Bossing It: Lessons in Creative Leadership with Bill Doig
As co-founder of Mosaic, Australia's premium, boutique and bespoke music and sound house, Bill Doig leads the charge in bridging the gap between music and advertising, ensuring a deep understanding is placed on getting the right collaborators around the table.
With over 25 years in the business, Bill Doig has had an illustrious and award winning career in production, working with global agencies Crispin Porter Bogusky, Leo Burnett, Saatchi & Saatchi, and Special Group to name but a few.
What was your first experience of leadership?
Bill> Probably on the sports field, really. I played a lot of rugby union growing up, so I witnessed plenty of leadership styles on the field, both by those who set an example and those able to draw the best out of people. It鈥檚 a great game which requires you to commit yourself both physically and mentally, and afterwards you get to drink plenty of beer to aid recovery (like advertising, much?)... It was a really great way to see initiative and commitment lead to opportunity, then translated into team success.
It was also a great way to experience a loss, regroup, and then to pick yourself up and get going again. Looking back, these were valuable lessons about resilience and the importance of tenacity.
There is plenty of 鈥榩ositive visualising鈥 utilised in the sports world, and I do remember a coach bringing this to our attention one particular year. This never left me, so I am a big advocate for having a mental image of where you see yourself going and how this really does manifest goals.
As Mosaic Music and Sound edges closer to turning one later this year, there鈥檚 no doubt that these early lessons played even a subconscious role in setting up shop, or at very least the effort involved with creating something from nothing and having people attracted to what you offer.
How did you figure out what kind of leader you wanted to be 鈥 or what kind of leader you didn鈥檛 want to be?
Bill> That鈥檚 more of a life thing, really - the people you are exposed to, be it family, friends, school or work will really shape what sort of leader you become, no question. There is a time to run the agenda with strength and gusto, and a time to nurture those around you, and often it鈥檚 doing both simultaneously.
Over time, you work out what works for your own personal style, character and goals by who is still by your side.
We want everyone who comes into contact with us here at Mosaic Music and Sound, whether they are clients, talent, friends or industry colleagues, to enjoy the interaction because we know working in this field can be deeply personal.
What experience or moment gave you your biggest lesson in leadership?
Bill> My biggest lesson in leadership is probably that leadership isn鈥檛 solely about having the right answers, but more about knowing what questions to ask, and when to keep moving forward and deal with the outcomes, whether they are 鈥榞ood鈥 or 鈥榖ad鈥; keeping the team together and focussed is a huge part of leadership in my opinion.
As anyone knows in the bumpy road of creative production, this can happen as a daily occurrence. I鈥檝e been in many situations that were truly tricky to navigate, and it鈥檚 rare that you don鈥檛 break bread at the end.
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?
Bill> With experience over time, you develop more confidence, and I鈥檝e always been able to trigger 鈥榯aking the lead鈥 when required to do so. Despite this, Leadership does take time to refine and develop - so learn from those above if you can. I鈥檓 a big fan of the practical part of life, and by that, I mean take part in all that you can, both at work and in your personal life, in order to develop your character, style and more importantly taste. You get out what you put in.
The second part to developing as a leader is to stretch yourself, which won鈥檛 always be comfortable, but will open yourself up to growth.
Go swimming in bigger ponds. Roll the dice occasionally and take some risks. If the opportunity presents itself, living and working abroad really helps develop a better understanding and awareness of the world, different cultures and people.
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?
Bill> Definitely 50/50. Learning that making a decision, right or wrong, during a difficult time, can often be better than hesitating鈥his in itself will hone your decision making whilst juggling the ten plates which are spinning at any one time during a hectic production of course.
The other reality to leadership is the growth you only experience when thrown into the deep end. I love the saying. 鈥渟mooth seas never make a skilled sailor.鈥 Leading takes vision, but leading through tricky times really is where you want to be if you wish to develop your leadership skills. Head towards the tension, not away from it.
One of my favourite sayings as it relates to how tightly you control a situation is 鈥榟old the wet fish gently鈥, which for added context came from an American mate I worked with in Europe, and it鈥檚 stuck with me.
What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Bill> Probably the aspect of leadership that equates to success and how we can reframe the word 鈥榝ailure鈥. We always say it鈥檚 a part of the journey, but we are so geared to win.
Just. Keep. Going.
There is always opportunity in uncertainty, as my father taught me, and I think it is a good reminder of how we view leadership, which is at base level, simply as success. The learning and the experience really is the victory, not just the win.
So yes, leadership is by definition those who are followed, but that feels in itself rather limiting to what the role can offer the broader environment.
Have you ever felt like you've failed whilst in charge? How did you address the issue and what did you learn from it?
Bill> Yep, absolutely. I was leading a big global job from London years ago, and it was hectic. I had tremendous support from above and we delivered in the end of course, but I lost a few kilos and nights鈥 sleep. When it was over, I went back to my HOP licking my wounds, and admitted it kicked my ass. He advised 鈥榯hose jobs kick everyone's ass, so don鈥檛 worry and get over it quickly鈥. A good reminder of perspective.
In terms of leadership and openness, what鈥檚 your approach there? Do you think it鈥檚 important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Bill> Transparency is important, no question. Especially in relation to the value it brings ion how we work by engaging with the immediate team and our clients. That said, there is also a time to be more selective.
By being more open, I find it encourages further dialogue, which leads to more interesting discoveries, from which we all benefit. Ultimately, I believe that transparency demonstrates trust.
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?
Bill> I鈥檝e been lucky to work for, and with, some amazing people over the course of my career; those experiences proved to me that having belief in someone can often be more important than raw skills.
Skills can be learnt, providing the environment is right, but knowing when to push someone and consequently to be pushed, is where a great mentor comes into it鈥 particularly when they believe in you and take the time to listen.
Investing the time in those who ask for advice is always time well spent. Mentoring is seeing things others don鈥檛 and being willing to share that perspective - it鈥檚 really valuable.
Someone who had a massive impact on me is the visionary superboss Dave Rolfe, now global head of production at WPP/Hogarth. I worked for Dave at Crispin Porter + Bogusky, and he showed me so much about what鈥檚 possible: in thinking, in inspiration and literally in the entire world of production. I learnt a ton whilst working there, for which I am truly grateful, so it makes sense to pass it onto those coming up below you. It鈥檚 all about what attitude you bring to the table at the end of the day.
It鈥檚 also how we like to work here at Mosaic Sound and Music. Open discussion, invite people in, share information without judgement and give back. There are plenty of young talented folk who regularly come to us to ask advice, and it鈥檚 something Adam and I love to do.
In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Bill> Make time for yourself! I think this is when having a hobby or outlet is super important for your head space and perspective.
There is a constant flow of information and influence around us and it can be hard to filter out what鈥檚 crucial and what鈥檚 not, but make sure you find that time to do the things you love, whatever that might be, to give yourself space to think and focus. Circling back to leadership here, try not to absorb all the trends or you really will lose track of what you set out to achieve.
If things get really hairy, make sure everyone knows what鈥檚 expected of them and run a tight ship, while keeping your sense of humour. And failing that, comfortable underpants and very good wine helps.
As a leader, what are some of the ways in which you鈥檝e prioritised diversity and inclusion within your workforce?
Bill> Make everyone feel welcome regardless of status. Start there. Also acknowledge the merits in bringing people together who have diversity of experience and see how that opens up thought and dialogue.
Secondly, go live and work in another country. Get a taste for what it鈥檚 like to feel as a minority. See how you adapt to a completely new environment, and more importantly who looks out for you. You鈥檒l sink or swim largely dependent on your ability to engage and adjust.
My business partner Adam and I have both spent years living and working abroad, so that is something we connected on and bring into the Mosaic Sound and Music ethos. It鈥檚 an openness that you just don鈥檛 always find unless you鈥檝e lived it, particularly now that globalisation has really changed the way we interact.
Remember, empathy isn鈥檛 a skill, it鈥檚 an attitude.
We prioritise talented good humans first and foremost. It鈥檚 often the really talented people who might need some extra encouragement to feel included, so work at being able to recognise talent and subscribe to it, for your own sake and the industries..
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?
Bill> It鈥檚 paramount, of course. We are currently a tight team of four, and we are set up to work fluidly whether it鈥檚 on site or remote.
We have purposely created a centrally located, unique space in Hibernian House which people love coming into. It helps create an incredible working experience, but of course, remote plays a big part of the process these days too.
Of course, creatively and specifically with music and sound, being all in the room together produces better results than an email exchange, and luckily we have clients who appreciate that.
What are the most useful resources you鈥檝e found to help you along your leadership journey?
Bill> Whilst there are many, I have to say the world of podcasts has really opened up a world of amazing resources, particularly being able to listen to such a huge variety of discussions around certain topics with inspirational people from different fields.
