| Leadership is very personal. There isn't a right or | | | | your eyes and with your questions. Don't |
| a wrong way to do it. I've seen many styles and | | | | immediately judge what they say; consider their |
| almost all have a place. It depends on the situation | | | | points of view or comments from a their |
| and the personalities of the leader and those being | | | | perspective. When you lead, lead with empathy. |
| led. | | | | Conductors don't stifle individuality. |
| In general, I've observed two broad leadership | | | | Recognize that team members will have their |
| styles in business and in life, one common and one | | | | own styles. Great conductors adjust the |
| not so much. The first kind of leader believes | | | | performance to suit the individual styles of the |
| they have to protect their position and that | | | | musicians they are leading. Adjusting to team |
| others hold their success against them. No one is | | | | members' styles, rather than forcing them to |
| to be trusted. Respect is earned grudgingly, never | | | | match your style, makes them feel comfortable |
| given freely. They keep back information, are | | | | with you. If they are comfortable, if they aren't |
| notorious for being passive aggressive and | | | | fighting to make their style work with yours, the |
| generally don't play well with others. Command | | | | team can focus on producing great work. |
| and control are their princes. Hierarchy is their | | | | Conductors are self aware. |
| castle. | | | | Leaders often underestimate the impact they |
| This article is for managers who practice the | | | | have. A conductor can signal a whole section of |
| other style. Managers who have the confidence to | | | | the orchestra with a glance. The team is paying |
| be open to ideas and contributions regardless of | | | | attention. Listen to yourself. Carefully consider the |
| source. Their confidence also allows them to hear | | | | words you choose. Are they designed to draw |
| and accept criticism. And, if the feedback is fairly | | | | out the conversation or close it down? Are you |
| given, if it takes the team to a better place, they | | | | being judgmental or are you communicating |
| will accept and acknowledge its truth and | | | | openness to dissent and discussion? |
| incorporate the feedback into the plan, without | | | | Are you talking too much? A key to effective |
| concern that they will be perceived as weak. | | | | leadership is keeping your mouth shut. A pause in |
| Credit is broadly distributed and all are respected | | | | the conversation isn't always a bad thing. Watch |
| without regard for position. | | | | the person you are talking to. Listen with your |
| The first type is, I'm sorry to say, quite common | | | | eyes. Are they thinking about the discussion? Are |
| and often achieves considerable success by | | | | they formulating a comment, a question, a |
| focusing solely on short-term goals. The second | | | | contribution? Let them finish. Don't immediately |
| approach is often criticized as "soft," usually by | | | | attempt to fill the space. Let the conversation |
| managers who pursue the first style, but don't be | | | | develop at its pace. You will be amazed at what |
| fooled. If given a chance, the "softer" approach is | | | | you can learn if you are paying attention and not |
| much more likely to bring innovation and growth | | | | talking. |
| to your organization. And, if you had the choice, | | | | Conductors make music, not noise. |
| who would you rather be led by? Well, so would | | | | Dissonance is what makes music interesting. |
| your employees. | | | | Without it there isn't any drama; if there's no |
| So now the question is, | | | | drama, it's boring. Conductors manage dissonance |
| "If I'm the second type, how can I do a better | | | | within the confines of the music's structure. It's |
| job? How do I become a better manager?" | | | | the structure that give the dissonance a frame |
| Conductors Are Great Leaders | | | | within which it becomes music. Without structure |
| You can learn a lot by watching how conductors | | | | dissonance is noise. |
| lead their orchestras. When I was a music | | | | Leaders understand this. They maintain and |
| student, many, many years ago, I had the good | | | | support societal structure, sometimes called |
| fortune to play in several orchestras led by | | | | common courtesy, to create an environment |
| excellent conductors. I learned a lot from them, | | | | conducive to discourse. Leaders encourage |
| things I use every day in business and in life. It's | | | | discussion including disagreements but don't let it |
| the approach that works for me and it may for | | | | get out of control, they don't let it leave the |
| you. Look for and foster the characteristics of a | | | | realm of common courtesy. If you do, you lose |
| conductor in yourself, in your employees and in | | | | the benefits that come from straightforward |
| any hires you are considering. | | | | discussion and honest disagreement. Think 12 bar |
| Conductors focus their ego on the orchestra. | | | | blues. |
| A conductor draws the best from the musicians | | | | So what kind of leader are you? |
| in the orchestra by providing clear direction and | | | | - Be a conductor. Focus on the team's success. |
| by creating the environment where their talents | | | | Provide the leadership and resources team |
| can make the music better, an environment | | | | members need to solo and to play as an |
| where they can shine. While the conductor is | | | | ensemble. |
| clearly the leader, their back is to the audience, so | | | | - It's important to be confident, all great |
| it isn't about what they can do, it's about what | | | | conductors have an ego, but focus your |
| the orchestra can do. The great conductors | | | | confidence on the work, on the team, so that |
| focuses their egos on the orchestra's success. | | | | they are successful and their success will become |
| Conductors are active listeners. | | | | yours. |
| Active listening is an important part of being an | | | | - Let the team take its bows before you take |
| effective conductor. It is also important to | | | | yours. Without them you're nothing but a man or |
| business success. Listening is something we do all | | | | women with a short stick. |
| the time, take for granted actually, but great | | | | - Great talent wants to work with great talent. |
| conductors are great listeners. How you listen to | | | | Show your greatness by creating an environment |
| colleagues, to customers, to yourself is key. Are | | | | where all can flourish. |
| you just there or is listening a conscious activity? | | | | - Respect the people you work with. You will find |
| Are you thinking about what you want to say or | | | | it returned in spades. |
| about what is being said? A conductor listens with | | | | - Protect your people, stifle politics. Great things |
| their eyes. They see what the music and | | | | come when smart people are focused on the |
| musicians are and should be doing. Do you listen | | | | opportunity rather than protecting their backsides. |
| with your eyes? | | | | - Be honest, with yourself and with others. |
| Conductors conduct with empathy. | | | | - Listen, listen with your conscious mind, with |
| A conductor consider all points of view. They | | | | empathy and care to many voices. And listen to |
| need to think like the individual musicians, to sit in | | | | what you're saying and how you're saying it. If |
| their chairs, to understand how their part fits into | | | | you're talking you aren't listening. |
| the music being performed. Think about your | | | | - Maintain decorum and civility within the team. Be |
| team members' backgrounds and situations, and | | | | the boss if that's what it takes. Keep the |
| yours, and how it could be influencing their and | | | | conversation courteous and respectful and great |
| your perspectives. Engage team members with | | | | ideas will be born. |