This is an update of an earlier post. In the video clip tagged at the bottom of this post, Itay Talgam explores leadership styles with illustrations from great conductors. I believe his message is deep and at times subtle. I’m using it tomorrow with a group of senior leaders and have prepared the following discussion paper for use before and after viewing the video …
Itay Talgam creates metaphors for leadership by observing the widely differing styles of a range of orchestral conductors. He emphasises:
- Leadership through collaboration
- Giving team members and teams as a whole what they need whilst getting what you need from them
- The art of listening and reacting in the moment
Prior to and after watching the ‘TED’ video, here are some things to reflect upon:
- How do you experience ‘leadership’ as ‘collaboration’?
- What are your leadership ‘gestures’ – and what results do they produce?
- When a team is working really well (in ‘harmony’) and achieving great outcomes, where does the credit lie?
- To what extent do you model the way with your team? (the first Carlos Kleiber clip)
- Where does the role of ‘commander’ (one who commands!) fit into the leadership repertoire? (Riccardo Muti clip)
- What happens when we combine a clear instruction with a clear sanction? (Riccardo Muti again)
- Who are you answerable to as a leader and what are the consequences for you and others? (Riccardo Muti’s answer to the question “Why do you conduct like this?”)
- What do you think about the statement “If it’s hard you must be doing it wrong”? (Richard Strauss clip)
- What subliminal messages do you give off as a leader? (Richard Strauss again)
- What do you think anout the statement “The most damage you can do to your team is to give clear instruction because that disables them from becoming interdependent”? (Herbert von Karajan clip)
- How can/do you create the space for your team, and its individual members, to use initiative? Second Carlos Kleiber clip)
- Once your team has the plan (they know the score), what’s the least you can do? (Kleiber)
- How are you at managing appropriately the spectrum that spans the expression of disapproval to taking decisive and coercive action? (Kleiber and the trumpet player)
- How do you enjoy – and stay present with – the great performance of an individual? (Kleiber)
Some statements for further reflection:
- The leader’s role is firstly to create a process and secondly to create and maintain the conditions within which the process can thrive. (Leonard Bernstein clip)
- As we reach full maturity in the leadership of a team, the task becomes one of simply modelling alignment with team’s vision and mission – and then giving these away … to the team.
And here’s the link to the video …
My website contains further resources that may be of interest …