leading others to unify their talents and efforts to achieve the overall goals of the company is a logical extension of the salesperson’s role. In an effort to establish a culture of accountability, it’s best to start with management explaining its purpose and benefits. A formal endorsement by the boss for developing a value sys- tem founded on joint accountability goes a long way and ensures that a company-wide buy-in will follow. Even without management’s impri- matur, salespeople can plant seeds of interest by becoming a role model for a “See it. Own it. Solve it. Do it.” strat- egy, leading others to recognize their personal and shared benefits. Under- standing and conveying the goals of each phase are key to a team’s success.
• See it.
This is a tough challenge. People entrenched in self-pity, denial, and hopelessness will find it difficult to recognize the reality of their lives. Honest self-assessment can be dis- agreeable (even horrible) for some. Unmasking one’s deepest vulnerabili- ties can threaten one’s private self- image and reinforce victimization.
• Aug. 17
FOR MORE THAN 20
years, Itay Talgam, a pro- tégé of the renowned con- ductor Leonard Bernstein, has been conducting or- chestras and ensembles around the world. In addi- tion, he has been a “con- ductor of people” for com- panies large and small. Drawing on his decades of experience on the po- dium, he teaches nonmu- sicians how conducting really works and how the conductor’s art can help leaders in any field. In
The Ignorant Maestro
, Talgam invites readers to stand beside him on his podium and “together study the music of leadership.” The book is organized in two sections. In the first, Talgam explores three new themes of leadership: For the first theme, “A Brilliant Ignorance,” Tal- gam explains how ignor- ance is a fresh way to view leadership. Being con- sciously ignorant is to em- brace not knowing all the answers. When a leader shows that not knowing an answer is okay, he or she pushes his or her followers to find a solution for them- selves, embracing igno- rance as a legitimate lead- ership tool and creating a platform for constant and continuous learning and growth. In the second manage- ment theme, “Don’t Mind the Gap,” Talgam explains how allowing for gaps— even searching for them— can encourage new oppor- tunities and discoveries. Instead of ignoring a gap or trying to close it and ex- plaining that “It’s just the way things are done,” Tal- gam sees it as an opportu- nity to create what may end up being a better method. The third leadership theme, “Keynote Listening,” focuses on creating a dia- logue instead of simply downloading information. By engaging in conversa- tion, the speaker makes those in the audience feel genuinely valued and en- ables them to take part in the discussion, not just passively listening. As Tal- gam explains, “Hear the audience, engage them, and involve them—now you aren’t just keynote speaking, but more im- portantly, you are keynote listening.” These themes of leader- ship are visible in each of Talgam’s six case studies presented in the second section. Here, he explores the nuances of leadership by describing the distinc- tive styles of six world- famous conductors—each of whom took different approaches to the age-old leadership dilemma: how to maximize both control and creative freedom at the same time. Musician or not, Tal- gam’s messages are rele- vant and applicable to the corporate world. He en- courages readers to ex- pand their view of leader- ship by taking cues from the greats and finding their own style.
The Ignorant Maestro
will not only equip readers for exceptional leadership, but also empower them and their teams to make beautiful music together. ;
, president of Cleveland-based Leff Electric, has more than 20 years of industry experience and ha
erved on the Board of Direc- tors for both NAED and the Electrical League of Ohio. He can be reached at dnitowsky leffelectric.com.
THE IGNORANT MAESTRO
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