Bossing It: Moving Forever Forward with Brian Yessian
Brian Yessian, a lifelong musician from a family of musical artists, is partner and chief creative officer of Yessian Music. Over his 25+ year career he has won awards that include Cannes Lions, Clio Awards, AICP, London International Awards, Emmys, Spikes, ADC, D&AD and THEAs.
Brian has produced music that includes work with orchestras (LSO at Abbey Road Studios, NY Philharmonic, Budapest Symphony), choirs (Detroit Gospel Choir, Bratislava Choral), bands/artists (Aerosmith, Flo Rida, Gary Clark Jr, Blake Shelton) the world over for commercials, themed attractions, VR, museums, live shows, film, experiential and television. He studied at the prestigious Mozarteum Music Conservatory in Salzburg, Austria and toured Europe with orchestras and chamber groups.
Some recent music scoring, sound design and mix work includes the likes of Coca-Cola, NBC, Legends Entertainment, Disney, HP, Cadillac, Princess Cruise Lines, United Airlines and Universal Studios. Brian divides his time between the Yessian studios in the US and Europe, overseeing the creative direction with the teams in each location and creating content around the globe.
LBB>What was your first experience of leadership?
Brian> I am going to go all the way back to high school with this one. I was elected to be one of the drum majors of our marching band. This meant leading over 100 14-18 years olds at the age of 17. You quickly have to grow up and figure out how to lead a band of high schoolers at various competitions. It’s like herding cats.
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?
Brian> I really like to lead with a sense of purpose, compassion and heart. I love what I do and I know the people on our teams love to create and produce. The balance of business and creative is not an easy one. We have to find ways to drive our company forward financially, creatively and with an innovative mindset. Always listen. It’s important for me to listen to my teams and incorporate thoughts and ideas into our strategy. I never want to lead by fear or strict demand. It only creates more drama.
LBB> What experience or moment gave you your biggest lesson in leadership?
Brian> I landed my first big multi-film campaign for Winn-Dixie grocery stores in 1999 with Cramer-Krasselt in Milwaukee. It was by far the largest projects I had ever worked on just one and a half years into my career with over 15 films that included big vocal sessions and a sonic brand jingle.
I quickly learned (with the help of many others on my team - namely my father who started our company) how to assemble a team of creatives, producers, composers and vocalists to make it all happen and push the project forward. It was one of those hot seat moments where I was learning on the fly. There was a lot of juggling.
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?
Brian> My beginnings started in classical music and performing with orchestras, bands and chamber groups. I was one of the top players and often charged with leading my sections in these groups which gave me the opportunity to be exposed to a certain level of responsibility for groups of people. I loved being in that position.
Working in an established family business, the leadership role was one I diligently worked my way into.
Starting from the ground up, I answered phones, delivered tapes and assisted in the studio for many years. I had to prove myself to my father and the team before I took on more leadership roles in the company.
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?
Brian> It's a little of both. I always felt the desire to take a more active role in the activities I was doing from a young age. Those experiences helped to boost my confidence and encouraged me to keep pushing. You never stop learning in this role. I have taken classes, gone to workshops and actively discuss business techniques with other leaders in our industry and beyond to gain perspective. It’s so important as a leader to continue learning and evolving.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Brian> I probably would have had a different answer before 2020, but with the new realities in the world, the playing field has completely changed. As leaders we are working with teams that are often times remote. Life perspectives have changed and working methods are altered. There are many challenges in running a company these days because of it.
To work through this, I try my best to find balance. Balance between listening to our team and pushing our directive forward. It’s not easy, and everyday has new sets of challenges. As leaders we have to keep pushing forward and do our best to navigate the surprises that pop up on a daily basis.
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?
Brian> Certainly. My mistakes through the years have helped steer my successes. There are moments where I’ve questioned my decisions and I’ve come down hard on myself. Believe me, you can ask my wife! Luckily she is the one that kicks me in the ass and tells me to get back up and figure it out. I analyse the situation using hindsight, take responsibility, and redirect to a new plan. There is no quitting in this position. As I always say: Forever Forward.
LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Brian> Certain aspects of the business must be kept internal to keep a cohesive, balanced and strategic environment, but transparency with our teams is important as well. As our company has grown and evolved (and again we are ALWAYS learning), we give our teams insight and decision making opportunities to keep them invested and create loyalty. The more teams are in the know, the more they can take ownership in the goals we set out to accomplish.
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?
Brian> My mentor has always been my dad. He started our company in 1971 on his own and grew the company to be a force in Detroit. When my brother Michael and I got involved in the company we started at the ground level learning everything from the bottom up.
He worked closely with us on all aspects of the business. We had to earn the trust and respect from the teams before we were given the opportunity to take on bigger roles. He taught us about perseverance, grit, and working with others for common goals. Those skills helped us to propel the company forward and expand our teams and studios around the world.
I have also had the opportunity to mentor others. One program I am particularly proud of being part of is the London International Awards Creative LIAisons coaching team where I get to work with several up and coming creatives around the world.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Brian> It has certainly become a challenge working in a hybrid world and a media industry that’s continually evolving. It is important to understand where the difficulties stemmed from and make a pivot to correct issues. There’s no time to dwell on the past and remain frustrated. Positive attitudes with a driven mindset are key to move things forward and develop solutions.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Brian> Our teams continue to evolve and diversity is what makes our projects authentic and engaging. We are fortunate enough to work with diverse set of freelance composers and sound creators from all over the world to bring different perspectives to the audio we are creating for our clients.
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?
Brian> Company culture is everything to us. We have always operated our company as a true family business and we welcome our teams as part of the family. We spend a lot of time together in the office and out of the office traveling the world for productions, as well as Zoom calls. In the new realities of the working world, communication has to be a priority so that people have trust in leadership to move the needle forward.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Brian> I consult my dad and brother on big decisions or challenges we face. The industry has changed a lot since my dad was involved, but there are basic principles that are the foundation of our company and business practices. I also talk to other business leaders both in our industry and beyond. Outside perspective is crucial to growth. Having meaningful conversations with colleagues will often lead to inspiration and lucrative solutions!
