September 21, 2010
Of course, the superior leadership method of constant deference was enlightened self-interest; by paying so much attention to us, and by throwing immense responsibility on us, the best conductors made us fascinated with their every word and eager to make them happy.
If I had not seen these top conductors work their magic so easily and consistently, I am not sure I ever would have believed it was possible. It runs completely counter to everything I was ever taught about management and the use of power, but there it was. And by the way, along with perceiving the ability of the players, these conductors were also extremely perceptive about their audiences – and you can be sure, the audiences sensed this as well. They, too, were tickled to be the focus of attention, and be allowed to get a little out of control themselves. That was yet another reason why these leaders were so much more successful that those who merely followed standard military ranking procedure.
Of course, you don’t have to be a maestro to use this technique. No matter what job you do, or even if you are chatting with a cashier, it’s always a big boost to others if you express appreciation for the work they are doing. Even if someone is only doing a rudimentary task, you can still make them feel important and appreciated. This also works laterally and upwards — try it on colleagues and on your boss as well.
While this kind of “super leadership” is not taught very often, anyone can learn it. The hardest part is unlearning the bad habits of limitation. It’s well worth it. I used to be a third-rate leader, but then I worked with Henry Mancini. I watched in wonder as he took a hundred skeptical musicians and, with just a teaspoon-full of recognition, made us all as excited as a bunch of teenagers on prom night. Once I experienced that, I saw the light. I now know of the childlike enthusiasm that exists within the most poker-faced jaded cynical professional. You can never force them to tap into it, but if you’re clever, you can draw it out of them. Your capacity for leading by perceiving the vulnerability and the capabilities of others is infinite. It’s also free. Give it a try. I guarantee you’ll never go back.
Justin Locke is a speaker based in Boston. He spent 18 seasons playing the bass with the Boston Pops, and is the author of several books, including “Real Men Don’t Rehearse” (a musical memoir) and “Principles of Applied Stupidity,” a look at how to be more productive and effective by going against the conventional wisdom. Visit his website at www.justinlocke.com.
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