1. You’re challenging traditional ideas of what makes a “good businesswoman.” What inspired this mission?
It started with a Google search. I typed in “good businessman” and “good businesswoman” just to see what would come up. The difference in descriptors? Stark. He was confident, strategic, and decisive. She was hard-working, understanding, and willing to learn. It hit me not because those traits are bad, but because they were so limited. So safe. So soft.
But I stand firm that empathy, understanding, and hard work ARE powerful. They belong on the same playing field as decisiveness and vision. I didn’t set out to start a mission; I set out to build a business. But over time, I realised the way I was doing it with humour, humanity, and honesty was itself a rebellion. That mission grew louder the more people told me it wasn’t possible. It’s possible. And I’m living proof.
2. Can you tell us more about The Good Businesswoman Manifesto and why it matters now more than ever?
The Manifesto is both a reminder and a rally cry. It’s about rewriting the rules of business leadership, not just for women, but for anyone tired of pretending that being “good” is the opposite of being powerful. It says you can lead with heart and still make smart, strategic decisions.
That ethics aren’t fluff, they’re fuel. That boundaries matter, and burnout isn’t a badge of honour. It matters now more than ever because people are exhausted, especially women. And we need new models of leadership that don’t just promise success, but sustainability too.
3. In your view, how can empathy and ethics be powerful tools for business growth?
Empathy is a strategy. It tells you what your team needs before they burn out. It picks up on what your clients aren’t saying in meetings. It allows you to create solutions, not just sell services. And ethics? Ethics are your long game. They build trust. And trust is the currency of loyalty with staff, clients, and consumers. I’ve lost jobs by standing firm on ethics, but I’ve never lost sleep. And I’ve gained a reputation that money can’t buy.
4. You talk about moving beyond “toxic hustle culture.” What does that shift look like in real terms?
It looks like taking your birthday off. It looks like logging off at 6 pm without guilt. It’s understanding that working smart is more sustainable than working constantly. I used to believe hustle was noble. Now I know it’s often just noisy. The real flex is building a business that doesn’t require you to burn out to succeed.
5. How can women lead with both heart and ambition without compromising on either?
You stop choosing. You lead with both. We’ve been conditioned to believe they’re at odds, that ambition must be ruthless and heart must be self-sacrificing. But when women lead from their whole selves, they build businesses that people want to work for and with. I’ve cried in boardrooms and stood up to bullies. I’ve defended my team fiercely and made bold, strategic moves. You can be a marshmallow dipped in chilli sauce, soft-hearted and strong as hell. That’s leadership, too.
6. What leadership traits do you think are undervalued but essential for today’s world?
- Listening. Not the nod-and-smile kind, but the “I’m really hearing you” kind.
- Adaptability – the ability to pivot with grace, not panic.
- And a good sense of humour. Because honestly, if you can’t laugh in this world of endless deadlines, surprise crises, and client curveballs… you’re going to crack.
7. What challenges have you faced in rewriting your own narrative as a woman in business?
Where do I start? I’ve been told to make copies of documents while the men talk, and I’ve been called “My Angel” more times than I can count. I’ve had concepts stolen, offices bulldozed mid-lease two months after moving in, and clients who ghosted us after we bent over backwards.
I’ve been shouted at by a “thought leader” in an airport, then watched him post about ethics on LinkedIn years later. But every time, I’ve come back stronger – because I knew who I was. And more importantly, who I wasn’t willing to become just to get ahead. The biggest challenge? Holding my ground when it would’ve been easier (and more profitable) to let things slide.
8. Has founding JAW Advertising shaped your thinking around inclusive and conscious leadership.
Absolutely. When I started JAW, it quickly became obvious that young women weren’t being taken seriously in our industry. So I built the kind of agency I wish I’d been hired into. All-female. All-in. All about quality and care. And what I learned along the way is that inclusion isn’t just about diversity stats. It’s about asking what each person needs to thrive, and building systems that support that. Flexibility. Empathy. Fair pay. Respect. That’s where it starts.
9. What inspired your upcoming book, Feeding Unicorns, and what can readers expect from it?
I’ve worked with and hired some unicorns in my time. But most leaders forget that unicorns need feeding. You can’t expect people to go above and beyond if you’re only giving them the bare minimum. This book is part personal story, part practical playbook. It’s for leaders who want to build thriving teams without the burnout. It’s about sustainable leadership, emotional intelligence, and recognising that good culture isn’t a perk – it’s a performance driver. Expect laughs. Expect truths. And maybe a few too many metaphors.
10. What advice would you give to women trying to redefine success on their own terms?
Start by asking yourself what you actually want, not what looks good on paper. Not what your industry defines as impressive. Success, for me, used to mean late nights and full calendars. Now, it looks like fetching my daughter from school without checking my emails at the robot. Define success by how it feels, not just how it looks. And remember, you’re allowed to outgrow your old definitions.
11. How do you stay true to your values while navigating a competitive business environment?
You remind yourself what’s really at stake. I’m not just building a portfolio – I’m building a legacy. My daughter is watching. My team is watching. I have to sleep at night. So yes, I’ve walked away from deals. I’ve called out clients. I’ve protected competitors’ IP when it would’ve been easier not to. Values aren’t a PR strategy. They’re your spine. You bend them too often, and eventually, you’ll break.
12. This Women’s Month, what message would you like to share with women who are ready to lead differently?
- You don’t need to lead louder to lead better.
- You don’t have to be hard to be taken seriously.
- You can build a business that’s profitable and kind, strategic and human.
- And if the room doesn’t respect your softness, build a new room.
- We don’t need more women who lead like men. We need more women who lead like themselves. Fully. Fiercely. And without apology.
Jeni-Anne Campbell, founder of JAW Advertising and upcoming author of Feeding Unicorns, is challenging outdated ideas about what makes a “good businesswoman.” This Women’s Month, she’s encouraging women to embrace qualities like empathy, integrity, and vulnerability as leadership strengths and to rewrite the rules of success on their own terms.
