Observation
Great box sets don’t just happen – nor does great leadership!
A great director (leader) gives life to a work of art – gives it a heartbeat --- a pulse!
Adrienne Posey
Author, Creative and Designer
I love box sets or more accurately, ongoing streamed narratives! 24 first hooked me and since then my addiction has become total. Along the way the designer drugs of choice have included Scandi Noir (The Killing), the hunt for US serial killers (True Detective) and multi layered family dramas (Big Little Lies).
Last night we were completely enthralled watching the final season of ‘Ozark’. If you are a fan and have not watched it yet, you are in for a real treat. Afterwards we were marvelling at how something that was so good to start with could become even better.
What makes them so good?
Our conclusions were:
The investment of time – virtually all the great box sets have multiple series of many episodes. Stories are built slowly; nuance is possible without having to hit the audience over the head and what works and does not work can be built upon.
The actors inhabit their roles – any half decent actor must get better as their experience grows.
Technology and techniques improve over time – just watch 24 again and see how dated it looks.
As viewers watch, their understanding, engagement and relationship with the characters and storyline deepens – the enjoyment of a box set cannot purely be measured in rational terms. My dad died of cancer far too early, therefore father son narratives touch me in a way which will be different than for many others.
They continually evolve – great art is about being organic and constantly pushing the boundaries. If you want ‘paint by numbers’ go watch East Enders!
Leadership is the same!
It finally looks like our colleagues will be returning to the office over the weeks ahead. They will need a different type of leadership than they have had over the last two years. I suspect good leaders will apply the same lessons as above ie:
Leadership is for the long term, not just a series of quick fixes.
You will get better by acting as a leader.
Expectations, recruitment markets, technological solutions all change – what was great yesterday will not be great tomorrow.
People respond to you emotionally – as they get to know you, what will you show them as a leader?
Leadership requires you to give of yourself – it is not about just going through the motions!
Challenge
Leadership requires you to be proactive!
“CEO’s are flooded with information, but reliable information is surprisingly scarce.
All information coming into the top is filtered.
Sometimes with good intention, sometimes not”.
Michael Porter
HBR 2004
I always enjoy working with new clients and January has been no exception. I have started coaching two newly appointed CEO’s. They are very different personalities and their organisational challenges differ widely and yet there has been much common conversation about the nature of being a leader and in particular the CEO. One of them (thanks Dom) introduced me to a 2004 HBR article by Michael Porter on The Seven Surprises For New CEO’s. I had not come across it before, despite it apparently being quite famous. However, I can strongly recommend it to you.
In particular, the following struck me:
It is hard to know what is actually going on – there is no absolute, you need to make sense of it. This requires multiple touch points, space to reflect and wise counsel.
Leaders are always sending messages – you need to be the message not just tell the message!
You are only human – despite some others seeing you as omnipotent, you will get tired, irritable, and frustrated.
Over the next few weeks, months and years ahead, are you paying enough attention to the unique challenges of being a leader? Rarely, if ever, is it just about incremental improvement on your previous role.
Practical Action
Do not immediately dive into the next episode!
Imagine you are the lead director of your favourite series, and it is entering the last season. You want to create something incredible that will be remembered – what would you do?
If it was me, I’d:
Create the space – make sure I had the time to think, engage with others and plan a way ahead.
Gather great people around me – acknowledge that without great talent there is little chance of success.
Shape the story – and then let others build on it.
Generate excitement about what is possible – create energy, belief and momentum.
Make sure I could execute – have a plan, get the budget, create feedback mechanisms and shape the key interactions which will enable delivery.
Empower the people – let them get on and be creative, but also provide active coaching (support, challenge, and feedback).
I suspect few leaders would disagree with this. What I find disappointing, in my experience, is that relatively few will act on it boldy enough, as many will just dive into episode one, scene one!
This is not what you are paid to do and more importantly, it not how you create most value!
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