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In this episode, Heather Younger speaks with Andy Boian, Founder and CEO of Dovetail Solutions, a PR firm based out of Colorado. Andy shares a touching story of his drive to lead out of adversity, his ideas on a 60-day quick start program for new employees and his reason why he speaks last at meetings.
Key takeaways:
- Make sure those you lead feel valued, and that their interests and jobs are valued.
- We must give trust before we get it.
- Speak last as the leader in the room so you get the benefit of hearing other views and create a psychologically safe space for your people.
- If you lead your people first with grace they will give it back to you.
- Be compassionate to yourself and know who you are.
Hope you don't miss this gem of an insightful episode. Listen and learn!
Andy Boian, Founder and CEO
Current role, responsibilities
Andy began dovetail solutions in 2005, with a proven idea of facilitating the intersection of private business, not for profit organizations, and government to accomplish seemingly intractable goals in communications and marketing, community and civic involvement, and results driven solutions. As the CEO, Andy drives the direction, growth, business development, and strategy for the firm.
Specific industry expertise
With more than 28 years of communications experience in all 3 areas of intersection combined, Andy has driven multitudes of communications and marketing campaigns which have led to award-winning accolades, and solid results. With communications as his passion, Andy has helped to lead brand efforts which are nationally recognized, in a myriad of industries which include real estate development, aviation, hospitality, technology, life sciences, financial, design, automotive, legal, and commercial real estate.
Andy has long been known and recognized for his unique, out of the box innovation and creativity. Andy is often associated with sensible, thoughtful, and focused based work, which helps create a narrative for dovetail solutions’ client partners. Andy also has a long history of crisis and issues management work, for which he is regularly recognized.
Specific agency/marketing/PR expertise, awards, certifications
As one of the firm’s chief strategists, Andy collaborates with the best team at dovetail solutions to create, establish, and protect the work on behalf of client partners. Recognized publicly as a born leader, Andy is best suited to be in the trenches with the team. He is a connector by nature and enjoys the work of facilitating mutually beneficial relationships with proven results.
SCI work
Andy is very active in the community, establishing a foundation for the firm in 2008, called ExecConnect. He is quite a fierce advocate for women and children, helping to establish a safe home for victims of domestic violence, chairing the board of Kempe Foundation, a center for the treatment of victims of child abuse. Andy has served on the boards of the Denver Botanic Gardens, Denver Scholarship Foundation, the Colorado Inclusive Economy, the Metro Denver Economic Development Council, Denver KIDS, Denver Active 2030 Children’s Foundation, just to name a few. Andy takes every opportunity to be a part of a team to bring needed change to these areas and brings with him a strong belief in the good of others.
Personal accomplishments and notes with impact
Andy considers his greatest accomplishment is being a dad, constantly learning, loving, and laughing with his wife and children.
Equal and Valued
In the early days of my career, it was unique for a guy in his mid-20’s to have some insight into treating someone who works with you as an equal and still have the same authority over what they do, how they act, and how they practice.
I've always worked hard to make sure that those who work with me in both professional and non-profit capacities always feel valued. I want them to always feel like their interest and responsibility in the community is valued.
There are no boundaries on how to work things out. - @apb5280 #leadershipwithheart Share on X
Trusted and Respected
Employee loyalty is not something that just comes with day one on the job. What really has to be a part of the process is gaining that trust and respect by giving it.
The first thing we do right away is a 60-day Quick Start plan with our new employees. We ask for his or her aspirations, which is not about their job roles or company expectations, for the next 60 days.
I am the CEO, the one who writes the checks and does the negotiations. But I find myself more as a part of a team. I am not really somebody who is an authority over anyone, but gives authority with others. I use the word “with” a lot.
I'm not your boss. I'm your colleague. I think the boss-subordinate relationship is backwards. The top-down stuff doesn't make sense to me, and it never did.
Psychological safety is what makes people feel better. We put a lot of effort and time into people who come to work for us and with us up front. If they feel immediately valued, immediately listened, and immediately considered, they're going to want to stay.
We are business of relationships. We may be a public relations firm that deals with the media and talks to the public, but it is so big that it’s so much more than that. Especially right now with the pandemic we are going through, clients rely to us now more than ever for things that aren’t written down in our scope. But those kinds of things only come up if they trust you.
Be compassionate to yourself. - @apb5280 #leadershipwithheart Share on X
Think about ways on how you can provide value. - @apb5280 #leadershipwithheart Share on X
Speak Last
As CEO, I find myself in rooms full of people who work at our firm. I often don't speak until the end. I don't think that leaders, necessarily some of the best leaders I know speak last.
Let's say we have a strategy meeting on a topic, or we're dealing with a difficult client, and we all have come together to talk about how to manage this situation. If I speak first, it defeats the purpose.
I have two reasons why I speak last. First is, I gain the perspective of my people without having to say anything. My people get to voice what they want a voice, and they feel comfortable without any caveat saying what they want to say. I get the benefit of listening to that. Even if I don't necessarily agree, if I think something different or if It goes long, I still listen because they have been willing to open themselves up.
The second reason is, when it is my turn, I want to speak with everybody's thoughts in mind. If I come in with an agenda, I'm not leading. If I listen to what my people have to say but I have already made my decision before coming in, that’s not the way to leave. It must be done with everybody’s communication in place. I’ll speak only after I’ve had the chance to garner all opinions, and take them into account when determining what CEO’s would say in the end.
It’s basic to give the employee or the team member assurance that we have their backs. - @apb5280 #leadershipwithheart Share on X
A critical part of how you treat somebody respectfully is when you do it with heart. - @apb5280 #leadershipwithheart Share on X
Mentions
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