Smells like team spirit

Music has been the backdrop of my existence for as long as I can recall. From the age of 17, I took to the bass guitar professionally, a decision that would profoundly shape not just my musical journey, but my approach to management and leadership as well.

In the realm of bands, humility is the cornerstone. There's always someone better, someone more adept at their craft. Thus begins a ceaseless odyssey of learning and refinement, a quest for perpetual improvement. Yet, amidst the technical virtuosos, it's those who truly listen, who meld seamlessly into the ensemble, that become cherished collaborators.

When assembling a band, the focus narrows to three vital elements:

• attitude
• motivation
• hunger for collective growth

Here, distinctions of race, gender, age, or creed fade into insignificance, supplanted by the shared vision of creating something greater together.

For me, the bass isn't just an instrument; it's the linchpin connecting rhythm to harmony. Its subtleties may go unnoticed by some, but its resonance is felt by all. A well-played bassline conjures a groove that speaks of depth, equilibrium, and power.

In the nascent stages of my managerial career, I instinctively drew from these musical principles. Much like a bassist in a band, my role was to be the silent force, binding disparate talents into a cohesive whole. I created an environment where individual brilliance could shine, fostering an atmosphere of improvisation and innovation akin to jam sessions.

From instrumentalist to conductor - The Transition to General Management

In 2015, an extraordinary opportunity beckoned: enrolment in the Transition to General Management Programme at 欧洲工商管理学院 (INSEAD) . It was akin to a maestro's masterclass, offering insights not just into managing a band, but conducting a symphony.

Suddenly, I found myself transitioning from instrumentalist to conductor, tasked with orchestrating complex symphonies with virtuosos far surpassing me in their respective domains.?

Once again, music guided my leap of faith. A conductor may never match the technical prowess of a first violinist or a clarinetist, but that's not the aim. The conductor holds the grand design, the score that every member of the orchestra must follow. They set the tempo, the mood, the intensity—the interpretation.

Observing symphonic conductors illuminated my path as a general manager. They don't gaze out at the audience; they face their teams, guiding each musician through music, knowing that a single misstep could derail the entire performance.

This, to me, encapsulates the essence of general management—the team is paramount. Before charting a new course, one must intimately understand each member, setting benchmarks tailored to their capabilities.

Too often, general managers fall into the trap of believing that only the executive echelon comprehends their grand designs. Yet, it is the team, above all, that must be the first audience for these strategies.

Throughout my tenure as a GM, I've been blessed with colleagues whose brilliance eclipsed mine, collaborators who aided in crafting strategies and tactics achievable collectively, on time, and within budget.?

When plans forged alongside your team are presented to top management, the results seldom disappoint. Moreover, it embarks the team on a shared voyage, where every individual understands their role in creating value.

With this analogy in mind, I recommend to every new GM the following :

Know your people

If you treat an individual as he is, he will remain how he is. But if you treat him as if he were what he ought to be and could be, he will become what he ought to be and could be. - Goethe

Upon assuming the position, invest a minimum of three months in cultivating a profound connection with your team. Schedule individual meetings, each lasting at least 60 minutes, to gain a comprehensive understanding of their identities, motivations, and innate strengths.

I refer to these sessions as "holistic meetings", prioritising discussions on family dynamics, personal passions, attitudes, and mindsets over mere technical proficiency. Skills can be honed and developed through training. Your role as a manager is to pinpoint areas for improvement and facilitate the necessary support to meet performance expectations.

However, genuine indicators of success lie in traits such as kindness, humility, courage, determination, and a willingness to learn. These qualities form the bedrock of a cohesive team essential for achieving your objectives.

This philosophy should underpin your recruitment strategies and any internal restructuring efforts. It's imperative to ensure that each team member is positioned according to their innate talents and passions. When assembling a team, akin to curating a musical ensemble, emphasise leveraging strengths rather than rectifying weaknesses. Individuals driven by a sense of purpose will exhibit passion, which in turn fosters diligence and ultimately excellence.

Fortunately, several effective tools exist to facilitate this process, such as MBTI surveys or assessments like the 16 personalities test. Personally, I have found Insights to be the most comprehensive and user-friendly tool for swiftly applying these insights within my teams.

Be genuine and clear

As a GM, navigating the complexities of leadership requires clarity amidst the chaos. Internal dynamics, financial constraints, crises, and individual egos often muddy the waters, obscuring the path forward.?

Your role is to ensure that amid these complexities, your teams maintain sight of the tempo shifts and counterpoints, safeguarding their energy and focus throughout the endeavour.

To maintain my bearings, I adhere to a framework of values, encapsulated in what I called "THE DAC”:

• Transparency (T): Central to effective leadership is transparency. All pertinent documents, plans, and budgets should be readily accessible to everyone involved. Openness fosters trust, a cornerstone of successful collaboration.
• Honesty (H): Integrity is non-negotiable. Be forthright in all circumstances, admitting challenges and uncertainties when they arise. Authenticity breeds trust, encouraging reciprocity in honest communication from your team.
• Empathy (E): Recognise the humanity of your team members. Life's trials—be they personal, familial, or health-related—can impact performance. Foster an environment where vulnerability is embraced, prioritising support over relentless pursuit of objectives.
• Directions (D): Clarity in communication is paramount. Your instructions should be clear, concise, and universally comprehensible, transcending roles, locations, and cultural backgrounds. When your team understands the destination, so too will stakeholders and audiences.
• Alignment (A): Leading diverse teams necessitates navigating divergent perspectives. While collective input is invaluable, decisive leadership is essential. Respectfully consider all viewpoints, but ultimately, commit to a course of action with clarity and conviction.
• Commitment (C): With alignment established, commitment to the project's success is imperative. Define tasks meticulously, ensuring each member understands their role within the broader plan. Apply a S.M.A.R.T framework to tasks, promoting accountability and efficiency.

Embracing these principles empowers you to steer your team through the complexities of leadership, fostering trust, clarity, and unity amidst the tumult of the journey.

Be grateful?

You don't become a leader when you get promoted, you become a leader when you decide to care. - John Cobb

Throughout my career, I've had the privilege of steering and enhancing premium brands on a global scale, spearheading corporate website transformations, crafting intricate digital strategies, implementing CRMs and collaborative platforms, navigating change management and transition processes, executing advocacy strategies across borders, and handling numerous crises... all within the dynamic environments of international, multicultural organisations.

Yet, amidst these achievements, my greatest source of pride has been leading and nurturing the individuals who placed their trust in me. They challenged me when I faltered, broadened my perspective, and ultimately contributed to my success as a leader.

Without the unwavering support of my teams, none of this would have been possible. To them, I owe everything I've learned and all the success I've achieved. They've opened my eyes to new horizons, making me into the leader I am today.

To all of you, thank you for expanding my horizons, for confronting me when necessary, for providing feedback that honed my leadership skills and enriched my character.

To conclude, here are some books that have deeply influenced me and which I highly recommend to any aspiring leaders:

• No rules rules and The Culture Map by Erin Meyer
• Leaders eat last by Simon Sinek
• Primal leadership by Daniel Goleman , Richard Boyatzis and Annie McKee
• X-Teams: How To Build Teams That Lead, Innovate, And Succeed by Deborah Ancona and Henrik Bresman
• Backstage Leadership: The Invisible Work of Highly Effective Leaders by Charles Galunic

and finally,

• Resonance: A Sociology of Our Relationship to the World by Hartmut Rosa