Leadership As A Performing Art

by Michael Y. Brenner, M.Ed.

At first glance, it may be difficult to fathom what outstanding musicians and outstanding organizational leaders have in common.  A more thoughtful examination, however, reveals a number of similarities between the two.  Both recognize and tap into the talent and experience of their respective colleagues.  Both engage in what we call “intentional listening” – listening purposefully and perceptively – rather than making assumptions or jumping to conclusions.  Both focus on asking the right questions and coaxing meaningful answers rather than dictating pre-formed solutions.  Both balance action and reflection, recognizing that neither is sufficient to solve problems alone.  Perhaps most importantly, both share a key objective: to inspire their audience.  We can all agree that the ability to inspire others is one of the most crucial competencies of the successful musician. What may be less obvious is that the ability to inspire others is also one of the most crucial competencies of the successful 21st century leader.  As professional musicians and practitioners of arts-based learning, i.e. using the cultural and performing arts to foster leadership development, much of our work centers on helping leaders recognize this reality and modifying their behavior, if necessary.

Motivation or Inspiration?

It is important to make a distinction between inspiring and motivating others.  Dictionary.com provides the following synonyms for “motivate”: incite, impel, induce, provoke, and prompt.  These synonyms are telling.  They suggest a dynamic in which one party imposes an external inducement or incentive upon another in order to achieve an objective.  These could be positive (promotions, bonuses, pizza parties, etc.) or negative (threat of firing, demotion, transfer, etc.)  In our experience, this approach appears to be the most common way to sustain performance in the workplace and it clearly works – at least in the short term.  Research suggests, however, that such forms of extrinsic motivation alone often fail to solicit employees’ best efforts over time.  Why?  When we operate strictly from a mindset of soliciting performance through the awarding of pleasure or the withholding of pain, we fail to consider what researchers refer to as an individual’s intrinsic motivators: the desire to engage in an activity because it is enjoyable, meaningful and/or personally satisfying.  Common intrinsic motivators include a sense of belonging, feeling that one is making a significant contribution toward a worthy goal, and wanting to make a “difference.”  It is these motivators, the research suggests, that lead to sustained high performance. 

Leaders who inspire understand the drawbacks of operating from a pleasure/pain mindset.  They recognize that all but the most incorrigible people harbor numerous intrinsic motivators that, if properly tapped, can unleash torrents of creativity and innovation.  Most importantly, they know how to tap those motivators so that people want – rather than feel compelled or obligated – to give their best every day.  They take to heart what John Quincy Adams meant when he wrote: “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”  Let’s take a look at how to accomplish this.

‘Tuning’ and ‘Toning’

As professional musicians, business consultants and motivational speakers who incorporate the performing arts into our workshops and programs around the world, we believe that music is the international language of emotion.  It is that which, according to Plato, “gives soul to the universe, wings to the mind, flight to the imagination, and charm and gaiety to life and to everything.”  Through the power of music, it is our intention to help our audiences emerge from our time together with fresh new perspectives and bold new ideas. 

We believe inspiring leadership is the analogue of music within an organizational context.  Of course, it is through powerful words and deeds, rather than notes and instruments, that inspiring leaders give “flight to the imagination” of their employees.  But the results are the same: people begin to think the unthinkable and do the undoable.  Yet it is not possible to truly inspire others if we give off mixed signals to our constituents.  Kevin, a pianist since childhood, puts it this way:

Tuning the voice of an acoustic grand piano is the process of ensuring that the pitch of each key on the keyboard creates the intended note, such as A, B flat or C sharp.  Toning the voice of an acoustic grand piano is the process of adjusting, through softening or hardening, the striking action of the hammers against the strings in order to fully utilize the dynamic range of the entire keyboard.  As a pianist, I know that if either the tuning or toning of my piano is off, the results are at best lackluster and at worst unpleasing.  This obviously impairs my ability to connect with and engage my audience. 

Just as pianists must both tune and tone their instruments, inspiring leaders know they must continually “tune” their messages (what they communicate is what they mean to communicate) and “tone” their leadership styles (employ a broad spectrum of emotional “colors” to fit the circumstances).  When a leader’s tune or tone is out of alignment, it impacts their ability to connect effectively with and engage their audience.  In our experience, employees can immediately recognize when a leader’s tune or tone is out of sync.  The results are typically a lowering of morale, cynicism, resentment, distrust, and the questioning of leadership competence and authenticity. 

When a leader’s “tune” is misaligned, the results can be frustrating.  In one of Michael’s leadership workshops, he shares with participants a number of ambiguous e-mails to illustrate the potential perils of the technology.  One e-mail reads as follows:

Scott,

Just wanted to drop you a note to say I enjoyed your presentation.  I thought once you got warmed up it really took off.  You should consider taking a class in presentation skills.  I think you’d get a lot out of it.  Also, our meeting with Doug was moved to Monday.

Joe

Inevitably, about three-quarters of the participants perceive the e-mail as somewhat snarky: “You should consider a class in presentation skills because you sure could use the help!”  However, about a quarter of the participants typically view the e-mail as encouraging: “You should consider a class in presentation skills because you have the potential to be an excellent speaker!”  This example never fails to draw laughter as both factions debate the intent of the author.  Although this is an exceedingly simple example, it amply demonstrates the confusion that often results when a leader’s message is “out of tune.”  Another common “tuning” problem occurs when one’s verbal message and non-verbal cues are not in sync (for example, stating “I’m listening” to a colleague while typing away on a keyboard or BlackBerry). 

For a leader, being “in tone” is just as important as being “in tune.”  Michael recalls a story in which an employee of a large retail organization was chastised by his boss for asking for clarity on a particular issue:

He thought he was doing the right thing by admitting his ignorance.  It turns out his boss interpreted his request as an indication that he hadn’t been paying attention in their team meeting.  The fact is he had been paying attention.  It’s just that some of the content was over his head because he was new to that particular team.

In this case, we believe the supervisor should have adopted an empathic, inquisitive approach rather than a strident one.  By exhibiting anger instead of appreciation or understanding in that situation, the boss chose the wrong “color” from her emotional palette and failed to take advantage of a key learning opportunity.  Not surprisingly, her “tone deafness” led the employee to feel resentment toward her and their relationship cooled significantly.  If you sense that your tuning and/or toning could use a check-up, seek out the help of an appropriate self-assessment, executive coach and/or leadership development program.

‘Practice, Practice, Practice’

While the importance of practice is readily accepted by anyone who has ever picked up a paintbrush, violin, or ballet slippers, we are continually surprised to learn how little emphasis some of our clients place on practicing inspiring leadership.  Practicing the art of inspired leadership is not only possible but necessary.  We believe that leadership without practice is like attempting to play a symphony without rehearsal; both risk losing the audience and making the “performers” look foolish.  When we lose our audience, it can be extremely difficult to win them back. 

By practicing inspiring leadership, we do not mean simply going about one’s routine tasks within the confines of the office.  We mean taking every opportunity to understand the viewpoints and perspectives of others, looking for opportunities to receive feedback and coaching from peers and employees, and keeping disruptive emotions and impulses in check.  We also believe practicing inspiring leadership entails the pursuit of excellence rather than perfection – something that can be difficult for musicians such as ourselves to accept.  But just as the desire for perfection can blanch the humanity out of a musical performance, so too can it blanch the humanity out of the leader-follower relationship.  As jazz saxophonist Branford Marsalis says:

Humans are imperfect. That’s one of the reasons that classical and jazz [music] are in trouble.  We’re on the quest for the perfect performance and every note has to be right.  Man, every note is not right in life.

We also practice inspiring leadership when we give back to the community, spend quality time with our families, and engage in robust debate without shouting down or insulting the other person.  For example, Kevin’s work with the Colorado Boys Ranch, a treatment facility for boys with severe emotional and behavioral problems, is just one example of practicing inspiring leadership outside of the traditional organization.  As Aristotle once famously observed, “We are what we repeatedly do.  Excellence, then, is not an act, but a habit.” 

‘Listening With Intent’

Our early musical training included listening to other music and musicians with an open mind.  For example, although Michael’s training as a saxophonist is in jazz, his musical influences include classical composers, rhythm and blues artists and plenty of rock bands.  As young musicians, we were taught to listen with intent towards understanding and appreciation rather than simply hearing the music and filtering it through our own biases and preconceptions.  By actively listening rather than passively hearing, we absorbed the musical languages of numerous genres into our own playing and thereby became, we think, more complete and well-rounded musicians.

We believe the same holds true for leaders in the workplace.  Inspiring leaders listen with intent, remaining open to new approaches, techniques and “melodies” in such a way that employees cannot help but feel included and appreciated.  Many leaders, however, simply filter what they hear through old paradigms, killing potentially great ideas before they’ve even had a chance to be considered.  When we hear others with filters in the “on” position, we demonstrate that our employees’ thoughts and feelings don’t matter. 

Inspiring leaders are keenly aware when “continuous partial attention” threatens to compromise the relationships and rapport they have with their people.  They recognize that technology, while essential in today’s business environment, can never take the place of connecting with others the “old-fashioned way”: through the eyes, ears and voice.  Take a quick “temperature check” of your reliance on communication technology.  If the clicking of keypads has largely taken the place of more intimate and personal modes of communication, it may be time to put down the iPhone, BlackBerry or laptop – at least for a moment or two.

A Final ‘Note’

On NPR’s website (www.npr.org), an article marking the 52nd anniversary of famed conductor Arturo Toscanini’s last public performance provides a number of lessons for today’s leaders.  Although the maestro was known for his fiery and at times hostile attitude toward orchestra members (which we consider the very antithesis of inspiring leadership), he was also known for his passion, vision and unfailing commitment to the music.  As bassist David Walter says:

With Toscanini, you got such a sharp, delineating beat, you knew exactly what he was looking for.  He would go after the key points he wanted, get it cleared up, and then he would conduct from beginning to end.  He would work very intensively, and when he got what he was looking for, he would say, 'Basta [Enough], go home.'

According to violist Harold Coletta, Toscanini also had a remarkable memory, especially when it came to opera: “He knew all the lyrics, all the words.  And he would sing them in his falsetto – sometimes a little out of tune or like a whiskey tenor. But he knew every word."

Like Toscanini, today’s leaders must provide a “sharp, delineating beat” that drives their people toward achieving goals with clarity and precision.  They must communicate clear, consistent messages, work diligently, and know when and how far to push their teams.  They must also become familiar with the “lyrics,” i.e. the idiosyncrasies, habits, assumptions, and personalities of the people they manage.  In a global marketplace where clients expect customized solutions, one-size-fits-all leadership won’t cut it.
We chose this example to end with because it simultaneously honors Peter Drucker’s famous comparison of managers to conductors and knowledge workers to musicians while expanding the metaphor to better reflect the realities of 21st century leadership: like inspiring musicians, inspiring leaders possess a unique ability to help others achieve extraordinary levels of performance.  It is an ability that will serve them well during the turbulent times that lie before us.

  

THE EIGHT KEYS TO INSPIRED LEADERSHIP®

1. LEADERS INSPIRE PEOPLE; PEOPLE MOTIVATE THEMSELVES. Artists create from deep internal motives. Likewise, individuals in organizations bring intrinsic motivation to their work. Rather than trying to manufacture motivation, an artful leader inspires exceptional work by calling upon others’ innate desire to make a difference. This inspiration inevitably fires people’s imaginations which in turn triggers innovation.

2. CONNECT WITH YOUR AUDIENCE. Connecting with one’s audience is not achieved through PowerPoint presentations, memos or meetings, but through consistent and deliberate efforts to understand and establish relationships with the people who comprise it.  Remember that your audience may include peers, clients, employees, boards of directors, stockholders and strategic partners.

3. RECOGNIZE THE ACTUAL VS. THE INTENDED IMPACT OF YOUR VOICE. Just as Kevin comes out from behind his piano to elicit participants’ responses to his music, artful leaders come out from behind job titles and desks to find out whether their “audience” heard what they intended to say. Just as concert pianists must both tune and tone their instruments, leaders can learn to tune and tone their voices and to anticipate their impact on others.

4. LISTEN WITH INTENTION VS. HEAR WITH FILTERS. Listening is itself an art that requires attentiveness, openness to new perspectives, and the ability to draw connections among disparate elements. Rather than hearing with filters, Artistry of Leadership® participants learn to engage in intentional listening.

5. FACILITATE SOLUTIONS WITH THE RIGHT QUESTIONS VS. DICTATE THE RIGHT ANSWERS. Leaders sometimes believe they have to have all the answers. However, the art of asking good questions and listening perceptively to others’ questions creates better followership — and better solutions — than the habit of dictating answers.

6. BALANCE ACTION WITH REFLECTION. “Do, do, do, act, act, act” is the mantra of many organizations. Action without reflection, however, results in premature decisions, wasted effort and mediocre results. Balancing action with reflection ensures individual and organizational learning.

7. RECOGNIZE AND ACKNOWLEDGE THE TALENTS OF OTHERS. Many leaders fail to engage the talents of others because they neglect the critical first step of recognizing and acknowledging their gifts. Just as successful artists maximize their own gifts, artful leaders tap into and leverage all of the talent in the workplace.

8. PRACTICE, PRACTICE, PRACTICE.  A leader who doesn’t practice is like a performing artist who doesn’t rehearse — they both risk losing their audience. Leadership is not a right or entitlement; it must be consistently demonstrated, refined and earned. Creating and sustaining meaningful connections reinforces credibility and integrity with employees, customers, stockhold­ers, boards of directors and strategic partners.