Conductor Model

Have you ever flexed your muscle by looking at the musical band, “How they operate in synchronization to a person waving his wand in the air?” Before delving further, we know an important cog in the wheel. How do we address him? Do you have a name? Nor did I, but decided not to leave it blind. Asking on same from the lead would mark a red cross in my book of manners. Research work is a tool which I knew will take me through. The one which I felt defined him the best, out of several given to him was the “conductor”.

The conductor's craft may be described as an art of persuasion by which musicians, audiences, and communities come to share a deep connection with the orchestra and its repertoire. Passion, intellect, insight, musical talent, and charisma all come into play. A conductor's authority flows from the power of his musical vision, the skill & facility by which musical ideas are communicated through physical movement as well as verbal instructions.

One of the most basic functions of the conductor, I learned, was simply keeping the whole orchestra coordinated, so that all the different musicians started and stopped playing at the right time. One key to this was to express the beat of the music through the movement of the conductor’s baton. Musicians count the number of beats when they are silent, and begin playing at the right time. Different songs have different rhythms, and so the conductor uses different movements to express the beat depending on the rhythm.

To simplify & eliminate the unnecessary so that the necessary may speak. While a conductor should give players direction a great conductor treats his players as partners. Focusing on making music together, rather than controlling their each note, giving them the desired freedom in guidance.

There is a mismatch between “what science knows & what businesses do”. While research shows traditional incentive motivators are not effective at getting employees to do what you want, businesses use them anyway. If we really want high performance on those definitional tasks of 21^st century. The solution is not to entice people with a sweeter carrot or threaten them with a sharper stick. We need a whole new approach in which companies provide employees with a high degree of autonomy to explore their own ideas.

After being re-acquainted with Maslow’s Hierarchy of Needs, had an epiphany. “We’re not asking meaningful metrics,” “We’re not asking important questions. We’re not asking anything that’s intangible.” Revamp the company’s business model to focus on some less than tangible indicators of success, the higher needs of customers & investors.