Leaders Need to Compel Others to Follow

Jazz Band

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In Henry’s world, everyone was independent, joyously free-spirited, or at least accustomed to keeping their options perpetually open. How could you organize them, much less become their leader?

Henry’s world comprised music and musicians, performance venues, recording studios, concert audiences and intimate audiences. It was a world in which each musician and every band heard their sound as unique. Everyone was demanding, from the hootenanny picker at a one-night gig to the downtown club that booked only stars. Nobody ever compromised, least of all on “sound.” Henry called these people egoists, prima donnas, and unabashed capitalists—and was gracious enough to include himself.

If Henry were somehow to corral this crowd, then he’d need to formulate a sophisticated approach, which challenged an entrenched skepticism but did not seem like a threat.

Henry was a talented pianist and composer, recently out of conservatory. But he was a maverick. He wanted me to help him think about how to “do” music on his own terms. “I want to compose and perform and make a living at it. Maybe start a band?”

So, how could Henry break design a durable performance style?

Though Henry could play anything on the piano, from Gershwin to Rachmaninoff, he liked to experiment with a twelve-tone scale augmented by electronica. He had posted a few performances on YouTube and even found some kindred spirits. “People want to extend the limits of conventional ensembles, so how do I draw them into a sustainable audience? How do I get a back-up ensemble that’s more reliable than the itinerant hobbyists on Craigslist?”

In other words, Henry wanted advice on how to become his own kind of professional. For that, he would need to lead a movement where like-minded professionals were drawn to him. Probably, he would need a dedicated venue. So, we set out to discuss his next steps.

We started with the venue, since Henry saw it as a draw. “I’m thinking of a place where other musicians feel comfortable experimenting,” he said. “It wouldn’t have to be electronica, but that would be part of the mix—performers would come for the synergy.” So, Henry envisioned a sort of repertory space, where his own group would be a staple (once he formed it), while other performers would come for the musical excitement while they drew a larger audience.

The challenge was finding a space, then financing it. That meant an initial investment and ongoing maintenance. Henry nosed around downtown and finally found an old club in a loft.

But potential backers were skeptical. So, we talked about what he could do, and how he could bring them around. How could he sweeten the deal?

Henry thought for a moment, and this is where his determination kicked in. What if, he suggested, he could offer them a chance to record some sessions?

By the time we spoke the following week, Henry had obtained a commitment from four producers, each of whom would advance funds, provided they could record selected sessions over a five-year period. This was in addition to the (eventual) profit-sharing arrangement that Henry had already offered. “They’ll lend a certain commerciality to the place,” Henry said, “and they’ll favor some groups over others. But the venue will be up and running.” He’d managed to corral hard-nosed businessmen into joining up with a performer who had little more than a gleam in his eye.

This showed leadership. Henry had been flexible enough so that his determination did not come off as stubbornness. He had understood what he could concede to keep on keeping on towards his goal of a downtown performance venue.

Now he just had to use that same M.O. to build his own group; attract other groups; build an audience; and support himself without running around the country performing one-night stands. “I guess I’ve learned something,” he said. “No one in this business likes to compromise, but if you can appeal to their self-interest, it won’t feel like compromise.”

So, Henry began recruiting back-up players for his group. Since most of these guys viewed themselves as creatives— much as Henry viewed himself—he could not just offer them back-up status. “I emphasized the improv side of experimentalism,” he said. “Everybody would have a hand in developing the sound.” That is, Henry led by appealing to an anti-top-down mentality that favored the group. He knew these guys might not hang around forever (they’d eventually go out on their own) but, at least initially, he’d attract them with the chance to feel like they were living up to their potential.

More than that, I thought he was being empathetic, whether he knew it or not. You cannot be flexible— or, rather, effectively flexible—unless you appreciate the other person’s position, i.e., their goals for themselves in any negotiation. Henry understood how these guys felt and turned it to his advantage even as he allowed them to feel comfortable in agreeing to join him. He exercised a kind of emotional intelligence, which is crucial in business, especially where people’s egos and sense of themselves are at stake.

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Part of the determination/flexibility dyad in becoming a leader is to understand—and then appeal to—how another person thinks. Here, Henry had a built-in advantage, since he tended to think just like they did. He just had to instrumentalize what he knew. He had to become conscious of how he would react in those people’s situations as they sat opposite him, discussing a potential deal. If he hadn’t had easy access to this knowledge, he would have had to try harder, putting himself in the other people’ places. In any case, he would have had to extend himself and compromise, since leadership involves helping people to understand the merits of sharing of your goals.

As Henry sees it, leadership means always readjusting to circumstances, never letting up.

So, consider what Henry learned:

• Determination is not always sufficient in dealing with people who have their own interests and who are invested in their culture. You must show that you understand where they are coming from and are willing to accommodate them.
• Accommodation can be a win-win proposition, provided you get people to Yes and can still carry on with most of your objectives intact.
• People want to be heard. They want to be valued. Leadership consists in showing people that they can express themselves—and be themselves—even in your enterprise.

Henry learned to adjust.