Name: Lura Meisch

Title: Creative Director

Organisation: Mars United

Lura blends strategic creativity with attention to detail for impactful, results-driven work.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Lura's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

Balancing the art of "vision cheer-er" and "reality-check officer." It's a constant flip between inspiring creativity and managing the chaos that comes with it.

2. How did you become a leader? Can you please briefly tell the story?

I didn’t exactly wake up one day and decide. Do you know what I need? More responsibility and decision-making power for other people. My path to leadership was more like some nicely laid-out, very fortunate stepping stones.

I've always been a go-to person for making sense of chaotic tasks, organizing ideas & thoughts, and breaking them down into understandable steps. Whether it was corralling the creative cats, translating technical jargon to clear directions, or organizing brainstorms, I found I had a knack for bringing clarity to the table—and people noticed.

Over time, I learned the ropes and found I enjoyed empowering others to grow and learn new things. It turns out that coaching people and seeing their growth is ridiculously satisfying. But let’s be honest, I also got here by saying “yes”- probably a little too much to opportunities and working on setting boundaries as I moved into a leadership position.

Every step—from early design work to leading projects to full-on creative direction—has been about trusting my instincts, learning as I go, and occasionally laughing at how little I knew/know and how much my team could teach me. You can't be a leader without a team. It’s been a mix of hard work, excellent mentors, and being a bit of an optimistic realist.

3. How do you structure your work days from waking up to going to sleep?

My day starts like most people’s—begrudgingly, with an alarm on my phone that doesn't leave my side (I'm working on that addiction). I’m not one of those “I wake up at 4 a.m. to run a marathon and conquer the world” types. I ease into the day with black tea and quiet time (or I dive right in with some Pitbull or Bad Bunny) to mentally prepare for whatever awaits.

The workday itself is a mix of structure and flexibility. I usually start with a quick check-in on emails, messages, and whatever things have popped up overnight. After that, I focus on the big priorities for the day—diving into briefs, reviewing creative, scheduling brainstorms, or helping my team untangle confusing communication.

The week tends to be filled with Zoom meetings and talking out loud into the computer for way too long. I try to protect at least some time for deep work. No one’s creativity thrives in a day packed with back-to-back Zooms. I also make time to touch base with my team to keep things running smoothly (and make sure no one is secretly drowning), with my weekly Power Hours.

By evening, I wind things down—usually with a bit of light admin work or planning for the next day. And then comes the best part: unplugging.

I’ve worked hard on allowing myself to feel balanced. I also value making space for the other parts of life that inspire me and help me show up as a better human tomorrow. I've seen the other side where there is no balance, and it's not a healthy way to live.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

That perfection is a myth—and chasing it is a fast track to burnout for both myself and my team.

I was reminded of this during a project where we were all striving for just a little better, tweaking and adjusting until suddenly we were deep in a void of swirl. It took stepping back to realize that while excellence is worth pursuing, knowing when to stop is just as important. Sometimes, “done” is better than “perfect,” especially when “perfect” doesn’t exist.

This reinforced something I’ve always known but needed a reminder of: As a leader, it’s my job to set realistic expectations—not just for the project but for my team’s sanity. Great work comes from people who feel empowered and supported, not from people running on empty.

Now, I’m quicker to ask: Does this really need more work, or are we just overthinking it? It’s a small shift, but it makes a huge difference in keeping things moving without sacrificing quality—or anyone’s peace of mind.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

I’d love to say there’s one book that’s changed my life, but the truth is, I’m a child of the Internet. My greatest lessons and insights have come from diving into rabbit holes of articles, podcasts, forums, and videos. I’ve built my knowledge brick by brick, cobbled together from countless sources of random things and experience shared online.

The internet’s biggest impact on me as a leader is how it’s taught me to think critically, adapt quickly, and embrace collaboration. I’ve learned to navigate its endless streams of information, filter out the noise, and synthesize what’s valuable. Whether it’s staying ahead of industry trends, discovering new tools, or connecting with different perspectives, the internet has been my ever-evolving “book.”

So, while I may not have a dog-eared copy of a book to point to, I’m constantly learning and adapting, thanks to the digital world’s collective wisdom.

6. If you could only give one piece of advice to a young leader, what would you say to them?

My advice to a young person? Learn how to advocate for yourself early. No one is sitting around thinking, Wow, I should totally give so and so that opportunity they’ve been quietly thinking about and not saying out loud ever. You’ve got to speak up and let people know what you bring to the table. But—and this is the important part—back it up. Do the work, stay curious, and never stop learning. People will listen if you’re prepared, passionate, and persistent.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

It’s not about one specific moment—it’s about an ongoing awareness of the different personalities, learning styles, and needs within a team. Being a leader means constantly switching gears to ensure everyone can thrive and contribute, no matter how they work best.

Some people need space to process and reflect before they share their ideas, while others are ready to dive in and brainstorm out loud. Some need step-by-step guidance, while others flourish with big-picture direction. My role is to read the room, adapt my approach, and create an environment that balances these differences without losing sight of the goals.

Leadership, for me, is about listening—really listening—and then asking myself, how can I adjust to meet this person where they are while keeping the momentum for the whole team? It’s not always seamless, and it requires a lot of flexibility, but it’s the best way I’ve found to see everyone’s potential and help them thrive.

Ultimately, it’s these little moments of adjustment and understanding that add up to meaningful collaboration. And while it can feel like a lot of spinning plates, it’s also what makes leadership so rewarding—watching a group of very different people come together to create something awesome.