Leadership wasn’t something I studied or set out to master. It’s something I’ve learned by doing. I didn’t go to school for management or strategy; I trained as a designer—a maker—someone who brings ideas to life through process and practice. My leadership style grew from that same hands-on approach: experimenting, iterating, and learning in real time.

Every time I come across structured frameworks or theories about leadership, I’m reminded that my experience has looked very different. My approach has always been rooted in adaptability, curiosity, and collaboration—responding to what’s in front of me and finding a way through, even when the path isn’t clear.

At Lara Kroeker Interactive, that approach has become the foundation of how I lead. I work with entrepreneurs, artists, and innovators—the kind of people who thrive on possibility, who dive headfirst into new ideas, and who aren’t afraid to experiment. Together, we build, test, and refine. There’s rarely a clear roadmap, but there’s always momentum. We move forward by creating.

New tools and technologies are constantly reshaping how we work. I make it a priority to keep up—to explore what’s next, test new platforms, and integrate emerging ideas into the creative process. But as much as I embrace innovation, I’ve come to see that the experience I’ve built over the years is what keeps everything grounded. Those foundations—the lessons learned from trial, error, and collaboration—are what allow me to adapt with confidence rather than chase trends.

What I’ve learned over the years is that leadership isn’t about having all the answers; it’s about being willing to ask better questions. It’s about guiding creative energy without smothering it, and knowing when to hold the vision and when to let others take the reins.

The truth is, I still make mistakes—often. But that’s part of what keeps me learning and connected. Each project brings new challenges, new tools, and new people to collaborate with. And each time, I’m reminded that leadership is really about creating the conditions for others to do their best work.

“Muddling through” might sound imperfect, but in practice, it’s about staying open, responsive, and human. It’s a reminder that progress often looks like experimentation, that collaboration is never linear, and that the best outcomes emerge when people feel safe to explore and fail forward.

So here’s to the leaders—and the creatives—who are figuring it out as they go. Because sometimes, that’s exactly how meaningful work gets made.