Here are 5 more:
1. The jazz-leader hires very carefully, ensuring personal goals are aligned to organisational objectives, and then focuses on making the most of an individual’s strengths. This means each person is fully engaged, playing a part that resonates with them, and being valued for exactly what they have to offer.
You write just for their abilities and natural tendencies and give them places where they do their best
2. The jazz-leader looks indistinguishable from the rest of the group. They guide the vision, while being active in the process of realising it. They take the limelight when it’s their turn, standing to the side when it’s another’s time to direct the action. They’re clear about what they need, and then they let go.
With Bill Evans it’s a mutual exchange. Yet, in a way, it’s very demanding because he lets me play so much
3. The jazz-leader builds a culture of trust. They recognise that it’s impossible to improvise if confidence is eroded by criticism, if you question every move you make, if you’re afraid of being judged, ridiculed or ostracised. They ensure there’s the stability of trust in order to have the freedom to improvise.
How great musicians demonstrate a mutual respect and trust on the bandstand can alter your outlook on the world
4. The jazz-leader makes the system the servant not the master. They provide structures that ‘hold’ the activity rather than dictate it. They design frameworks — roles, instrumentation, repertoire, arrangements — that enable real-time change. They are unambiguous about the foundation so creativity can be built upon it.
Form is possibility
5. The jazz-leader knows that the state of being on purpose, or ‘in flow’, motivates everyone, and can be found through any work. They accept that peak performance is unpredictable and cannot be forced, and they build a working environment that promises it could happen at any time.
Because you never know when the revelations will come to you, you have to practice very day
Do you like the sound of jazz-leadership?
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