Bossing It: Why It’s Substance Over Style for Peter Gannon

The founder and creative director of Halo Music & Sound Peter Gannon has been an executive music producer and music supervisor at Ogilvy, Wieden + Kennedy, and McCann WW. Peter also has a music conservatory education, background as a composer, sound designer, and music supervisor for indie films. As a recording artist Peter, has made several albums including two released by Beggars Banquet, accompanied by extensive touring. This music cocktail informs every collaboration he works on.

LBB> What was your first experience of leadership?

Peter> Childhood through middle and high school, I was on the right path, sports, student council, extracurricular activities. I had some great coaches and teachers along the way. At some point, I put down the baseball glove and basketball, and picked up the bass guitar, and skateboards, and that certainly changed things. Leadership was not valued so much as being part of a pack. In a lot of ways, things have come full circle, but experiences in both introverted and extroverted ways still carry on.

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?

Peter> When I first started in the advertising industry, I worked hard, kept my head down, and was just happy to be here. As the music producer at three large agencies, Ogilvy, Wieden + Kennedy, and McCann, I observed a wide array of leaders and bosses.

I worked on everyone's project, for every client within those large agencies. I could see how certain teams gelled with their bosses, and what was working and what was not. It's one of those life paradoxes that those who led the most effectively were typically humble, calm, and less ego focused. I've taken away the idea of it's what you do that outweighs what you say, and substance is more meaningful than style.

LBB> What experience or moment gave you your biggest lesson in leadership?

Peter> Early in my career there was a global campaign based around a song. A satellite office in the network sold the idea, and were already producing the work when they contacted me in NY and had asked, 'how do you license this song'? I reached out to the right's holders and the answer was not only an immediate 'no', but reinforced with a 'never will happen'.

Not a great starting point.

This was not about the price of the song's license, nor the expense of the campaign's production, it was about the product and the hundreds of millions at stake with the client's R&D, employees, and product already being shipped to shelves, warehouses, and market.

Since I was the agency networks 'music expert', there was nobody to bail me out. We got through it, but I learned diligence, communication, transparency, and well, money can solve a lot of problems. I preach the diligence, transparency, and communication aspect to younger people now. It was an invaluable lesson to stay ahead of potential disasters. Disaster avoidance is one of our specialties.

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?

Peter> I spent a long time studying, performing, and pursuing a career as a musician. Music can be a fairly solitary occupation, so the idea of leadership in the conventional sense was never in the front of my mind. My idea of leadership was grabbing independence through art. When an opportunity in advertising came along after a decade as the 'starving artist', I grabbed it with both hands as a lifeline.

Over time, gaining experience, I started to realise I had something to give back. I had some expertise in the music space, not because of how clever or great I was, it was just the accumulation of time, completed projects, pulling things off by being diligent, and a ton of mistakes along the way. Currently, Halo Music & Sound is completely independent, so I had better step up and lead! I now have a lot of experience, but walk into every workday with a curious mind.

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?

Peter> I go back to the experience part. With gained experience, you get a handle on what's going on, and eventually you get expertise. The natural part of personality is probably whether you gain that aggressively, or with a curious open mind. Proclaiming yourself a leader seems hollow, while demonstrating competency of your craft with some humility and humour is what I admire, and strive for.

Once you've achieved leadership, I do think it should evolve and be refined. When you manage other humans, you have different personalities, strengths, weaknesses. You can't manage people the exact same way. It's important to pay attention to what your people need in order for them to do their best work. As the leader, setting the destination, the goal, the North Star is the primary objective.

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Peter> I fight an introvert tendency, but when it comes to the success of Halo Music & Sound, I am an extrovert and evangelist. If I ever just want to hide in a studio or my headphones, I tend to reach out to others to see how they are doing! Once I get talking to my team or composers, it's easy to switch into gratitude and mission driven!

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?

Peter> I feel like I fail everyday! But it's all learning. Learning from victories, losses, wrong decisions or motivation, and always trying to improve. What has never failed is a core principle, being in service to our client's project.

Sure, the music might be super cool, maybe we partnered with an Oscar Award-winning composer, or licensed that 'long shot' track, but at the end of the day, I'm typically not the one who is in the room selling the idea. I lead my merry band of musical misfits, but we in service to the bigger campaign and idea. Sometimes we plus it up, which is fun.

My silo might be in the tens of thousands, six figures, but the campaign is certainly in the millions, while the product is in the tens to hundreds of millions! Music can bring home a powerful emotional layer, but we are only part of the story!

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?

Peter> Halo Music & Sound is boutique, and we work very intimately. Openness is important. We're all adults, and I am transparent so far as the realities of what we're all signed up for. At the same time, you have to keep people focused on that North Star. Where are we headed? What can we push forward? It's not worth it if we don't have curiosity of what today's going to bring!

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?

Peter> I've had mentors who's form of leadership I admired. Chris Wall (rest in peace) from Ogilvy was one. Bill Davenport and Ben Grylewicz at W+K were others. Brian DiLorenzo and Linus Karlsson at McCann. I don't think they knew they were mentoring me, but I observed, learned, admired, and carry forward.

There are figures from other walks of life to admire too. Highly accomplished people with a 'don't act big' mentality and kindness are where I gravitate to. I advise graduating students from my alma mater University of North Texas, and we are approached by aspiring composers, music supervisors, and performers almost daily. I love seeing where their careers take them, and seeing them succeed.

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Peter> We just focus on the present. Part of being in the present though is a discipline of continued education. The existential threats are hard to ignore, but focusing on what might happen creates anxiety, and I have a suspicion that someone profits off that anxiety! I love technology, but I think artists communicate with technology better than self proclaimed "entrepreneurs".

LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Peter> We make a concerted effort. It is a priority to Halo Music & Sound lifting up voices not typically represented in sync and commercial music. We spend time working on projects and causes we believe in. For original music production, we are consistently working with artists from a particular genre rather than just replicating the sound. It's not always the easiest path, but a big part of who we are.

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?

Peter> Vital. Halo started in 2020, so we've only ever known remote. Again, music can be a little solitary, but the ethos here is if I don't see you in five days, no big whoop, if we don't reply in five mins, there's a problem. Our composers, engineers, not to mention the broader music right's holders and artists we work with are all remote. We can be anywhere and sonically make anything happen when everywhere is an option! 

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Peter> I do enjoy books and articles on historical figures and business leaders. I really enjoy podcasts from other disciplines, things around tech and media. The younger version of myself would scoff, but sports are really good learning exercises in teamwork and leadership.