A (2:45)

Wow. So, Mayor Dickens, at 16, you just said you knew you wanted to be the mayor. That is so ambitious, but also so fulfilling and rewarding. So what at 16 really drove you? Like, I know Mayor or Mr. Andrew Young was that driving force, but how did you really know that it was possible at 16?

B (3:09)

Yeah. I really can't explain where that might have come from. I don't come from a family of people that are in politics. Of course my mom voted, but not necessarily. She wasn't some campaign leader or political figure. She read the newspaper, talked about what she read, and she would fuss at, you know, local or national figures like everybody else. She wasn't. She didn't go to college. I became the first in my family to go to college when I went to Georgia tech. But at 16, I just felt on my heart that Atlanta was the best place in the country. We were this growing city, and Ambassador Young was really talking about our civil rights roots and how we are this. We're going to one day be this big international player, this powerhouse of a city, and we will still keep our feel as a. As a. As a city that's not too busy, that we can't love on one another. And that really got me going. I was excited by it. I knew I was around a bunch of cool people in my high school and a bunch of community people that wanted to see me do well. And I said, I want to be like them. I just want to be mayor. Now. I didn't know what a city council member was. I didn't know what a commissioner was. I barely. You know, I knew what the president and the governor and Congress did, but that was it. So it was coming from somewhere spiritual and somewhere guided by good people in the community to lead me to a decision that one day I would want to be the mayor of Atlanta and that I would hit that mark. And it happened. It happened four years ago, and it's been the ride of my life, man.

A (4:38)

And you're doing an amazing job. I just want you to know that, too. I live in Greenville, South Carolina, but I have family in Atlanta, so I'm down there at least twice a month visiting. And the change that you've made, the vibrance of the city is a true reflection of the impact that you have. So I want to make sure I'm giving you your kudos for all that you do for the city.

B (5:00)

Thank you. Two summers, I had an internship in Greenville and Taylor's and Greers, South Carolina, that area that was when Michael Jordan tried his hand at baseball. I was there that. That summer. I was in. I was in Greenville that summer and then the winter, that time period. So I know a little bit about your neck of the woods.

A (5:20)

There you go. There you go. So you talked about Georgia Tech. I'm gonna leave that alone. You know, I'm a bulldog at heart, so I'll leave that alone. But you've gone from engineer and entrepreneur to mayor, right? What through line connects all those roles like. And how. And more importantly, how have they shaped your approach to leadership?

B (5:42)

Yeah, there are a few through lines through that. One is the incredible ability to solve problems. If you're an engineer, that's what you go to school for. They give you a ton of problems to solve. You learn all of the formulas, all of the strategies, all of the techniques. You learn how to, you know, grab a little bit of information and solve complex matters. Well, as an entrepreneur, you know, you got to figure it out. It's every day, every. Every two weeks is payroll. Every month is electricity and rent. And. And then it's always competitive factors. How to do better, how to make your dollar stretch farther, how to open up another location. I was an entrepreneur. I owned a series of furniture stores that I started from scratch, and it became a multimillion dollar business. I had 30 employees in different locations. So being a problem solver helps there. And then being mayor, I mean, what. What mayor doesn't see his. His or her share of problems? Every day we have millions of people that give me input saying, we want better this. We need more of that. And I even see things that I want to solve. And so problem solving is a great skill set to have as an entrepreneur, as a mayor, and definitely, of course, as an engineer. The other through line that I would say is the ability to work well with others. Because when you're solving problems, you may not be the only person that has all the answers. So I've. I've labeled Atlanta as a group project. I say Atlanta is a group project, and everybody galvanizes to that because the mayor can't put an S on his or her chest and go around here and be in 50 places at one time solving all the problems by Friday. No, it takes all of us. It brings people together. So entrepreneurship is about how to leverage the capacity of others. And then, of course, as an engineer, you're working in a group environment to be able to help deliver something on for the company or for the organization. And so I'm a force multiplier. I'm Somebody that can take, you know, one person here, one person there, one idea here, one idea there, bring them all together so that we get the greater good out of that. And so it's been so helpful to be an engineer, to be in this office, to be someone who knows how to bring people together to get things done. That's why we're doing so much so fast. I think it's part of my nature and part of my experience.

A (8:09)

I love that, man. I love that so much. And, you know, I try to tell leaders, especially entrepreneurs, the importance of being involved with your city government. Right?

C (8:20)

You solve a lot of problems. You also hear a lot of complaints.

A (8:23)

And I. I personally feel people wouldn't complain as much if they actually were involved with the city or their local government, Right? Like if they were going to some of these meetings, to some of the town halls.

C (8:36)

Mayor Dickens can't press a button and.

A (8:38)

Make everything happen, right? But he can listen, and then he can share maybe the truth of things that are going on. And I'm using you as an example, but I've always believed, no matter where I live, the first thing I do is get connected with my city government. I love for you to tell the listeners and viewers how important that is from your viewpoint. When business leaders and entrepreneurs get to.

B (9:02)

To be involved with the city, it is so important. It is vital. Businesses benefit from a thriving city, so they should contribute to a thriving city. They should contribute to a city that's struggling to help it thrive. They should contribute to a thriving city so that it thrives more. These things really are group projects. So whether it's businesses for profit, nonprofits, clergy, everybody, including the government, has to work hand in hand. I'll give you an example. You know, so most people, most of us genuinely care about young people. And if someone comes to the mayor and say, hey, we need to do something about these kids, right? That sounds like something somebody has said to a mayor before. We got to help these kids. And then you're like, all right, what are you going to do? They're like, no, I'm going to. You, you, the mayor, go, go, go solve that problem. These kids need. They need this, that. I mean, there's no limit to how much stuff we'll say that a kid needs. And so I've turned that around and said, okay, this is what we're gonna do. We're gonna make sure that we grow our youth programming, that we're gonna make sure these kids have outstanding after school programs, summer programs, weekend that they're gonna be Busy, flourishing. And so we've dubbed it the Year of the Youth. So I said, hey, it's gonna be the Year of the Youth, but it's not just gonna come from City hall. I need everybody involved in the Year of the Youth. So if you care about youth like you say you do, hire one of these interns. $15 an hour for eight weeks during the summer. That's not going to break your business bank, but it's going to give you an opportunity to help change someone's life. You'll be a mentor to them. You help them earn while they learn. And that individual, that young person, they won't get in trouble that summer. They're going to have a steady job. They'll be able to go to the movies, go to Six Flags. They'll be able to buy clothes and all the fancy things that they like, all the little cool stuff the kids like to do. They won't have to get in trouble to get the things that they want. And so we did that. Over the last four years, we've had over 16,000 young people employed in this city, making a minimum wage of $15 an hour. Some of them on average. On average, it's like $17.50 an hour. These are teenagers. And they'll never forget that internship that they did with your company or with your nonprofit or with this major corporation. They will always remember that. And then, like after school programming, there's programs that exist at our recreation centers, but there's also nonprofits and churches and things, you know. So if you're serving 50 kids, we'll give you some money to help serve 75. If you're serving 100 kids, we'll give you some Money to serve 150. So we've been doing that as a part of the Year of the Youth, and it's been producing results. We also started midnight basketball and all these things. We got the largest midnight basketball program in the United States right now. And here's the results. Crime is so far down, it is way down. In the city of Atlanta right now. We had the third highest drop in crime in the nation, and the graduation rate is at the highest it's ever been in the city's history. Because we've all really sewn into these young people. We've done it together. Business owners are saying, okay, I get it. I'm a part of the solution. That's right. You are a part of the solution and not just a part of figuring out how many problems we have. Don't call city hall telling me about problems if you're not there to help with solutions. And guess what? These kids that you help intern, these kids that you help mentor, they're your future workforce. They're the ones that you're going to be having to, you know, they're going to start their careers in your companies, they're going to be your mid level managers and then one day they'll be the ones that take over your business for you.

A (12:53)

I totally agree with that. And I get that from my mentor. I was telling you, Damon John, right? Like Damon, the president of his company today started as an intern, right? You get to know people a little bit better, you get to see them, you get to coach and mentor them through things and hopefully, right, the education or the abilities that they have, the skill sets that they have start to rise. And you were able to groom that. And so I'm with you, man. Like you know Whitney's song, the children are our future. Well, sometimes we, we have to put that into action. And so I applaud you for all the amazing things that you have done for the city, especially as it relates to youths, man. Because you know, like us growing up, we were called the lost generation, right? Well, you're doing something about it and so I applaud you for doing something about it.

C (13:48)

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B (16:17)

Thank you.

A (16:18)

Yes, sir. Yes, sir. So for those that don't know Atlanta is a cultural, an economic and political force, I mean, I think most of the viewers and listeners know that. But how do you personally balance preserving the legacy of Atlanta while also pushing it into the future?

B (16:38)

Yeah, that's a delicate balancing act. You want to highlight and really revere and respect the past because the past is very valuable while also preparing ourselves and launching into the future. So I say moving Atlanta forward. We're trying to move Atlanta forward, but we're not trying to forget our past. We have. So we're blessed in Atlanta to have civil rights leaders that I get to see every day. I literally was with Ambassador Andrew Young yesterday. I'm literally going to talk to Bernice King, the daughter of the late, great Dr. Martin Luther King Jr. I talked to her yesterday and today. So I Talked to Fortune 500 corporations this morning. I have 40 of them at my table this morning where we talked about our quarterly meeting on where the city is going. So literally all around me in a day, in less than 24 hours, I've been in touch with considerable contributors to our history. And I'm in touch with people that are right now holding together all of the businesses and economic development of our current environment. And I even met with my senior technology advisor for lunch today to talk about our technology growth and the areas of focus in financial technology and various development of apps and things that we're trying to do around attracting venture capital. So in less than 24 hours, I've talked about things that are very sincere and deep about Atlanta's history, as you can imagine with Bernice King or with Andrew Young, how they feel about the national stage right now, what's happening in the world, what's happening in nature, I mean, in the nation. And then also talking about where we are as a strong city, as a metropolitan area that really punches above his weight. This town competes with international giants where we have all these major corporations. The Coca Cola is the Home Depot's, ups, Delta Airlines, you name it, we've got it here that. That really thrive. And then we have small, medium size, but also important technology businesses and minority businesses. We have the world's busiest airport here. The most. The most impactful and consequential airport in the United States is in Atlanta. And so I think about how to manage all that is to be a good listener, to be someone who's very much engaged to always seek advice from people that are capable of, you know, demonstrating that they know what they're talking about and have significant experience in these things. But I'm also, you know, able to say, after hearing everything I've heard, this is the path that we're going down. And I have a dynamic team behind me that we press forward and we don't look back. We move very well together and. And we're pretty successful at hitting the targets that we go after.

A (19:46)

I would definitely agree with that, man. I would totally agree with that. You know, Mayor Dickens, I teach leaders that there's this one thing that's the new currency with. With modern society, modern employees, and that's trust. Right? So at a time where public trust and leadership is fragile, how are you cultivating transparency, accountability, and trust with your constituents?

B (20:12)

To hear you say that is music to my ears. That's like, wow, let me tell you, I got elected and then we did the inauguration. On the First Monday of 2022, I walked into City hall and I had my first cabinet meeting with all of the senior leaders. And I told them right then and there, trust and energy are my currencies. Literally said that. And so I go to the community and say, and I go to my community, I go to all of the employees I have, and basically, trust and energy are my currency. You can trust me. I'm going to do as I say. I'm going to be transparent. I do it with integrity. You can always depend on me, and I'm going to do it at the highest standards of ethics, etc. But I trust you as well. And we. We exchange that trust. That's how we get things done. I trust you, you trust me, and we continue to exchange that trust, and it has tremendous value. Now, energy is a whole nother thing. I have the energy to do this job. I'm high energy. I don't get tired. I push forward. And because I'm energized by seeing us meet our goals, and I'm energized by all of the things that people ask us to do in a day, they will never let us rest on our laurels of success. The community is always saying, thank you, but what about doing something else on this side of town? Thank you. Can you do it two more times? Thank you. Can you do it tomorrow? Thank you. But, hey, we need more. And I have to have the energy to say, okay, let's gear back up, get back out there, and do some more of it. And so trust. You have to. Trust is earned, and trust is fragile. This political landscape. Everybody is at some form or at some point in time, distrustful, mistrust, misrepresentation, misinformation is out there. The algorithm is dividing us, and so are some of our elected leaders. People are trying to divide us and the algorithm, and folks are allowing that division to occur. And so people don't know who to trust. I believe that right now, authenticity is really the best value that we can have, be our authentic selves in every room, in every interview, on every stage, and on every task to just do it with authenticity. And you know, when AI might come up with some funky person that looks like me, may even sound like me, but though, because I've demonstrated myself to be trustworthy and authentic, somebody gonna say, that ain't Dre. I know the real Andre.

A (22:59)

Yes, sir. Yes, sir. So, Mayor, you often talk about equity and opportunity, and I think a lot of times in society, we'll see those as flashy buzzwords, right? Like. Like something that's trending, but it's really pillars to what you believe in and what you stand for. How do you turn those values from buzzwords to intangible political outcomes or policy outcomes?

C (23:25)

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B (25:44)

This has to be personal to you. It can't just be academic. It can't just be political or corporate jargon. It can't just be, hey, get to the next quarter or get to the next year and see what the stats are that won't lead you to the success that you're looking for. And it also will be snubbed out as inauthentic. People have to feel that you really are sincere about equity. It has to come through in every line that you deliver, in everything that you do. You're either for it or you're against it. You can't be half stepping with it. And so I tell you that for me, it reigns throughout everything. It's in my vision statement and mission statement. It's in our actions, it's in our offices. And nobody finds it to be a burden that they find it to be natural. It is who we are. It's our cultural DNA as a city. It's in the DNA of my administration, and I live by that ethos daily. So it's nothing I got to gear up for or try to figure out before somebody calls me and asks me a question about it. It's already inside of me.

A (26:58)

Yes, sir. Yes, sir. Mayor Dickens, I want to give you the floor. If you had 30 seconds to speak directly to the next generation of change makers, what would you say to them? Because they're listening and watching this episode right now.

B (27:13)

To the next generation, I will tell you to be very, very bold, to stand for something, to be your true, authentic self. And if you take advice from me, I would say state your goal as early as it hits you. Once I knew who I wanted to be, I said, Then, at 16, I want to be the mayor of my home city, the city of Atlanta. I didn't hide it under a rock. I didn't conceal it, because it's too big of a dream that maybe somebody will say, hey, you know, you can't be mayor. There's only one of them at a time, and they only get that job every four years. So how dare you have the audacity to want to be the mayor and to be serious about it? No, I told everybody. So when I came around and said, I'm running for city council, there was not a doubt in any of my friends and in my family and in my teachers, any of my churchgoers. They were all like, finally, let's go. Let's run. Where's my T shirt? Where's my button? Where's my sign? I'm with you. You talked about this since you were a teenager. And so I think that there's a CEO, there's a pilot, there's a media mogul. There's somebody who's a great, you know, doctor or potential, you know, astronaut or lawyer or what have you. Whatever. It hits you or something. I don't even know what you would call it. You have a drive, you have a perspective. You have an interest. I say be bold. Talk about it, pray over it. Give it to your team, give it to your friends, give it to your parents and say, this is what I feel. And then watch them along with you put forth the energy and the effort to one day hit that goal, and you'll. You'll never regret it.

A (28:59)

Man, I needed to hear that. I needed to hear that, man. Like, that was deep. That was like, I have something I'm going to take away And I'm actually going to put in place because of something you just said. You had no idea. But I needed that one. I needed that one. All right.

B (29:19)

Good, good. Yes, sir.

A (29:20)

Yes, sir. So I'm going to get you out of here, Mayor Dickens. On my. I call it my hot five, my quick five. All right.

B (29:26)

Okay. Okay.

A (29:27)

All right, Rapid fire.

C (29:29)

First question.

A (29:31)

Is Georgia Tech ever going to beat Georgia in football again?

B (29:37)

Yes, this year. Oh, that was bold.

A (29:42)

That was bold.

B (29:43)

Okay.

A (29:43)

Hey, man, I'll come see you.

B (29:45)

What do you know right now?

A (29:47)

I'll come see you in a bit. Don't worry. All right. You don't have to name the restaurant because I don't want you to get in trouble, but what is your favorite Atlanta meal? That always hits the spot. What's the dish?

B (30:00)

Ah, man, I eat good all the time. I love food. I will tell you, it's gonna sound so typical, but lemon pepper wings, man.

A (30:10)

Okay, okay. All right. We'll have those at the Georgia Georgia Tech game this year. Me and you.

B (30:17)

Let's do it.

A (30:18)

Yep.

B (30:18)

Yep.

A (30:19)

There we go. What's one book that's changed your leadership style?

B (30:26)

The Alchemist. It's a great book. It's a fable. Read it. I read it every time. I'm trying to make a significant change. You know, I've probably read it six or seven times now.

C (30:38)

Okay.

B (30:38)

It's an easy read, too. Yeah, it's a great book.

A (30:41)

I totally agree. I have that one as well. What's one hidden gem in Atlanta that everyone should experience at least once?

B (30:50)

Oh, man, there's so many hidden gems. You know, this gym isn't completely hidden, but it is a nice place to retreat. It's called the Cascade Nature Reserve. It has a waterfall. It's a walk through the woods. It's a nature trail. You get to see a lot of, you know, birds and, you know, lots of species of plants and trees. And then it has a waterfall in there. You could just meander and get lost, but it's still within the city. You don't have to drive an hour to get to it. You can get to it really quickly. And some people, you know, go to it every week as a place to just, you know, take a walk, get. Get a little bit of a clearing of their minds. It became popular during the COVID because it was an outdoor space that people could just, like, get some fresh air. So Cascade Nature Reserve right there on Cascade Avenue. Cascade Road.

A (31:46)

Okay. All right. As the story of Mayor Andre Dickens is being told, what's one word that you Want to define your legacy?

B (31:58)

Wow. One word. Love.

A (32:03)

Okay?

B (32:04)

And I'll tell you why. My pastor, he says love ought to look like something. And so, you know, people say they love Atlanta. They love the people. They love this. They love that. Well, if you do, it'll look like something. And so for me, that one word is love. So when I'm gone, people will say, I see all this stuff. I see how he made me feel. I see how he changed this city. That must have been love.

A (32:30)

That in and of itself is why you are who you are, man. Like I. I tell people all the time, you are one of the most brilliant people, one of the most brilliant leaders that I've ever seen in action. A lot of it has to do with the statue we're talking about earlier. Crime is going down. The city looks cleaner when you're. When you're going through the city now. There's so much booming that continues to happen in the city of Atlanta, and you are the forefront of that, man. So I always love giving people their flowers when they can receive them. And I want you to know that there are a lot of people that, number one, look up to you. And I also need you to know this, too. We talk about how we stood on the shoulders of giants. Well, you are now those shoulders that people are standing. And I'm so freaking proud of you, brother. So proud of you.

B (33:22)

Thank you so much for that, man. I really appreciate that. Thank you for this platform. Continue to do what you're doing. You are really inspiring folks and educating them, and this is just amazing. I'm glad to be a part of it. Keep doing what you're doing.

A (33:36)

You got it, my man. And for all the viewers and listeners, remember your because is your superpower. Go unleash it.

C (33:43)

You've been plugged into Mick Unplugged. Don't just listen. Take action, rate and subscribe. Follow me on social and get the full experience@mchuntofficial.com. keep building, keep leading, and most importantly, keep dominating.