Name: Dr. Dawkins Brown

Title: Executive Chairman

Organisation: Dawgen Global

Dr. Dawkins Brown is the Executive Chairman of Dawgen Global, an integrated multidisciplinary professional service firm.

Dr. Brown earned his Doctor of Philosophy (Ph.D.) in the field of Accounting, Finance, and Management from Rushmore University. He has over twenty-three (23) years of experience in the field of Audit, Accounting, Taxation, Finance, and management.

Starting his public accounting career in the audit department of a “big four” firm (Ernst & Young) and gaining experience in local and international audits, Dr. Brown rose quickly through the senior ranks and held the position of Senior Consultant prior to establishing Dawgen.

He is a member of Chartered Management Institute (CMI), member of the Institute of Internal Auditors (IIA), member of the Association of Certified Fraud Examiners (ACFE), member of Information Systems Audit and Control Association ( ISACA ) member of American Planning Association (APA), member of the American Finance Association (AFA) and member of Association of Certified E-Discovery Specialists (ACEDS). As Executive Chairman of Dawgen Global, he is responsible for the strategic guidance and strategy execution of several entities within the Dawgen Global Group.

The firm is integrated as one firm and provides several professional services including: audit, accounting,tax ,IT ,Risk, HR ,Performance, M&A ,corporate recovery, and other advisory services. He is in charge of the audit of several companies within various industries ranging from manufacturing to service and distribution. In addition to firm activities, he is also a leading lecturer in Financial Strategy, Audit, International Financial Reporting Standards, and Taxation at certain tertiary institutions in Jamaica.

Skills include: Audits, Accounting, Taxation, Business Valuation, Mergers and Acquisitions, Strategic Tax Planning, Business Development, Business Coaching,Insolvency and Turnaround, Strategic Marketing Plans, Strategic Review Engagement, Forensic Audit.

Click here to read Dawkins's first written interview: 7 Questions on Leadership

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1. As a leader, how do you build trust with employees, customers and other stakeholders?

"As the Executive Chairman of Dawgen Global, when addressing the question of building trust with employees, customers, and other stakeholders, I would emphasize the following key strategies:

1. Transparency and Communication: At Dawgen Global, we believe in maintaining a transparent communication channel with all our stakeholders. We ensure that both our successes and challenges are communicated openly. This approach not only keeps everyone informed but also demonstrates our commitment to honesty, a crucial component of trust.

2. Consistency in Actions and Words: We strive to ensure that our actions consistently align with our words. This is particularly important in building trust with our employees and customers. Our policies, business decisions, and day-to-day interactions are always in line with the values and promises we communicate.

3. Integrity and Ethical Practices: Upholding the highest standards of integrity and ethical behavior is a cornerstone at Dawgen Global. This means doing the right thing, even when it's not the easiest path. Our stakeholders trust us because they know we are committed to ethical practices in all our business dealings.

4. Empowerment and Respect: We empower our employees by involving them in decision-making processes, acknowledging their contributions, and respecting their opinions. This not only builds trust but also fosters a sense of ownership and pride in the work we do.

5. Quality and Reliability: Delivering high-quality services and products consistently is a key trust-building factor. Our customers and clients trust us because they know we deliver on our promises and maintain high standards.

6. Listening and Responsiveness: Active listening to our stakeholders' concerns and feedback is critical. We don’t just listen; we act on what we hear. This responsiveness shows that we value their input and are committed to making improvements based on their feedback.

7. Building Personal Relationships: We believe in going beyond professional interactions and building personal relationships with our stakeholders. Understanding their needs, concerns, and aspirations helps us to serve them better.

8. Accountability: We hold ourselves accountable for our actions. When mistakes are made, we take responsibility, learn from them, and make necessary adjustments. This approach not only builds trust but also demonstrates our commitment to continuous improvement.

In summary, at Dawgen Global, building trust is about creating a culture of transparency, consistency, integrity, empowerment, quality, responsiveness, personal relationships, and accountability. These values are integral to our operations and interactions with all stakeholders, forming the foundation of our successful and trusted relationships. "

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

I have always held the concepts of 'VISION' and 'MISSION' in high regard, considering them to be the guiding stars of our organization. These terms, often used but sometimes misunderstood, are fundamental not just as statements of intent, but as living, breathing aspects of our daily operations and long-term strategies. In our journey at Dawgen Global, these concepts have transcended the confines of corporate rhetoric, embedding themselves deeply into the fabric of our decision-making, company culture, and the way we present ourselves to the world.

Let me elaborate on what these terms mean to me personally and how they translate into tangible actions and strategies in the dynamic landscape of modern business.

Understanding 'VISION' and 'MISSION':

VISION: To me, the vision of Dawgen Global or any other entity represents an aspirational goal, the ideal future state we aim to achieve. It's a clear, inspiring, and forward-looking statement that guides our long-term objectives. It embodies what we strive to become as an organization and the impact we wish to have on the world.

MISSION: The mission, on the other hand, is more about our current state – what we do every day to move towards that vision. It's a practical, actionable statement that defines our purpose, our core activities, and the approach we take to reach our long-term goals. The Real-World Application varies but could involve the following :

Guiding Strategy and Decision-Making: Our vision and mission are not just statements on a wall. They are deeply integrated into our strategic planning and decision-making processes. Every business decision, from launching new services to entering new markets, is aligned with our vision of being a leader in the global consulting space and our mission to provide exceptional, innovative solutions to our clients.

Shaping Company Culture: At Dawgen Global, the vision and mission are the foundation of our company culture. They influence how we hire, train, and motivate our team. Our employees understand and share our vision, which fosters a sense of belonging and purpose, driving them to excel in their roles.

Communicating with Stakeholders: Our vision and mission are also crucial in how we communicate with external stakeholders. They help clients, partners, and the broader community understand what Dawgen Global stands for and what we are trying to achieve. This clarity builds trust and fosters lasting relationships.

Measuring Success: We use our mission and vision as benchmarks to measure our success. By regularly evaluating our progress towards these statements, we ensure that we stay on track and make necessary adjustments to our strategies.

Inspiring Innovation: Our vision challenges us to think big and beyond the conventional boundaries. It encourages our team to be innovative in problem-solving and creative in our approach to meet our clients' evolving needs.

Driving Sustainability: As a part of our vision, we are committed to sustainable business practices. This commitment is reflected in how we manage our operations, engage with clients, and contribute to the communities we operate in.

In summary, at Dawgen Global, our vision and mission are much more than mere statements. They are the essence of who we are and what we aim to achieve. They guide our strategies, shape our culture, define our communications, provide a measure for our success, inspire innovation, and drive sustainable practices. They are integral to our everyday operations and our long-term aspirations.

3. How can a leader empower the people they're leading?

"I strongly believe in the empowerment of individuals within an organization as a key component of effective leadership. Empowering people is not just about delegating tasks; it's about fostering an environment where everyone feels valued, capable, and motivated to contribute their best. Some strategies that I implement at Dawgen Global to empower our team include:

1. Fostering a Culture of Trust and Respect: It's vital to create an atmosphere where employees feel trusted and respected. This means giving them the autonomy to make decisions in their areas of expertise and showing confidence in their abilities. Trust is a two-way street, and when leaders trust their team, the team feels empowered to take initiative.

2. Clear Communication of Vision and Goals: As a leader, it's my responsibility to clearly communicate the company's vision and goals. This helps team members understand the bigger picture and how their roles contribute to the overall success of the organization. When people understand the 'why' behind their work, they are more engaged and empowered.

3. Providing Opportunities for Growth: We encourage continuous learning and professional development at Dawgen Global. By providing training, workshops, and opportunities for skill advancement, we help our team members grow not just within their current roles but also in their careers. Empowerment often comes from feeling confident and competent in one’s abilities.

4. Encouraging Innovation and Creativity: I believe in encouraging our team to think creatively and come up with innovative solutions. This means creating a safe space for brainstorming and experimentation, where all ideas are welcomed and considered. An environment that embraces innovation empowers individuals to think outside the box.

5. Recognizing and Valuing Contributions: Acknowledging and rewarding the hard work and achievements of team members is crucial. Recognition can be a powerful motivator and makes individuals feel valued and appreciated. This not only empowers them but also reinforces their sense of belonging in the organization.

6. Offering Support and Resources: Providing the necessary tools, resources, and support is essential for empowerment. This includes everything from the physical workspace to technology, as well as emotional and managerial support. When team members know they have what they need to succeed, they feel empowered to take on challenges.

7. Encouraging Collaboration and Teamwork: While individual empowerment is important, fostering a sense of teamwork and collaboration ensures that the entire team feels engaged and motivated. Collaboration breeds a sense of community and mutual support, which is empowering in its own right.

8. Practicing Empathy and Understanding: Finally, as a leader, showing empathy and understanding towards the challenges and needs of team members is vital. Listening to their concerns, being approachable, and providing constructive feedback are ways I ensure that our team feels heard, respected, and empowered.

At Dawgen Global, empowerment is about creating an environment where every team member feels capable, supported, and motivated to contribute their best. It's about nurturing a workplace where trust, growth, innovation, recognition, support, collaboration, and empathy come together to enable our team to excel both individually and collectively. "

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

My leadership journey has been significantly shaped not only by interactions with influential individuals but also by the profound insights and mentorship offered through various seminal management books. In particular, I recall pivotal moments with mentors like Mr. Oswald Lee and Mr. Raynold McFarlane, who imparted lessons that have stayed with me throughout my career. Mr. Oswald Lee, a partner at Lee Clarke Chang, which was associated with EY then, played a crucial role in my career development. His metaphor of being a "baker of bread," where I was the "flour" needing baking to become valuable, profoundly influenced my understanding of personal and professional development.

Similarly, Mr. Raynold McFarlane, a partner at EY Jamaica (now BDO), taught me a significant lesson about the importance of every contribution in an organization. His meticulous attention to detail and insistence on understanding the rationale behind every action taught me the value of justifying one's existence in any role, no matter how small the contribution might seem. Complementing these personal interactions, certain books have been instrumental in providing guidance, especially during challenging times. Books like "Good to Great" by Jim Collins, which explores how companies transition from being average to exceptional, have offered invaluable insights into effective leadership and organizational excellence. "The Seven Habits of Highly Effective People" by Stephen R. Covey, with its principles for personal and professional effectiveness, has been a guidepost in shaping my leadership style and decision-making process.

Additionally, "Leaders Eat Last" by Simon Sinek, emphasizing the importance of creating a culture of trust and cooperation, has profoundly impacted how I approach leadership and team dynamics at Dawgen Global. These books, akin to mentors, have guided me through their rich narratives and research-backed insights, providing strategies and perspectives essential for navigating the complexities of leadership and business. The lessons learned from both these mentors and the books have been integral in shaping my approach to leadership, emphasizing the importance of growth, attention to detail, and the power of transformative leadership. These teachings continue to influence my decisions and strategies at Dawgen Global.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

I firmly believe that effective leadership is as much about what you choose not to do as it is about your actions. Maintaining focus in a leadership role, especially in a dynamic and fast-paced business environment, requires a disciplined approach to prioritization and an understanding of the key areas where a leader's attention is most impactful. Here are some strategies that I employ to maintain focus:

Delegation: One of the most critical aspects of leadership is understanding the power of delegation. It’s important to trust your team with responsibilities and avoid the temptation to micromanage. By delegating effectively, I can focus on strategic decisions and areas where my expertise and input are most needed.

Setting Clear Goals and Objectives: Clarity in goals and objectives is essential for maintaining focus. At Dawgen Global, we set clear, achievable targets that align with our overall vision and mission. This helps in prioritizing tasks and ensures that my efforts and those of my team are directed towards our most important goals.

Limiting Distractions: In today’s world, distractions are abundant. To maintain focus, I consciously limit these distractions. This might involve setting specific times for checking emails, having designated 'focus hours' for uninterrupted work, and ensuring that meetings are purposeful and concise.

Regular Reviews and Adjustments: The business landscape is constantly evolving, so it's crucial to regularly review and adjust our strategies. This ensures that we remain focused on relevant and current objectives, rather than pursuing outdated goals or strategies that no longer serve our purpose.

Empowering Others to Lead: As a leader, it's important to recognize that you don't have to be involved in every decision. Empowering capable individuals in the team to lead certain initiatives or make decisions helps in maintaining a focused approach towards my core responsibilities.

Prioritizing Self-Care: Effective leadership also involves self-care. Ensuring that I am physically and mentally healthy is crucial. This involves adequate rest, Silent Time, and time for personal interests.

Continuous Learning: Keeping up-to-date with industry trends, market conditions, and new leadership methodologies helps in staying focused and relevant. I dedicate time for learning and development, which in turn informs and focuses my leadership approach.

Reflective Practices: Regular reflection on my actions, decisions, and their outcomes helps in maintaining a clear focus.

In conclusion, as a leader, maintaining focus is about understanding the bigger picture and aligning your actions accordingly. It’s about knowing when to act and when to step back, and this balance is key to effective leadership at Dawgen Global. By setting clear goals, delegating, limiting distractions, empowering others, prioritizing self-care, staying informed, and engaging in reflective practices, I am able to maintain focus and guide our organization towards achieving its vision and objectives.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I firmly adhere to the principle that effective planning is crucial for success in any leadership role. "If you fail to plan, you plan to fail" is a maxim that resonates deeply with my approach to leadership and management. My planning process is structured yet flexible, accommodating both the long-term vision and the dynamic nature of the business environment. Here's how I plan for different time frames:

Weekly Planning:

Prioritization: My week begins with reviewing and prioritizing tasks. I identify key objectives that align with our broader goals and determine the most pressing issues that need my attention.

Team Coordination: I coordinate with my team to set weekly goals and discuss progress on ongoing projects. This ensures that everyone is aligned and working towards common objectives.

Schedule Management: My weekly plan includes dedicated blocks of time for strategic thinking, meetings, and responding to communications. This structured approach helps in balancing day-to-day management with longer-term strategic planning.

Monthly Planning:

Review and Assessment: Each month, I conduct a comprehensive review of the past month’s achievements and challenges. This helps in assessing our progress towards quarterly and annual goals.

Resource Allocation: Based on the monthly review, I make decisions about resource allocation, adjusting strategies as needed to keep us on track towards our objectives.

Stakeholder Engagement: Regular communication with key stakeholders is part of my monthly planning. Keeping them informed and engaged is vital for maintaining strong relationships and ensuring organizational alignment.

Annual and Long-Term Planning:

Strategic Visioning: Annually, I engage in a detailed strategic planning process, where I refine our long-term vision and set goals for the year. This involves analyzing market trends, evaluating our performance, and identifying opportunities for growth.

Risk Management and Contingency Planning: Part of long-term planning involves identifying potential risks and developing contingency plans. This proactive approach helps in navigating uncertainties effectively.

Innovation and Growth Strategies: Long-term planning also focuses on innovation and exploring new business opportunities. This ensures that Dawgen Global stays ahead in a competitive and evolving market.

Adapting to Change:

Flexibility: While I have a structured approach to planning, I remain flexible and open to adapting my plans in response to unexpected changes or opportunities.

Continuous Learning: Keeping informed about industry changes, economic trends, and new management practices is a key part of my planning process. It ensures that our strategies remain relevant and effective.

In summary, my planning process is a balanced blend of structure and flexibility. It involves prioritization, regular reviews, strategic visioning, risk management, and staying adaptable to change. By planning effectively for the week, month, and years ahead, I guide Dawgen Global towards achieving its strategic objectives while remaining agile in a dynamic business environment.

7. What advice would you give to a young leader who is struggling to delegate effectively?

"I understand that effective delegation is a crucial skill for any leader, yet it can be challenging, especially for those new to leadership roles. Here's my advice to a young leader struggling with delegation:

1. Start with Trust: Understand that delegation begins with trust. Trust your team's capabilities and their potential to handle responsibilities. Remember, delegation is not just about distributing tasks; it's about empowering your team to take ownership and contribute their best.

2. Know Your Team's Strengths and Weaknesses: Spend time understanding the skills, strengths, and weaknesses of your team members. This knowledge will enable you to delegate tasks more effectively, matching the right person to the right task.

3. Clear Communication: When delegating, be clear about what you expect. Define the task, the desired outcome, the deadline, and the level of authority they have. Ambiguity can lead to misunderstandings and underperformance.

4. Provide Necessary Resources and Support: Ensure that your team has the resources, information, and support they need to complete the task successfully. Be available to answer questions and provide guidance, but resist the urge to micromanage.

5. Empower, Don't Abdicate: Delegation is not about abdicating responsibility. It's about empowering others to take on tasks while you maintain oversight. Be prepared to be accountable for the outcomes.

6. Feedback is Key: Provide constructive feedback, both during and after the completion of the task. This will help your team members learn and grow from the experience, making future delegations even more effective.

7. Learn to Let Go: One of the hardest parts of delegation is letting go of the desire to control every detail. Accept that others may have different ways of doing things, and that's okay. Focus on the end result, not just the process.

8. Start Small: If you're new to delegating, start with small, low-risk tasks. As your confidence and your team's capabilities grow, you can gradually delegate more complex tasks.

9. Reflect and Adjust: Regularly reflect on your delegation experiences. What worked well? What didn't? Use these insights to adjust your approach and improve over time.

10. Develop a Delegation Mindset: Finally, view delegation as an essential part of leadership and personal development. It's a tool not just for managing workload, but for developing your team and preparing your organization for future challenges.

Remember, effective delegation is a skill that takes time to develop. It's about finding the right balance between maintaining control and allowing your team the autonomy to take ownership of their work. "