Welcome to the ninth instalment of our interview series, Leadership Insights: 3 questions with… where we ask the same three questions to each of the exceptional leaders we interview, revealing some very unique and insightful answers.
This month we spoke to Katie Leveson, who is Culture and Transformation Director at BBC Studioworks, which is a commercial subsidiary of the BBC providing studios and post production services to all the major TV broadcasters and production companies.
Katie is an experienced HR professional in the Media sector. Her expertise includes driving cultural change within organisations, delivering change and transformation to enable organisational growth and creating environments for talent to reach their potential
And here’s what Katie had to say…
1. If you could rewind the clock to when you started out on your leadership journey, what advice would you give yourself?
Spend Less Time Doing—And More Time Leading
Stepping into my first HR Director role at Universal Pictures, I assumed my value would be measured by how much I accomplished—solving problems, completing tasks, and making decisions, often on behalf of my team. But one of the biggest lessons I learned was that true leadership isn’t about doing everything yourself; it’s about empowering others. By coaching my team to solve their own challenges and delegating work so they could grow, I not only increased their capabilities but also freed up space to focus on the bigger picture – leading.
Master Your Industry – Not Just Your Function
Leadership isn’t just about mastering your functional expertise; it’s about understanding your industry. Create the space you need to be informed—follow what’s going on in your market, take the time to build a network, engage with different perspectives, read widely! Great leaders don’t just react to change; they anticipate it by making connections between external shifts and internal strategy.
Not Everyone Will Like You—And That’s Okay
As someone who likes to be liked, I found it tough when my choices weren’t well received. The best advice I received: It’s not about you! It’s about doing the right thing for the company. Leadership requires tough calls, and not everyone will agree with them. That doesn’t mean you’re failing; it means you’re leading.
2. What is the best advice you have been given about creating a positive team culture or being a leader?
One of the most valuable lessons I’ve learned about creating a positive team culture is that culture isn’t dictated by HR or management initiatives—it’s shaped by the everyday decisions and actions of everyone in the business.
People don’t adopt a culture because of what’s written in a document; they absorb it by observing behaviours. That’s why leadership isn’t about perfectly crafted value statements—it’s about consistently modelling the habits and behaviours that define the culture we want to build.
Some of the most impactful actions I’ve seen are also the simplest—and they don’t cost a thing:
- Being visible and present. Leaders who take time to walk the floor, engage with their teams, and genuinely listen create a culture of openness and connection.
- Recognising and celebrating wins. Whether it’s overcoming a setback, going the extra mile, or delivering great work, acknowledging efforts publicly reinforces what’s valued.
- Listening, acting, and following through. Teams feel heard when leaders take feedback seriously and turn it into meaningful action.
At its core, a strong culture isn’t built through words—it’s built through actions. As leaders, our role is to set the standard, model the behaviours we want to see, and create an environment where teams can do their best work.
3. What is the one book that has most influenced your approach to leadership?
Steve Jobs once said, “At Apple, we hire people to tell us what to do, not the other way around.” This perfectly captures the essence of great leadership—creating an environment where people feel empowered to share ideas, challenge thinking, and speak openly.
Radical Candor by Kim Scott reinforced for me just how much is at stake when leaders fail to foster this kind of culture.
One simple habit I’ve adopted is regularly asking my team:
“Is there anything I could do—or stop doing—that would make your life easier or better?”
It’s a small question, but it creates space for honest feedback.
I’ve also learned the value of restraint. As a daily habit, I try to leave three unimportant things unsaid. It keeps conversations focused, reduces unnecessary noise, and ensures that when I do speak, it matters.