Real Leadership: Dont Mean a Thing If It Aint Got That Thing

The American Master of Music, Duke Ellington, also stands as an ideal role
model of leadership for the emerging business and nonprofit world. As the
global workplace moves toward open workspaces and sees the value of multidimensional team filled with hard-to-traditionally-manage creative
professionals, a look into Ellingtons leadership style can inspire outstanding
results.

The master key to Ellingtons style was knowing that creativity is a team
sport. Collaboration, whether with songwriters or musicians, galvanized a
single idea, turning into a massive alchemical expression with more creative
power than an individual has to offer. He was always open to exploring worksin-progress with an obsession and passion so rare he named his
autobiography Music Is My Mistress. He was open to finding what worked to
unlock the best product possible, drawing on different musical traditions,
different partnerships, and different expressive styles to make the music
sound like a girl saying yes, which was his wry way of saying the magic
power of collaboration worked.

Another element in Ellingtons leadership style was creating a group

framework that mixed form (the formal structure of a composition) with areas
within that form that allowed for and encouraged, even demanded,
improvisation (personal expression within the confines of the project). This
mix of structure and creativity within the structure played to the strength of
individuals. This point depends on the next one to resonate; he knew his
peoples particular talents deeply.

It is important to note that many of the best players left the Ellington fold, but
most eventually returned. Without exception, their reputation, their legacy,
and their memories rest on the time spent with Ellington. Something in his
nurturing leadership style left them less capable of expressing themselves as
fully, as freely away from his influence. He knew his team so well, you could
posit, that he was better able to judge what they did best than they were.
Ellington showcased his players in miniature masterpieces, displaying a
soloist against the backdrop of a tightly knit ensemble. His players knew
when to support and when to lead.

Ellington could take variety of backgrounds (formally trained, raw talent, hot
shots, team players, the driven, the disciplined) and weave them into a
singular force via his vision, strategy, and trust-building style. His music
stressed the unique contributions of each band member, fashioned into
something greater, into music that sounds good.

Finally, he let the product the music speak for itself. Duke was elegantly
dismissive of analysis: too much talk, he said, stinks up the place.

Listen to Ellingtons music as you would read a book on leadershiphis canon

is filled with sonic pleasures and profound lessons on organization.