The Conductor's Baton Makes No Sound Whatsoever

By Simon Crookall

President and CEO, Indianapolis Symphony Orchestra The Orchestra is an interesting model from a leadership perspective. And it is one that I have observed with interest over the past twenty years of working with orchestras. At first glance it seems to be based on autocracy: the musicians have to do what the conductor tells them; but true artistic success only comes from a collaborative effort on the part of the musicians and the conductor. There are some other valuable leadership lessons to be learned from this model. The goals and objectives (musical charts) are very clear and are available to the musicians in advance of the performance. There is ample time to rehearse what is going to happen and make adjustments if necessary. But in the final performance there are no verbal instructions: everyone is supposed to know their role and to fulfill it unquestioningly. The conductor, in fact, relies on everyone to "play their part". In the business world we too can learn from these lessons, and as President and CEO of the Indianapolis Symphony Orchestra, and previously the Royal Scottish National Orchestra, I have tried to lead the organizations with the following principles in mind:

• Make sure the goals and objectives are clear. I have learned that no matter how clear I think the objectives are, there will always be people in the organization who do not see it that way. We should always try to remember that people understand things in different ways and process information in different ways also. Some prefer a vision to be painted in words, some in numbers, and some will not understand unless they can actually see it for themselves. While we do not always have the luxury of seeing our parts written out in full in front of us, as leaders it is our job to make sure that our colleagues know what is expected of them at all times.
• Allow time to make adjustments if necessary. None of us has perfect vision. True success is arrived at through discussion, collaboration and involvement of others to review, challenge and test our ideas and assumptions. A good conductor is always willing to listen to the ideas of his musicians and adapt his plans to take their views into account.
• Accept the blame but share the applause As leaders we have the ultimate responsibility when things don’t go completely to plan. But just as happens on stage, the conductor, who sometimes accepts applause on behalf of the orchestra, always makes sure that the orchestra stands to receive their rightful appreciation. He knows that without them he is powerless: the conductor’s baton makes no sound whatsoever.
• Surround yourself with the best possible talent. Just like a conductor, who is unable to make music on his own, leaders should ensure that they have the most talented people possible around them. When we surround ourselves with people who challenge, inspire and encourage us to do our best then the whole organization will benefit. And remember – the ones who are making the most beautiful music are our colleagues when they are motivated and inspired themselves.

I am grateful that my career has introduced me to so many creative and talented people from whom I have learned some valuable lessons in leadership. I hope that eventually I will succeed in living up to their very high standards.

Simon Crookall was born in Cheshire England. He studied Economics at King’s College, Cambridge, where he was awarded a Choral Scholarship. He went to Scotland in 1983 to take up the post of Academic Assistant at the Royal Scottish Academy of Music and Drama and was later promoted to Assistant to the Principal and subsequently Front of House Manager. In 1989 he was appointed General Manager of The Queen’s Hall in Edinburgh, a 900-seat concert hall which is the home of the Scottish Chamber Orchestra and the Edinburgh International festival morning recitals, as well as host to an eclectic programme of chamber music, folk, jazz and rock.

He was appointed General Manager of the Royal Scottish National Orchestra in 1995, with particular responsibility for the orchestral department. In December 1996 he was appointed Acting Chief Executive and subsequently became Chief Executive in May 1997. He was chairman of the Board of the Association of British Orchestras from 2002-05 as well as a performing musician. Simon Crookall was appointed to the position of President and CEO of the Indianapolis Symphony Orchestra in January 2005.

Contact Simon at scrookall@indianapolissymphony.org to share your feedback on his leadership lesson.