Leadership: the true artists

Published: 2011-12-04   There are 4 comments ... please add yours below

“Who the hell cares about art?” That was my first sentence when opening an exhibition last weekend in Sydney. I then summarised three things I believe the best artists do that ensures their audiences care. On reflection, these same three actions answer another question that’s close to my heart: who the hell cares about leadership? So, let me share them and see what you think. In particular, whether the people you lead would say you’re succeeding or not.

In my speech (see quotes below in italics), I drew heavily on my visit in June to the Venice Biennale. The artists, who engaged me (and made me care) demonstrated the following:

• They had something to say. I felt strongly what they sought to convey. Not quiet whispers of trivial feeling or intent but strong messages of anger or pain (or, in one case, pastel-coloured joy) – that enticed me into their world and its particular concerns. As a leader, would your people say you have passion? Conveying a vision and purpose, a task of real importance that merits their involvement and commitment?
• They executed with imagination and skill. Creating or borrowing whatever technique best carried their message – whether modern technology, commercial idiom or traditional artistic media. They drew me in: their effective presentation persuading my eyes and other senses to become the gateway to my heart and mind. As a leader, you too need to be technically proficient: in market knowledge, strategic thinking, staff development and much besides. Otherwise, there’s no point in making people care. It will only lead to frustration and annoyance unless you can demonstrate how the team can go on to excel, win and do something about the vision or purpose you shared.
• Thus they started me thinking – and left me changed. I carried away both a memory and a message: a visual recollection of their painting, sculpture, video or installation. But also, more importantly, a different awareness from having joined them in their particular worldview. Would your people say you’ve changed them: making them more engaged and aware, more effective or excited? After working with you, would they feel more capable: more likely themselves to become good leaders? Are you, like a great artist, helping others to develop greatness – making your contribution to a better business and better world? Will they talk of having worked for you as they pass knowledge to the next generation?

As an engineer by training and someone, who believes deeply in system and process, I would not naturally argue for there being more art than science in leadership. But, true greatness in any field (whether you’re van Gogh, Galileo or Gates) starts with the rigour of science and technique but ends with the artistry of creation and finding new ways.

So, who’s the best leader you’ve seen or worked with and what did you learn? How well are you modelling and passing on the messages they shared with you? What more could you do?

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®