I’m a jazz fan, always have been. And I’m a Monk fan.
Monk created this list when a musician joined his band for a multiple-week gig.
I encourage the managers I work with to have a readme document for themselves and to have a structured, personal way of welcoming new members to their team. It also goes a long way for that welcoming to include peers.
In any case, here’s Monk’s list. What does yours look like?
- Just because you’re not a drummer, doesn’t mean you don’t have to keep time.
- Pat your foot & sing the melody in your head, when you play.
- Stop playing all that bullshit, those weird notes, play the melody!
- Make the drummer sound good.
- Discrimination is important.
- You’ve got to dig it to dig it, you dig?
- All reet!
- Always know… (monk [backwards])
- It must be always night, otherwise they wouldn’t need the lights.
- Let’s lift the band stand!!
- I want to avoid the hecklers.
- Don’t play the piano part, I’m playing that. Don’t listen to me. I’m supposed to be accompanying you!
- The inside of the tune (the bridge) is the part that makes the outside sound good.
- Don’t play everything (or every time); let some things go by. Some music just imagined.
- What you don’t play can be more important than what you do.
- Always leave them wanting more.
- A note can be small as a pin or as big as the world, it depends on your imagination.
- Stay in shape! Sometimes a musician waits for a gig, & when it comes, he’s out of shape & can’t make it.
- When you’re swinging, swing some more!
- (What should we wear tonight?) Sharp as possible!
- Don’t sound anybody for a gig, just be on the scene.
- These pieces were written so as to have something to play, & to get cats interested enough to come to rehearsal.
- You’ve got it! If you don’t want to play, tell a joke or dance, but in any case, you got it! (to a drummer who didn’t want to solo).
- Whatever you think can’t be done, somebody will come along & do it. A genius is the one most like himself.
- They tried to get me to hate white people, but someone would always come along & spoil it.
Source: Open culture
Managing is getting something done, stabilizing existing processes, controlling and correcting deviations to ensure quality and reliability.
Leadership is about doing something new or better, whether a simple process improvement or a transformation. It is more about reframing for improvement. It likely calls upon people to learn new skills and shift beliefs.
Our tendency to ascribe leadership to individuals that hold a formal entitlement as head of a team, group, or function is unhelpful when distinguishing management from leadership as activities with different purposes.
Leadership is not the property of a formal position, but rather an activity that occurs anywhere in the company. A person responsible for such a change is therefore in a leadership role irrespective of title.
source: “Culture shift with Ed and Peter Schein” in Dialogue. Also a Twitter thread.
Sir Nicholas George Winton is a British humanitarian who organised the rescue of 669 mostly Jewish children from German-occupied Czechoslovakia on the eve of the Second World War. Winton found homes for them and arranged for their safe passage to Britain.
Winton kept his humanitarian exploits under wraps for many years until his wife Grete found a detailed scrapbook in the attic in 1988. The scrapbook contained lists of the children, including their parents’ names, and the names and addresses of the families that took them in.
After sending letters to these addresses, 80 of “Winton’s children” were found in Britain. The world found out about Winton’s work in 1988 during an episode of the BBC television programme That’s Life! when Winton was invited to be an audience member.
You can read the whole story here.
An excellent article from Ed Yong begins like this:
Army ants will sometimes walk in circles until they die. The workers navigate by smelling the pheromone trails of workers in front of them, while laying down pheromones for others to follow. If these trails accidentally loop back on themselves, the ants are trapped. They become a thick, swirling vortex of bodies that resembles a hurricane as viewed from space. They march endlessly until they’re felled by exhaustion or dehydration. The ants can sense no picture bigger than what’s immediately ahead. They have no coordinating force to guide them to safety. They are imprisoned by a wall of their own instincts. This phenomenon is called the death spiral. I can think of no better metaphor for the United States of America’s response to the COVID-19 pandemic.
The U.S. enters the sixth month of the pandemic with more than 6.3 million confirmed cases and more than 189,000 confirmed deaths. The toll has been enormous because the country presented the SARS-CoV-2 coronavirus with a smorgasbord of vulnerabilities to exploit. But the toll continues to be enormous—every day, the case count rises by around 40,000 and the death toll by around 800—because the country has consistently thought about the pandemic in the same unproductive ways.
The author then identifies nine errors that hamper our ability to respond to the pandemic. And one stands out to me because we discuss it often in my strategy workshops.
The most accurate model to date predicts that the U.S. will head into November with 220,000 confirmed deaths. More than 1,000 health-care workers have died. One in every 1,125 Black Americans has died, along with similarly disproportionate numbers of Indigenous people, Pacific Islanders, and Latinos. And yet, a recent poll found that 57 percent of Republican voters and 33 percent of independents think the number of deaths is acceptable. “In order for us to mobilize around a social problem, we all have to agree that it’s a problem,” Lori Peek says. “It’s shocking that we haven’t, because you really would have thought that with a pandemic it would be easy.” This is the final and perhaps most costly intuitive error …
The first lesson is, of course, a refresher: Situations that require the coordination of all parties involved can only be solved by the participation of all parties involved. And that participation is best obtained when parties see and agree on the nature of the problem, rather than by means of executive fiat.
And the second lesson is the costly intuitive error: To think that because the situation is obvious to you it will be obvious to others.
I am a fan of keeping a journal. I keep one myself and I encourage the leaders I work with to do the same.
The format does not really matter (what you thought, what you did, what you said, how you felt, etc.) as long as you record it. By recording it you’re acknowledging that it mattered at the time and you’re making it matter now.
You don’t keep a journal to revisit it. You keep a journal to make a record, to state that your day mattered.
I’m reminded of this by a recent post I read on keeping a Good Times list:
to notice and record the moments and experiences in life that bring you joy, or that energise and fulfil you. This one thing will help you appreciate what really matters, and to do more of them. It’s simple to do, and you need nothing more than a pen and paper.
It’s another form of “counting your blessings”. And it will help you keep track of what really matters.
[photo by Dina Spencer
… any more than finding a recipe will make you a great cook.
Bill Bennett reflects on the writings of Alfred North Whitehead on learning. He ends up dismissing the pursuit of “best practices” as secrets to success in favor of a culture of discovery:
- Design your organization so that it develops new capabilities;
- Make it your job, as a leader, to help your organization be better at learning;
- Structure your organization so that your people must engage with important, unsolved problems.
- Establish routines that allow for failure and reward those who try to discover;
- Build a culture that values discovering over knowing, becoming over being;
- Lead by design.
And don’t forget the secret: There is no secret1
Millennials want the same things from their employers that Generation X and Baby Boomers do:
- Challenging, meaningful work;
- Opportunities for learning, development and advancement;
- Support to successfully integrate work and personal life;
- Fair treatment and
- Competitive compensation.
And all three generations agree on the characteristics of an ideal leader: a person who
- Leads by example, is accessible,
- Acts as a coach and mentor,
- Helps employees see how their roles contribute to the organization, and
- Challenges others and holds them accountable.
Full article here.
When my friend Xavier took an interest in my master’s thesis –that was a few years ago ;)– he started suggesting books and journal articles that he thought might be useful to my research. Soon thereafter I started doing the same whenever I bumped into something I thought might be useful to his doctoral dissertation (and later to his research and classes).
I also began doing this to other friends and colleagues. It had been (and still is) a great experience for me and I wanted others to experience the same.
This has been going on for decades now. Of course, paper cuttings and photocopies have become emails with links and attachments.
I am thinking it is time to broaden the circle. And that is why I am creating a monthly newsletter.
The content of the newsletter will follow my consultancy practice and intellectual pursuits: leadership development and executive coaching, that is, people managing themselves, others, their team, and their organization.
My hope is that as a subscriber to the newsletter you will also become a contributor of material that might be interesting to other subscribers. Please send your suggestions by replying to the newsletter email you receive – subscribe here.