Management Principles 6 the great conductors of the XX century

Itay Thalgo claims that leadership skills are universal, and communication styles of the conductor and orchestra are very similar to the relationship with the chief of staff in the company. But here's the universal principle of the organization of such relationships do not exist. The author shares his observations about peeped from the great conductors of the orchestra management methods and divides them into six conventional categories.

1. Dominance and Control: Ricardo Mutti

Italian conductor Riccardo Muti is attentive to detail and very meticulous in matters of governance as the orchestra rehearsals and at performances. His gestures are concentrated all the nuances of the game: it informs about the musicians alternated with the tone, long before they have to be reconstructed. Mutti controls every step of subordinates, nothing and no one is left without his attention.

Total control due to the fact that the conductor himself feels the pressure from senior management: the Board of Directors or the ever-present spirit of the great composer. Such a leader is always subject to condemnation by the unrelenting super-ego.

The dominant leader is unhappy. Subordinates he is respected, but not loved. This is especially clearly exemplified by Mutti. Between him and the senior management of the Milan opera house "La Scala" conflict occurred. Conductor outlined their demands superiors at default which threatens to leave the theater. He hoped that the orchestra will be on his side, but the musicians have reported a loss of confidence in the executive. Mutti had to resign.

According to you, the conductor's desk - the throne? For me this is a desert island, ruled by loneliness.

Ricardo Mutti

Despite this, Ricardo Mutti is considered one of the greatest conductors of the XX century. Thalgo Itay says that personnel management seminars, most students said they would not want such a leader. But to the question: "Is it Effective leadership? Can he force his subordinates to do their job? "- almost all answered in the affirmative.

The dominant leader does not believe in the ability of employees to self-organization. He takes full responsibility for the result, but requires unquestioning obedience.

When it works

This tactic is valid if you have problems with discipline in the team. The author cites the example of biography Mutti and talks about his experiences with the Israel Philharmonic Orchestra. This is an excellent team, but the style of his work has formed an interface between European, Mediterranean and Middle Eastern cultures. The diversity of traditions has led to a lack of formal discipline within the orchestra.

At that moment, when the stick Mutti froze in the air on the eve of the first notes, one of the musicians decided to move his chair. There was a creak. The conductor stopped and said, "Lord, do not see their score words" creaking chair. ' " With the second only the music sounded in the hall.

When it does not work

In all other cases, and especially when the work of employees is related to the creativity. Style Mutti control eliminates errors, and in fact they often lead to new discoveries.

2. The Godfather: Arturo Toscanini

Star conductor's affairs Arturo Toscanini showed maximum participation in the life of the orchestra in rehearsal and on stage. He minced no words and scolded musicians for errors. Toscanini was famous not only for his talent of the conductor, but also professional temper.

Every failure of subordinates Toscanini took to heart, because one mistake - a mistake of all, especially the conductor. He was demanding of others, but no more than to myself: come early for rehearsals and did not ask for privileges. Every musician knew conductor sincerely worried about the result, and did not take offense at the insult for inaccurate game.

Toscanini demanded musicians full-time commitment and waited flawless execution. He believed in their talent and was collected at the concerts. It was evident how proud he was of his "family" after a successful performance.

An important motivator of employees of the group, - the desire to work well "to his father." Such leaders love and respect.

When it works

In cases where the team is ready to take the three basic principles of family culture: stability, empathy and mutual support. It is also important that the leader has the authority, it was competent in his field, had professional achievements. Such leaders should be treated as a father, so he must be smarter and more experienced subordinates.

Such a principle of management is often resorted to when the team is going through difficult times. During the strengthening of trade unions major companies introduced slogans from the category of "We are one family!" Guide seeks to improve working conditions, It enables employees to obtain additional education, conducting corporate events and provides subordinates social package. All this is aimed at motivating employees to work for the authorities, who took care of them.

When it does not work

In some modern organizations, where the relationship between human beings sometimes more important than the formal hierarchy. In these teams does not imply deep emotional involvement leader.

Such a principle of management requires not only the authority and competence of the head, but also the ability of subordinates lived up to their expectations. Itay Thalgo talks about his experience learning from the conductor Mendi Rodan. He demanded a lot from each student and took his failure as a personal defeat. This pressure, coupled with abuse depressed author. He realized that a teacher will help him get a diploma, but do not bring up in it a creative person.

3. According to the instructions: Richard Strauss

The author says that many of those present at his seminars managerial behavior Strauss on the scene just amused. Visitors elected him as a potential leader only is based on the fact that with such a chief can not particularly bother to work. Conductor eyelids lowered, he looks estranged and only occasionally glances at one or another section of the orchestra.

This conductor is not intended to inspire, it only hinders the orchestra. But if you look closely, it becomes clear what is the basis of this management principle - follow the instructions. Strauss focuses not on the musicians, and the notes, even if the orchestra plays his work. In this way he shows how important it is to follow the rules strictly and accurately perform the work, not allowing their own interpretations.

It is understood that the absence of interpretations and discoveries in music - it's not bad. Such an approach makes it possible to expose the product structure, to play it as the artist originally intended.

Such a leader trusted subordinates, require them to comply with regulations, and believes that they will be able to meet them. This attitude flattered by the employees and motivates them, they gain self-confidence. The main disadvantage of the approach lies in the fact that no one knows what will happen in the event of a situation that is not listed in the instructions.

When it works

Such a principle of management works in different cases. Sometimes it is as comfortable as possible for quiet professionals accustomed to working in accordance with the law. Sometimes the supply of employees required instructions is necessary, such as the interaction of different groups of subordinates.

The author cites the example of his own experience of working with an orchestra and a rock band Natasha's Friends. The problem arose from the fact that the musicians of the group came to the end of the second hour, three-hour rehearsal. They were convinced that nothing will prevent the music to devote the remainder of the day, not thinking about what a rehearsal of the orchestra are subject to a strict time frame.

When it does not work

control principle is based on following the instructions does not work where there should be promoted the ability to create and develop new ideas. As absolute obedience to the leader, follow the instructions implies the absence of errors, leading to new discoveries. It can also deprive employees of professional enthusiasm.

The author cites the example of the biography of the conductor Leonard Bernstein. The Israel Philharmonic Orchestra under his baton was rehearsing the finale of Mahler's symphonies. When the conductor gave the signal for the introduction of brass, in response to the silence that followed. Bernstein looked up: some musicians left. The fact that the end of the rehearsal was appointed to 13:00. The time was 13:04.

4. Guru: Herbert von Karajan

Maestro Herbert von Karajan on the scene almost did not open his eyes and looks at the musicians. He just waits for that subordinates as if magically find it desires. This was preceded by preliminary work: Conductor carefully explained the nuances of the game at the rehearsals.

Guru did not specify a time frame, and the musicians did not set a rhythm, he only listened carefully and passed orchestra softness and depth of sound. Musicians thus ideally fall into each other. They become interdependent conductors and over and over again to improve their skills of playing together.

Such an approach suggests the leader of arrogance: it acts to bypass the accepted postulates and always confident of success. At the same time members of the band is much more dependent on each other than on the instructions manual. They are endowed with the power to directly influence the results. They have the added responsibility, so a stay in such a team for some may be psychologically difficult test. This management style is similar to the dominance of Mutti is that the leader is also not available for dialogue and impose their vision of subordinate organizations.

When it works

When the work of the team is associated with the work of staff, for example in the field of art. American artist Sol LeWitt hired young artists (in the amount of several thousand), explained the concept and gave some instructions. After that subordinates were sent to do without the Levitt control. He was interested in the result, not the subordination of the process. Reasonable and wise leader, he understood that the joint work only enriches the project. That's what made him the artist put up in the world in my life, he spent more than 500 solo exhibitions.

When it does not work

Each collective relevance of this control principle depends on many individual factors. This approach often leads to the collapse, however, for example, Cadbury & Schweppes created corporate governance code Cadbury, which It describes procedures designed to protect the company against excessive ego and head to convey important information to all participants process.

The author also tells an instructive story from my own experience. He wanted to begin its work with a symphony orchestra of Tel Aviv with a loud innovation. Itay Talgi pitched string section and arranged on the quartets wind therebetween. He suggested that since each of the musicians can feel like a soloist. The experiment failed: the participants were not able to maintain communication, being far away from each other, so it is extremely poorly played.

5. Dance leader: Carlos Kleiber

Carlos Kleiber dancing on stage: extends his arms, jumps, bends and sways from side to side. At other times, he directs the orchestra only with your fingertips, and sometimes just standing and listening to musicians. On stage, the conductor is divided into joy and multiplies it. He has a clear vision of forms and leads for a musician, but it does so not as a leader, and as a solo dancer. He constantly demands from the subordinates to participate in the interpretation and does not load its guidance details.

Such a leader is not run by people, and processes. He is subordinate scope for the introduction of innovation, encourages them to create their own ideas. Employees share leader with authority and responsibility. In such a collective error easy to fix, and even transform into something new. "Dancing" leaders appreciate ambitious employees, preference to those who are able to faithfully carry out their work according to the instructions.

When it works

A similar principle applies when an ordinary employee can own more relevant information than the boss. As an example, the author presents his experience in working with agencies to combat terrorism. The agent in the field should be able to make their own decisions, sometimes breaking the direct orders of command, because he has the most complete and current knowledge of the situation.

When it does not work

When an employee is not interested in the fate of the company. The author also argues that such an approach can not be artificially imposed. This will work only if you are able to genuinely be happy for the success of employees and result.

6. In search of meaning: Leonard Bernstein

Secret cooperation Leonard Bernstein Orchestra is revealed not on the scene, and beyond. The conductor did not want to separate emotions, experiences and aspirations of the music. For each of the musicians, Bernstein was not only a leader, but also a friend. He was invited to be creative is not a professional, but a person: in his orchestra perform, listen to and make music in the first place the individual, and only then subordinates.

Bernstein put before the musicians the main question: "Why?" That was the The secret of his successHe did not force play, and did so to the man himself wanted to play. Bernstein's answer to the question everyone was his own, but all equally felt involvement in the common cause.

When it works

Dialog management with employees and giving them a sense of activity will benefit any organization where the work group members are not brought to the set of the same type of action. The important condition for this is that employees must respect the leader and consider him competent.

When it does not work

Itay Thalgo talks about the situation, when he tried to apply the method of Bernstein, but met with only a misunderstanding on the part of subordinates. The reason was that many of the musicians of the symphony orchestra of Tel Aviv were significantly older and did not know it. The first rehearsal was not too successful. "Something is wrong, - said Thalgo orchestra. - Just I do not know that. Tempo, intonation, something else? What do you think? That can be corrected, "One of the older musicians stood up and said:" There, where we arrived, the conductor did not ask us what to do. He knew what to do. "

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In the book "The uninformed maestro" Itay Thalgo not only talks about the principles of management of the great conductors, but also It reveals three important qualities of an effective leader: ignorance, empowering sense of emptiness and motivation hearing. The author speaks not only about how to be a leader, but also about the role of subordinates working in communications. Universal principle of governance does not exist, every effective leader develops his own. And you learn something and learn some techniques you can have six great conductors, which are written in this book.

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