to help squads iterate on their current processes.

With these tools, it was difficult to explain the value without overcomplicating the current processes we are iterating on as an organization. Balancing the need to cover gaps in our creative process also came with the struggle of finding ways to solve those gaps for our content creators. This is where I realised that some gaps may not be as easy to close as others, and that one tool may be able to cover multiple problems for our squads. With the creation of tools like the integration checklist and the logo safety template, I was able to iterate with feedback from our Product Managers and Executive Team.

What I learned:

• Processes are essential for quality and consistency, but they should empower, not stifle, creativity.
• Involve the team in shaping and refining tools—when creators have input, they’re more likely to use them.
• Be agile: if a process isn’t working, iterate and improve it together.

Learn more about agile marketing principles and how they can help teams adapt quickly while staying aligned.

Integrated Marketing Communications: The Glue That Holds Us Together

Integrated marketing communications (IMC) is about delivering a unified message across all channels and touchpoints. This quarter, I saw firsthand how crucial it is to have everyone, from content creators to product managers, on the same page. This quarter also showed how different expectations of outcomes from quarter to quarter, class to class, can hinder squad deliverables and execution.

The purpose of this quarter was to promote the value and services of the WWU Marketing Program as our client. Many squads lost track of this and would focus too heavily on their products, despite the clear marketing objectives and communication objectives set by our client and the work I did with the rest of the Executive Team. This led to the squad’s products not being properly integrated, specifically at the campaign level.

What I learned:

• IMC isn’t just a theory—it’s a practice that requires buy-in from every team member.
• Regular check-ins and shared resources help keep everyone aligned.
• Celebrate small wins when teams use the tools and processes that drive integration.

If you are struggling with integration amongst your squad(s), start with a simple shared checklist and review it together at the start of each sprint.

Navigating Team Dynamics and Executive Frustrations

No creative project happens in a vacuum. This quarter, I also had to navigate the frustrations of Product Managers and the Executive Team. Sometimes, misalignment at the top trickled down and created confusion or friction within squads.

There of course was times of uncertainty and intense pushback from Product Managers when receiving feedback and recommendations, specifically with me, I think, because of the break I took from AIMC and being a different cohort from the marketing program. But there were many times where Product Managers were keeping closed minds and weren’t looking at the reasoning as to why things change and how we iterate.

What I learned:

• Empathy is essential—listen to concerns and work to understand the root of frustrations.
• Be a bridge: communicate openly between squads and leadership, and translate strategic goals into actionable creative direction.
• Stay solution-oriented—focus on what you can control and influence.

Check out this article on how you can improve team dynamics for your squad!

Leading with Agility and Purpose

Being a Creative Director is about more than just creative vision. It’s about leading with empathy, communicating clearly, and building processes that support, not hinder, great work. It’s about being agile: ready to adapt, experiment, and learn alongside your team.

This quarter taught me that the best creative leaders are those who can balance structure with flexibility, clarity with collaboration, and strategy with inspiration. As I move forward, I’m excited to use these newfound skills and knowledge to improve my work in the ever-changing and increasing demand for video and content marketing. 

Ready to step up your creative leadership?
Let’s connect and collaborate to make sure you avoid the mistakes I made and find new ways to lead your squad to success!