Leadership in both business and orchestras involves guiding a diverse group of individuals towards a common goal, fostering collaboration, and achieving harmonious results. While the contexts may seem vastly different, there are striking similarities.
Several years ago, I wrote a blog that compared theses roles. I define a business leader as any person who has the responsibility of leading the organization, department, team or store. I believe that the similarities between the two responsibilities are very much aligned. And, I have used the comparison often when working with management level clients.
Today, with the arrival of “Maestro’ and a story about famed writer and musical conductor Leonard Bernstein, focus has again brought this comparison to the forefront. As such I believe it is worthy of providing food for thought to anyone having leadership responsibilities.
The connection to business leadership was especially fascinating realizing that no verbal exchanges take place when conducting the orchestra and still, the group, or team if you will, have the potential of making the most beautiful music. What that requires is cooperation, willingness to be part of a team and a sense of responsibility to the individual musician’s role, that of the full orchestra and of the leader.
EMULATING THE CONDUCTOR TO MAKE BEAUTIFUL MUSIC IN BUSINESS
Here are some key elements inherent in both jobs that drive home the awareness of the similarity.
A Clear Vision Great conductors always start with a musical score and a clear musical vision of how it should sound. Similarly, in a business, a clear vision of one’s end goal and the plan to achieve it are keys to success.
Practice makes perfect … even in business.
The best concerts are well rehearsed no matter how great the conductor is. Practicing your leadership rather than assume that you will automatically produce great leadership “music” is a prudent approach.
Communication as a very significant attribute. An orchestra conductor employs non-verbal cues, gestures, and rehearsals to convey musical nuances, timing, and emotions to the musicians. A business leader communicates through meetings, emails, and various other channels, ensuring that the organizational objectives are understood and embraced.
Great conductors get the best out of their people at the right time. They ensure their musicians feel significant, accepted and secure. A conductor needs his musicians. Likewise, a leader needs his followers and needs to take time to develop his followership.
Teamwork is a corner stone of success in both settings. An orchestra conductor assembles a group of musicians with varied instruments and expertise ensuring that each member contributes to the overall symphony. The business leader builds a team with diverse skills and talents, fostering collaboration to achieve common goals.
Adaptability is a critical trait for leaders in both realms. The orchestra conductor must adapt to the acoustics of different venues, the dynamics of the musicians and the nuances of various compositions. Business leaders must navigate an ever-changing market, responding to economic shifts, technological advancements, and evolving consumer demands.
Leaders in both domains must also exhibit resilience in the face of challenges. Orchestra conductors confront challenges such as artistic disagreements, technical difficulties, and
external pressures. Business leaders navigate through economic downturns, market fluctuations, and competitive pressures. Resilience is crucial in maintaining focus, inspiring confidence, and steering the collective effort towards overcoming obstacles. Resilience is crucial in maintaining focus, inspiring confidence, and steering the collective effort towards overcoming obstacles.
Great conductors share the spotlight. When the concert is over, and the audience is clapping, the conductor turns to the audience and takes a bow. Great conductors immediately turn to their orchestra, inviting them to take the limelight. Without his orchestra, the conductor is nothing. Similarly, leadership glory is shared with your team by giving credit back to the team.
Great conductors are not super-humans. In fact, they delegate everything to others who are better and more skilled. The conductor only appears on stage when it is time for him to lead. Great leaders know when to lead and when to let others lead. They delegate accordingly and know when to take the lead.
The conductor usually stands on a platform and is visible to all. This is to ensure the orchestra stays in alignment. In the same way a leader is visible to the employees and teams that works to keep them well aligned.
Great conductors lead. Most musicians in the orchestra are much more talented than the conductor. They are experts in their musical instruments. They look to their conductor not for technical advice but for leadership. Most leaders are NOT functional or technical experts. Most employees look up to them for leadership. They need to inspire, create excitement, have a clear vision and lead.
The business environment of the past few years have presented additional challenges with which we have had only limited experience and it is experience that continues to be forthcoming. As the conductor is tasked with creating perfect harmony and beautiful music within and among all the variable parts of the orchestra, the leaders in an organization need to continually focus on creating perfect harmony to ensure that beautiful products and profits are the result.
CONCLUSION
As a leader, you might have a strategy as well-written as a Mozart symphony, but if your orchestra is not well conducted, then noise will prevail over music. I seriously wonder if it might make good sense for a company’s leadership to attend a concert as inspiration to make the same beautiful music in the organization. A nice and worthwhile way to spend an afternoon? Mike Dorman
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Introduction
Especially in the case of larger organizations, toward the end of each year, thoughts and efforts turn to creating and finalizing the business plan that will guide them in the new year. This involves taking a close look at this current year to evaluate successes as well as disappointments. Based on this, the organization will make a conscious decision to continue or alter approaches with the intention of hitting the mark in the coming year. The devised plan is communicated throughout various locations, divisions, and departments. The expectation is that the respective plans at these levels will be aligned with the overall goals and aims of the parent company.
However, such a more formalized and thorough approach tends not to be followed in many medium size and smaller companies. In such organizations the plans for the forthcoming year are created in a comparable manner indicated above. It is then communicated throughout the company wanting all to be invested in achieving it. The difference is that, too frequently, there is no formalized approach for the various factions of the company to bring this vision down into their respective area. Too frequently, they are not actively involved in the creation of next year’s plan. Thus, and although they work to be successful, the company misses the contributing value. It misses out on the true value of having every part of the company involved in the process of creating and furthering the realistic goals for the new year.
Steps that will create a shared vision and alignment throughout the company
As the new year unfolds, it’s imperative to synchronize the goals of your division with the overall objectives of the company. This alignment not only fosters a cohesive organizational culture but also maximizes the collective impact of each division, propelling the entire company towards maximized success. Here are active steps that, when followed within each area, will create true alignment throughout.
Understand company goals Start by making certain that all areas of the organization thoroughly understand the company’s New Year goals. These goals are often outlined in strategic plans, annual reports, or communicated through company-wide meetings. Identify key themes such as revenue growth, customer satisfaction, innovation, or market expansion. Familiarize yourself with the company’s vision and mission, as these provide a compass for decision-making at all levels.
Analyze one’s specific division or location Assess the current state of your division. Evaluate performance metrics, identify strengths, weaknesses, opportunities, and threats. This analysis provides a baseline for aligning goals and highlights areas where your division can contribute most effectively to the company’s objectives.
Identify collaboration between the location and the company goals Look for synergies between your division’s functions and the company’s overarching goals. For
example, if the company aims for innovation, assess how your division can contribute through product development, process improvements, or creative problem-solving. Seek alignment in terms of timelines, priorities, and resource allocation.
Communication with those at all levels of the organization Open communication channels with key stakeholders, including team members, department heads, and executives. Share insights about the company’s New Year goals and solicit input. This inclusive approach not only fosters collaboration but also ensures that diverse perspectives contribute to the goal alignment process.
Set clear goals for YOUR division or location Based on the understanding gained, articulate clear and measurable goals for your division. Ensure that these goals directly contribute to the company’s objectives. Create goals that are realistic and aligned with the broader vision.
Develop an action plan Create a detailed action plan outlining the steps required to achieve division goals. Identify key
milestones, allocate resources, and establish timelines. This plan should seamlessly integrate with the company’s overall strategic roadmap, ensuring a unified approach towards shared objectives.
Foster a goal-oriented culture Instill a culture within your division that emphasizes goal alignment. Communicate the significance of aligning with company objectives and highlight the collective impact on overall success. Encourage a sense of ownership and responsibility among team members, fostering a shared commitment to achieving common goals.
Review, review, review. Establish a routine for reviewing progress and adjusting strategies, as necessary. Regular assessments ensure that your division remains agile and responsive to changing market conditions or internal dynamics. This iterative process allows for continuous improvement and realignment with the company’s evolving goals.
Conclusion
In conclusion, aligning your division’s goals with the overall company New Year goals is a strategic imperative for maximized organizational success. By understanding company objectives, identifying synergies, and fostering a goal-oriented culture, you set the stage for a collaborative and impactful contribution to the company’s overall vision. Regular reviews and adjustments ensure that your division remains adaptive and responsive, increasing it’ role in the company’s journey toward success. Mike Dorman
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Introduction
I have had the opportunity to work with many individuals who have been recognized for their capabilities as an employee in an organization. For many, the recognition results in promoting her or him into a position of management and leadership. Of course, for this person, this brings about the satisfying feelings of excitement and success. Their hard work and dedication have paid off and the reward is earning a step up in both the company and their career.
However, this is often proven to be a challenging situation. The move means recognizing that all the knowledge and efforts one provided that earned this exciting movement are different from the new skills and capabilities that success in the new role will require. There are three initial challenges that one must be aware of and seek the help and training to develop basic skills. They are as follows:
The Basic Challenges Initially Faced by One Entering Leadership Ranks
There are three initial challenges that one must be aware of and seek the help and training to develop basic skills. They are as follows:
Developing the Mindset of a Leader
Transitioning from a star performer with great confidence in their role to a position of leadership is anything but automatic and easy. Their new leadership role requires that they coach, engage, have difficult conversations, and motivate those relying on their guidance. This challenge is accompanied by real stress as the person also contends with the potential of ongoing change and pressure.
There is the need for the new manager/leader to recognize that what got them to this point was good. However, they must reassess all the skills and talents that brought them this success and determine which of them translates into being a good leader.
Managing Former Co-workers It is much the norm that the new leader is now overseeing former colleagues with whom they have worked side by side in their former role. In some cases, any one of these people might have been vying for this same promotion to leadership. Often this provides the advancing individual with a challenge related to balance. Balance does not require that former friends stop being friends. It is best handled by remaining true to who you are as a person and addressing the situation openly and directly with these former work mates.
Senior management can help this process by engaging the new leader in role-playing. Practicing the way you wish to be and come across to a former co-worker helps to develop comfort and confidence in dealing with this situation.
Identifying and Managing Skill Gaps A key step in the new leader developing the necessary capabilities that will facilitate their success. In this role, the individual needs to have awareness of where they are strong and where they lack the needed skills to be successful in the full range of requirements of the position. Having a balanced capability between the needed technical skills and the ‘human’ skills is going to contribute significantly to their ultimate success as a leader. An organization that actively participates and helps this emerging leader fill in the gaps to provide such a balance is going to accelerate the desired success.
The the SKills That the Emerging Leader Needs to Develop
The three initial and basic challenges identified above are real and addressing them by providing the necessary guidance will positively impact the new leader. Along this this shift is the need for individuals to navigate a new set of responsibilities, relationships, and expectations. In this dynamic landscape, several challenges commonly arise, each demanding a unique set of skills and strategies for success. They include the following:
Transition from individual contributor to Leader One of the most significant challenges is the shift from being an individual contributor to a leader. Many individuals excel in their roles as contributors but struggle when tasked with managing and leading others. This transition involves letting go of the mindset of accomplishing tasks individually and adopting a broader perspective that encompasses the success of the entire team.
Building and Leading a Team Forming and leading a cohesive team is a multifaceted challenge. Managers must navigate diverse
personalities, skill sets, and work styles. This involves understanding team dynamics, fostering a collaborative environment, and creating a sense of unity and shared purpose. Additionally, effective communication and conflict resolution skills are essential for addressing issues that may arise within the team.
Developing Leadership Skills Leadership is a skill that requires continuous development. New managers often face challenges in honing leadership skills such as decision-making, strategic thinking, and vision-setting. They must learn to inspire and motivate others, delegate tasks effectively, and navigate the complexities of organizational dynamics.
Establishing Credibility Gaining the trust and respect of team members and peers is crucial for success in a leadership role. New managers may encounter skepticism from those who were once their peers, and establishing credibility requires a delicate balance of confidence, humility, and competence. Consistency in actions and a commitment to transparent communication contribute to building trust.
Adapting to Organizational Culture Every organization has its unique culture, norms, and values. Adapting to this culture while maintaining authenticity can be challenging. New managers must understand and align themselves with the organization’s goals and values, while also bringing their own perspectives to contribute positively to the workplace.
Time Management and Prioritization The transition to a management role often comes with increased responsibilities and a higher
volume of tasks. Effective time management and prioritization become critical skills. Managers must learn to balance short-term goals with long-term objectives, allocating time wisely to ensure both immediate tasks and strategic initiatives receive adequate attention.
Handling Performance Issues Addressing performance issues within the team is an inevitable aspect of leadership. Whether it involves providing constructive feedback, managing underperformance, or recognizing and rewarding success, navigating the complexities of performance management requires emotional intelligence, tact, and a fair approach.
Communication Challenges Effective communication is at the core of successful leadership. New managers may face challenges in communicating expectations clearly, providing feedback constructively, and ensuring that the team is well-informed about organizational goals and changes. Learning to tailor communication styles to different audiences is essential.
Conflict Resolution Conflicts can arise within any team or organization. New managers must develop skills in conflict
resolution to address interpersonal issues and ensure a harmonious working environment. This involves understanding the root causes of conflicts, facilitating open dialogue, and finding mutually beneficial resolutions.
Continuous Learning and Adaptability The business environment is dynamic, and effective leaders must be adaptable and open to continuous learning. Staying updated on industry trends, management best practices, and evolving technologies is essential for making informed decisions and steering the team through changes.
Conclusion
Transitioning into a management or leadership role in an organization is a multifaceted journey filled with challenges. Successfully navigating these challenges requires a combination of self-awareness, interpersonal skills, strategic thinking, and a commitment to continuous improvement. As new managers develop and refine these competencies, they not only enhance their own professional growth but also contribute significantly to the success and resilience of their teams and organizations. Mike Dorman
References: Sarah Gallo – associate editor at TrainingIndustry.com. – Three challenges facing new managers and how training can help.
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Introduction
Changes of all types bring about resistance for many of us. It is especially impactful when new ownership or leadership takes over a business, division, or department. Long-time employees may often resist these changes due to fear, uncertainty, and a sense of loyalty to the previous way of doing things. However, overcoming resistance is crucial for the successful transition and growth of the company. As such, it often is accompanied by new procedures and systems that are quite different from what those in an organization are used to doing. Any comfort level with the ‘old’ way is often turned upside down. Thus, employees are forced and required to learn new approaches and methods to accomplish things that had been second nature to them previously. As this resistance is anything but productive, it is worth examining the things that cause it and what can be done to minimize it.
What are the things that contribute to this organizational resistance to change? Resistance to change is the reluctance of people to adapt to change. Employees can be overt or covert about their unwillingness to adapt to organizational changes. This opposition can range from expressing their resistance publicly, to unknowingly resisting change through language, or general actions.
Resistance occurs when employees resist change based on their unique perceptions, personalities, and needs. Things like job security, habits, and economic factors have a massive influence on individual resistance. Here are some of the key issues that awaken the tendency to resist:
Mistrust and lack of confidence When employees don’t trust or feel confident in the person making the change, their resistance to it can be a huge barrier. Some consider that lack of confidence in change-makers is one of the most overlooked causes of internal change resistance in organizations.And although people may not be resisting the change itself, but rather the person or entity making such changes.
Emotional responses Changing the status quo is complex and people tend to react emotionally to disruptions to their routine. This is a natural and inevitable response. Brushing it off will only lead to stronger resistance. Change can lead to feelings of loss and grief. As such those leading the change must accept and manage these emotions as people move towards acceptance.
Lack of training or help resources This brings about when employees feel unprepared to adapt and adopt new processes. This feeds the inclination to resist simply because one doesn’t know how to do something now required. Rather than ask, one might also just resist.
Fear of failure People won’t support a change if they’re not confident in their abilities to adapt to it. When people feel threatened by their shortcomings (real or imagined), they protect themselves from failure by resisting the change.
Poor change communication The key to excellent change management communicationis to create an active conversation. When you talk at people as opposed to with people, you’re bound to get pushback and resistance to change.
Unrealistic timelines Of course it is desirable to achieve the desired change as soon as possible. And too often that leads those overseeing the change to set timelines that are not always realistic. This simply adds to the frustration of all and furthers resistance.
Existing organizational culture and norms Resistance to change often occurs when existing company culture and norms are deeply rooted in an organization, which hinders the acceptance of new ways of doing things, such as new processes, leadership, team structure, or technology.
How To Effectively Deal with Experienced Resistance and Minimize Its’ Impact
There are some key steps that can be taken that will significantly minimize resistance that often accompanies organizational change of leadership and management. Though these may seem like they add more work and time to the process, the payoff is clearly in the transition that is desired and desirable. Some key ones are as follows:
Provide the reasons for the need for the changes being made Some will be simpler than what is familiar. Others will seem more complex and time-consuming. Regardless, many times these are required to fit into already established ways to fit into methods already used for accounting purposes. Others are to align with processes being used by other divisions or departments already a part of the new owner’s company. Providing logical reasoning can do a lot to increase cooperation.
Communicate openly and frequently Be willing to hear and respond to questions of those expected to employ any new methods brought about by this change of leadership. This goes a long way to helping employees know that their input is needed and valued. In fact, there will be times that such input will actually lead to adjusting a required method.
Involve employees in the change process This can significantly reduce resistance. When employees feel that their voices are heard and their ideas are valued, they are more likely to embrace the change. Encourage employees to participate in brainstorming sessions, problem-solving, and decision-making related to the change. This collaborative approach empowers employees and makes them stakeholders in the change process.
Identify champions within the employee base who are on board with the changes and involve them in this process. These individuals can be influential employees who support the change and help others understand its importance. Change champions can serve as role models and advocates for the change, and their enthusiasm can be contagious. They can also provide peer support and guidance to their colleagues.
Creating a supportive environment An organizational culture that encourages innovation, learning, and adaptability is more likely to reduce resistance to change. Encourage a supportive and open environment where employees feel safe expressing their concerns and ideas. Ensure that leaders and managers are approachable and available to address questions and concerns.
Conflict resolution Address any conflicts that may arise due to the change promptly and fairly. Provide conflict resolution mechanisms and channels for employees to express their concerns and seek resolution. Handling conflicts professionally and transparently can prevent them from escalating and causing more significant resistance.
Measure success Define clear metrics for success and regularly measure progress. Communicate the positive outcomes achieved because of the change, such as increased efficiency, cost savings, or improved customer satisfaction. Demonstrating the tangible benefits of the change can motivate employees and reduce resistance.
Consistency and patience Change is often a gradual process, and it requires consistency and patience. Avoid making abrupt changes or constantly shifting directions. Give employees time to adapt and be patient with the pace of change.
Conclusion
You can’t avoid change, but you can work through it. Anticipating and planning for resistance is an essential aspect of implementing positive organizational change. When you dig into the reasons behind the resistance to change, you’re better prepared to address it and move past it, regardless of which type of organizational change you undergo within your company. Overcoming workplace resistance to change is a critical challenge for organizations who are undergoing a change in ownership and leadership. Change is often met with skepticism, fear, and pushback from employees who may be comfortable with the status quo. However, successfully managing this resistance is essential for achieving organizational goals and the changes required. Mike Dorman
Many companies employ people that are of a few different generations. Whether Baby Boomer (ages 59 to 77), Generation X (ages 43 to 58), Millennials (ages 27 to 42) or Generation Z, (ages 11 to 26), it is very common to have a workforce made up of people who fall into varying generational categories. The most recent group of those now in the workforce, those of generation Z, are significantly different in terms of what they expect and need for them to feel valued and see opportunities for them to grow and advance. They are used to and comfortable with the newest and ever evolving technologies. They look for organizations who embrace these rather than resisting the change in approach they often represent.
If management fails to adapt their approach to catering to and retain Generation Z employees, it comes with risks to the stability of the company. The organization may encounter several risks and challenges that can have negative impact on the organization.
What adapting to the needs and requirements of Generation Z requires
Generation Z brings its own set of values, expectations, and technological fluency to the workplace. This group values individuality and personalized experiences. Generation Z employers can offer personalized career development plans, considering each employee’s unique skills and aspirations. To effectively manage and engage Generation Z employees, organizations must implement changes in their management approach. What follows represents some of the key changes that are needed to attract and retain Generation Z employees.
Embrace technology: Generation Z grew up in a digital age. They are true digital natives, having never known a world without the internet, smartphones, and social media. To attract and retain them, organizations must embrace technology in their operations and management. This includes adopting digital tools for communication, project management, and training. A tech-savvy workplace not only enhances efficiency but also resonates with Generation Z’s comfort zone.
Purpose driven work: Generation Z is highly motivated by a sense of purpose. They want to work for organizations that align with their values and make a positive impact on society. Companies that have clear missions, corporate social responsibility programs, and a commitment to sustainability will be more appealing to this generation.
Continuous learning and development: To retain Generation Z employees, organizations need to invest in their professional development.
This generation is hungry for new skills and knowledge. Regular training and opportunities for growth can keep them engaged. Additionally, providing mentorship programs can be an effective way to support their career progression.
Performance reviews and recognition: Generation Z craves feedback and recognition. Regular performance reviews and constructive feedback sessions are essential. Public recognition for a job well done can also boost their motivation.
Mentorship programs: Generation Z can benefit from mentorship programs that provide guidance, support, and opportunities to learn from experienced employees. These programs can help them grow in their roles and feel more connected to the organization.
Feedback driven management Generation Z is open to feedback and appreciates organizations that use data and feedback to improve their operations. Companies can implement feedback-driven management practices to make data-based decisions and constantly adapt to the evolving needs of this generation.
The risks to employers failing to adapt to the needs of Generation Z
Generation Z has distinct characteristics, preferences, and expectations in the workplace. Here are some key ones that require and demand attention and focus to have the stability that continued success in a business needs:
Decreased Productivity: If management does not provide the tools and resources Generation Z employees need to be productive, they may become frustrated and less engaged. This can lead to a decrease in productivity and overall performance.
Missed Innovation: Generation Z is often considered tech-savvy and innovative. If management does not embrace their ideas and encourage creative thinking, the organization may miss out on valuable insights and opportunities for innovation.
Poor Morale: Failing to cater to the needs and expectations of Generation Z can lead to low employee morale, which can have a negative impact on team dynamics and company culture. A demotivated workforce can result in reduced collaboration and lack of enthusiasm for the company’s mission.
Difficulty Attracting Talent: As Generation Z becomes an increasingly significant part of the workforce, organizations that do not adapt may have trouble attracting top talent from this demographic. This can make it challenging to compete in the job market.
Reputation Damage: A company’s reputation can suffer if it is perceived as outdated or unresponsive to the needs of younger employees. This can impact not only recruitment but also customer perception.
Communication Gaps: Generation Z may have different communication preferences, often favoring digital tools and instant messaging. If a company’s communication methods are outdated, it can lead to misunderstandings and miscommunication.
Competitive Disadvantage: Companies that are slow to adapt to the preferences and values of Generation Z may find themselves at a competitive disadvantage compared to more forward-thinking organizations. This can impact market share and long-term sustainability.
Conclusion:
To mitigate the potential risks that accompany this youngest generation, organizations should take the time to understand the unique characteristics and expectations of Generation Z employees and tailor their management practices, benefits, and company culture to meet these needs. Embracing flexibility, technology, and ongoing learning and development opportunities can help organizations attract and retain this valuable talent pool.
Attracting and retaining Generation Z employees requires a multifaceted approach. Employers must adapt to the unique characteristics and expectations of this generation, such as embracing technology, offering flexible work arrangements where feasible, fostering a sense of purpose, and promoting transparent communication. By implementing these changes in management, organizations can not only attract but also retain a highly motivated and innovative workforce that will contribute to their long-term success. Mike Dorman
can be a huge barrier. Some consider that lack of confidence in change-makers is one of the most overlooked causes of internal change 
Of course it is desirable to achieve the desired change as soon as possible. And too often that leads those overseeing the change to set timelines that are not always realistic. This simply adds to the frustration of all and furthers resistance.
Regardless, many times these are required to fit into already established ways to fit into methods already used for accounting purposes. Others are to align with processes being used by other divisions or departments already a part of the new owner’s company. Providing logical reasoning can do a lot to increase cooperation.
Address any conflicts that may arise due to the change promptly and fairly. Provide conflict resolution mechanisms and channels for employees to express their concerns and seek resolution. Handling conflicts professionally and transparently can prevent them from escalating and causing more significant resistance.
