Bossing It: Rory Doggett on Lessons Learned from Peers
Rory Doggett is the owner and founder of Model Citizen Creative an award winning music and sound company based out of Los Angeles, California.
LBB> What was your first experience of leadership?
Rory> My first experience with leadership was at my previous company. I was promoted to the position of creative director and with that came an array of new responsibilities which included being the leader for a team of writers.
LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?
Rory> That’s the funny thing. I figured out the type of leader I wanted to be by recognising the type of leaders I didn’t want to be like. Whether good or bad I’ve spent a good chunk of my career being led by people who didn’t gain the respect of their employees. But you learn a whole lot of great lessons that way!
LBB> What experience or moment gave you your biggest lesson in leadership?
Rory> I’d say two moments. One was being in previous positions where the person who was supposed to be leading us as team brought out the worst in us. It was then that I recognised how much a leader truly has an impact and your ability or inability to lead can make or break your successes. Secondly, when I started Model Citizen and we began to grow. It’s easy to call yourself a leader when it’s slow. But when you have a lot on your plate and people are looking to you for guidance... that’s when you sink or swim.
LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?
Rory> Not at all. But I had always felt that I would be good at it. I only say that because I like to say that I’m extremely hard working and aim to bring out the best in those that I work with. I lead by example so if I’m not willing to do it myself then how can I expect you to do the same. That’s a trait I always admired in leaders I respected so knowing that it was also my personal work ethic reinforced the notion that I think I can do this.
LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, how much can be taught and learned?
Rory> I truly believe that there are fundamental characteristics that make a good leader. Not to say you have it or you don't. Just that to some it’s comes more natural. I’ve learned a million things on the path to get to where I am. But I think some of my core characteristics are the primary reasons as to why I’ve gotten here. With that being said I think you should always seek to improve so learning as you go is extremely important.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Rory> Primarily my expectations in others. As in just because I’m willing to stay all night and do something that doesn't mean it’s okay to put that on someone else. My work ethic is my own and probably not healthy at times so I always try to be sure not to push that on others.
LBB> Have you ever felt like you've failed whilst in charge? How did you address the issue and what did you learn from it?
Rory> I wouldn’t say failed per se but there’s definitely been situations where I recognise that I could have done better. It’s those moments though where I’m able to look back and analyse how I could have been a better leader and made life easier for the team.
LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Rory> I try to stay as transparent as possible when it comes to workflow and expectations. I've always found if you can’t trust your leader then it inevitably leads to a toxic environment. Of course there’s moments where you need to be careful but for the most part that’s never served me well.
LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?
Rory> I wouldn't say that there was one specific leader. I’ve been fortunate enough to be at previous employments where we had tiered leadership. While the "Top Dog” was not someone I learned much from other than what not to do I was surrounded by EPs and CDs who taught me a ton!
Luckily as much as we all compete for work there’s still a sense of camaraderie. I have some very near and dear friends who run other companies and I call them every day for advice and guidance. In regards to me mentoring people I’m not sure if I’m quite there yet. I’m more than happy to but I’m not sure if anyone would want it quite yet ;).
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Rory> I think it’s the role of a leader to do your best to guide and shelter your company from those difficult waters. I try to stay diverse and two steps ahead to avoid those situations. Of course they will come up but if you’re prepared you can soften the blow for the team and that’s your job as a leader.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Rory> We are a pretty tight team over here but luckily we have a large roster of talented composers and engineers we work with. It’s always been a priority for us to bring about great opportunities for a diverse roster of team members. It has and always will be a topic that continuously comes up whether it’s who to bring in as a freelancer on a job or when looking at new hires.
Fortunately we are surround by an extremely diverse group of people in our clients and contractors which inevitably has brought about a much higher quality in our work.
LBB> How important is your company culture to the success of your business? And how have you managed to keep it alive with increases in remote and hybrid working patterns?
Rory> That’s definitely something we are still figuring out. It’s been a lot of growing for us over the past year which inevitably effected what we were and what we are looking to become not only as a company but as a team. The core for me has always been treating Model Citizen as a team rather than a hierarchy.
Luckily that has not changed whether you’re in office or remote. I’m not the kind of guy who sits over your shoulder. I expect top quality work but how you go about that is up to you. We are all adults and know our deadlines so me hovering doesn’t help anybody. It’s all about building the right team who exhibit the values and work ethics that line up with the culture you’re trying to build as a leader.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Rory> My peers... hands down. I've learned so much from them. Whether what to do or not to do. I think any leader should be able to take criticism or learn when someone is doing something better. So without the lessons learned from my peers I’m not sure where I’d be.
