Story 7 | Leadership in Concert

Another installment in the Umbrella Series

Dedicated to the business maestros who keep challenging the orchestra. Conducting a symphony of success in your organization Written by Barry LaBov Illustrated by Jake Sauer, Pete Piekarski and Daniel Dombek ©2022 LaBov & Beyond Marketing Communications, Inc. 609 East Cook Road, Fort Wayne, IN 46825 All rights reserved, including the right of reproduction in whole or in any form, except for personal use or review. The purpose of this book is to educate and entertain. The author has neither liability nor responsibility to any person or entity with respect to any loss or damage caused, or alleged to be caused, directly or indirectly, by the information contained in this book.

Every fall, Joe’s Umbrellas invited all its dealers to the annual dealer meeting. The idea of a once-a-year meeting with the very people who represented his products sounded like something Joe should look forward to — but sometimes, most of the time, Joe felt fear and anxiousness: I hope the dealers like our new products…I hope they buy in to our focus on customer treatment… It would sure be nice if they actually listen to me, if they actually believe that I know what I’m talking about — and support it. Joe realized he was daydreaming, because these kinds of hopes, at least in his experience, were dreams. Usually, a dealer meeting had more than its share of contentiousness — someone, either a dealer or one of Joe’s executives, would be angry, threatening someone or something. Oh, I just wish I could make my people and the dealers work together. 3

Bill’s Outerwear was Joe’s Umbrellas’ oldest dealer. Bill had seen it all, the good times, the bad and a lot of in-between. Bill’s 昀氀ight had just landed at the airport. With luggage in hand, he was looking for the hotel shuttle that Joe’s was providing to get to the meeting place. You’d think I’d look forward to seeing fellow dealers and catching up with the company that manufactures the product line that I sell most, the products I make the most money from. Bill’s thoughts continued: The company that causes me the most grief, that I lose the most sleep over. Bill thought further, as his 4

emotions started to swell. You know, you’d think that Joe’s Umbrellas would listen to the people who know their customers the best, the people who live their umbrellas, 昀椀x their umbrellas, sell their umbrellas — Bill was jolted by the shrill voice of a young regional salesperson from Joe’s rushing up to him. “Hi, Gil, welcome to the dealer meeting!” “It’s BILL, not Gil — as in Bill’s Outerwear — your company’s oldest dealer!” Bill responded loudly, with clenched jaw. The regional salesperson was oblivious that he had just insulted Bill. “No problem, my name is Tim. I’m new. Joe just hired me. In fact, I’ve been assigned your region; we’ll be getting to know each other real well. Nice meeting you!” Bill smiled and looked him in the eye and answered, “Likewise, TOM.” Bill thought to himself, This is going to be one long dealer meeting. Back at the hotel, Joe’s staff was running about nervously preparing for the event. There would be several days of meetings with planned entertainment at night. Tonight’s opening event was huge — a performance of Beethoven’s Fifth Symphony by a world-famous conductor. Joe’s executives were huddled in a small conference room waiting for him. “All right everyone, run down what we’re going to tell the dealers,” Joe said and attentively listened to his team articulate their message. As they did, Joe noticed that they were not in sync. The theme from the sales department was The Best Pricing Ever. The mantra from advertising was The Luxury Leader, and the engineering department’s message was The Quality Leader. Even the looks of their presentations were different — some were black-and-white, others were vibrant with purple, gold, red, blue and virtually every color imaginable. 5

As Joe listened to them explain their messages further, he also realized that they weren’t all on the same page — the tone of some of the speeches was stern, others were conciliatory, others were attempts at humor, with the emphasis on attempts… Joe was anxious. “Folks, I’m afraid to tell you this, but I’m getting mixed messages — are we the quality leader, the pricing leader or the luxury leader? Are we black-and-white or the colors of a rainbow?” Joe’s voice rose in pitch, “Are we playing hardball, soft-selling, or are we stand-up comedians?” Dotty, the head of research, piped up, “Joe, you didn’t even see my presentation yet.” Joe cooled down. “Sorry, Dotty, I didn’t know you had a presentation, please proceed.” Dotty proudly stood up and began to unveil her presentation. “Customer-Treatment Standards — how dealers need to grow their relationship with our customers.” As Dotty spoke, Joe’s left eyebrow raised a little, then even more until he blurted out, “Dotty, why are you lecturing us on customer treatment? That’s not your specialty.” Dotty was taken aback and responded, “Because of you. You said we needed to present a customer treatment program. I 昀椀gured that I might as well give it a shot since we don’t have anyone here at the company who’s really an expert. You know, someone who really knows our customer intimately.” Joe barked back, “Well who does?” Dotty coolly replied, “You mean other than our dealers?” Joe was stunned. “It’s our product, our company, we can’t have the dealers take the lead on customer treatment — that’s our job — my job — I’ll just have to present it.” 6

There was a knock on the door, and Joe peered through the opening — it was Bill, motioning to him. Great, Bill’s here, Joe sighed to himself. He’s the best dealer we have; it’ll be good to get out of this room for a few minutes. Joe left his executives and met with Bill next to the fountain in the hotel lobby. “Bill, glad you got in; I hope your trip was uneventful.” Bill’s eyebrows furrowed. “The trip was uneventful. But from what I just heard, this annual meeting may become a non- event — the dealers may boycott it and leave. I hear you’re going to present a program to the dealers — a program on how we should treat our customers.” Joe was part confused, part angry. “Bill, customer treatment is top priority. Yes, we’re going to focus on that.” Bill continued, “That’s not the issue with me. We all agree that customers are key; what we don’t like — what I don’t like — is you telling me how to treat customers. I have the highest customer loyalty in the dealer network — how dare you preach to me about something you don’t understand!” Joe, trying to console Bill, said, “Bill, I know you’re the best at customer treatment. I just can’t have a dealer stand up and take the lead on this — that’s my job.” Bill looked Joe in the eyes and felt it best to say nothing more. It was the 昀椀rst day of the meeting and there were too many other issues they had to deal with together — this wasn’t worth the 昀椀ght. Besides, tonight’s opening event was at the symphony — no reason to spoil it. Joe felt uneasy about the altercation with Bill but had to rush to get ready for the symphony performance. Joe’s Umbrellas had arranged for a special performance with a reception afterwards — the conductor was world renowned. Most of all, 7

Joe was excited because they were performing his favorite, Beethoven’s Fifth. “DA, DA, DA, DAAAA,” Joe sang to himself. Joe arrived at the Arts Center and took his seat. The anticipation was overwhelming. He heard the instruments warming up. What dissonance. It’s amazing how beautiful it sounds when they play together, he thought. The room was hushed; the conductor walked up, took a bow and turned to the orchestra, which was at complete attention. He raised his baton and the music began. Even though Joe had listened to Beethoven’s Fifth dozens of times, tonight’s performance was extraordinary, the best he had ever heard. Joe marveled at how in sync they played, their bodies moving in one motion, the notes beautifully blending, the music swelling to a crescendo and then almost silent. Joe was transported; he lost himself, thinking, How effortless, how wonderful it must be to play in the orchestra; how rewarding it would be to conduct such talented people. After the 昀椀nal notes reverberated throughout the hall, Joe was the 昀椀rst to stand and applaud the performance. The audience agreed with him and a standing ovation resulted. The conductor bowed, then gestured to the audience to cheer on the orchestra. Joe marveled, Wow, look at him allowing the musicians to take the spotlight, look at their pride — amazing. Joe couldn’t wait to compliment the conductor at the reception. Once he spotted him, Joe made a beeline and said, “Great performance, Maestro. What talent you and the orchestra have; you and the orchestra were like one instrument, playing 昀氀awlessly. It must be incredible to be so talented. You make it look so effortless, so simple. I can tell you must have cracked the whip and worked the musicians hard — ” The Maestro interrupted, “Slow down, Joe. I appreciate your compliments, and I thank you for the enthusiasm. The orchestra 8

is fantastic, but I have to say that you are not so accurate on the rest of your assessment. As for the performance sounding effortless and simple, well that’s the intent — it should seem effortless but, make no mistake, it is not easy. The piece you heard tonight, Beethoven’s Fifth, has thousands of notes. We had 96 musicians in four sections performing on 41 different instruments to 26 unique parts in numerous key signatures.” Joe was speechless. Maestro continued, “Furthermore, we had four distinct movements with unique styles incorporating dozens of tempo changes and dynamic crescendos and decrescendos. In reality, there are literally thousands of opportunities for breakdowns but that seldom happens.” 9

Joe was 昀氀abbergasted. “You make it sound like it was hard work — all I know was that it was inspiring.” “That’s my job as the conductor; I bring together the right music and the right people to play the right roles.” Joe felt that no matter what he said, he was off-track, but that didn’t stop him from talking further. “I guess I’m trying to say I admire your creativity and talent — that’s why you’re the Maestro.” Maestro patiently responded, “My dear Joe, allow me to share with you that, while I appreciate your assessment of my creativity, you’re hardly in a position to judge it. I didn’t compose the piece you heard tonight, a gentleman by the name of Beethoven did 200 years ago. The very same notes he composed in 1808 were the ones we performed tonight — not one note or time signature has changed. As for talent, I humbly believe that, while I do have talent, in tonight’s performance there were perhaps a half dozen more talented than I.” Joe couldn’t contain himself and blurted, “But you’re the Maestro, you’re the leader, the most talented.” This time the Maestro couldn’t contain himself, replying, “Yes, I’m the Maestro, the leader, BUT that’s my job — just because I conduct doesn’t mean I’m the most talented. Actually, I want as many talented people around me as possible. Keep in mind, I’m not always the Maestro. I’m a pianist and when I perform on piano, I too answer to a conductor.” Joe was learning a lot. “I just wish my company, my dealers and I were as uni昀椀ed and harmonious as you and your orchestra. We’re dissonant — we sound like the orchestra when it’s warming up before the performance.” 10

Maestro smiled and told Joe, “Well then, maybe you and your dealers are capable of playing beautiful music.” The Maestro looked at his watch. “Joe, I have to go to rehearsal, care to join me?” Joe and Maestro walked backstage to a rehearsal hall. The musicians were waiting. “Everyone, this is our good friend Joe. He sponsored our concert earlier tonight. I’d like us to give him some music appreciation.” Maestro turned to Joe and said, “Joe, I bet you fancy yourself as a problem solver. My talented friends and I are going to test those skills — turn away and don’t watch.” Joe did and with that he heard a rustling of papers, the Maestro whispering and some soft laughter. Then, tick, tick, tick, tick… the music began. Joe was shocked — the music was…horrible. The very people who had been performing the most beautiful music he had ever heard were now making Joe sick to his stomach — it sounded like a train wreck. Mercifully, it stopped. Maestro’s voice reverberated throughout the room, “Joe, you can turn around now. What did you hear?” Joe was embarrassed. “Honestly, nothing personal, but it was wretched — it was painful. I don’t know what you did but it was terr — ” “Very well, that’s quite enough of an explanation. Now, Joe, we’ll repeat the performance but this time feel free to observe, to walk around, listen and take note.” Joe turned and grinned. “You mean it’s time for me to face the music?” 11

Maestro nodded and raised his baton. Tick, tick, tick, tick…Again the music began, as wretched as before. This time Joe saw some disturbing things; Maestro was not leading the orchestra, he was reading a magazine. One of the violinists had put down her instrument and had taken Maestro’s baton and was waving it aimlessly about. Joe wandered through the sections and took a close look at the music the musicians were playing — the trumpet section had bassoon parts, the oboists were playing viola parts, some of the music parts were upside down. The musicians weren’t even looking at each other, let alone the Maestro. Again mercifully, the music stopped. 12

“Well, Joe, what did you observe this time?” Maestro inquired. “First of all, you weren’t leading the group, someone else took your baton and was running about. People were playing the wrong parts, they weren’t paying attention to each other, there was disinterest — it was a mess. It reminded me of — ” Maestro piped in, “A train wreck or maybe 昀椀ngernails on a chalkboard?” Joe smirked. “No, it reminded me of my leadership — the way my company and dealers work together or actually don’t work together. We’re disjointed, out of tune, inharmonious, lacking in leadership and out of sync.” Maestro, again being merciful, interjected, “But Joe, a while ago this very orchestra demonstrated that it could make magni昀椀cent music together. So maybe you and your dealers can too.” “I’m all ears, Maestro,” Joe energetically replied. Maestro began, “Here are 昀椀ve things to realize about making beautiful, inspired music. “First, you have the composition. Tonight’s piece was written by Beethoven and not one note has changed in nearly two hundred years. No one is allowed to tamper with its essence, not even the conductor. When you 昀椀nd a beautiful composition, you must protect it; without it, nothing matters. The best musicians in the world can’t make a bad piece of music sound good, nor should they waste their time trying to change a masterpiece. “Second, you have the sections. For example, the string section — 昀椀lled with violins, violas, cellos — they bring a color, a texture to the music. On their own, they would sound incomplete; without them, the orchestra would lose richness and depth. Each instrument must play music written especially 13

for it — a violin doesn’t have the same range as a bassoon, nor should it try to play that part. It must play its own part. It might be simpler to play without, say, the horn section — but imagine what you would lose — the timbre, the power and the force. “Third, you have the performers. The best performer must play a team role when asked and must also do a solo performance when it is called for. By the way, many of these performers are virtuosos; many are tremendous leaders in their own right. Sometimes they’re conductors and I’m a performer. And whenever I play the performer role, I do it with all my heart. Joe, perhaps you’ve noticed that during a performance, the conductor’s back is to the audience. The conductor focuses on bringing out the best in the performers, who in turn will inspire the audience — the conductor never plays a note. “Fourth, you have the conductor or leader. The conductor cannot change the notes, but can in昀氀uence the interpretation via a number of nuances, such as tempo or dynamics. However, they must be used with discretion so as not to tamper with the essence of the composition. The leader, as I mentioned before, is not necessarily the most talented. He or she must inspire all in the orchestra to perform at their best. Sometimes that means being 昀椀rm; sometimes it means being sensitive. “And 昀椀fth, you have the nuances or attributes, such as tempo, timing, syncopation, dynamics, and yes, passion — these can all be great in昀氀uencers of your music. Here, again, the conductor can make a huge difference. I sometimes feel I have to work harder than the musicians themselves to bring out their best — I use dynamics, inspiration, or whatever is appropriate for the piece, to do that. I think that’s why they like my conducting — they, too, want to be part of something great. “Joe, you told me tonight that our performance of Beethoven’s Fifth was the best you had ever heard. I submit that all of these 14

factors contributed to that — great composition, wonderfully written parts, brilliant musicianship and…good leadership.” Joe spoke up, “I disagree — tremendous leadership.” Maestro turned to Joe. “Now apply this to your business: “What is your composition, the essence of your company that shouldn’t be tampered with? Is it being protected? “What are the different sections that make up your business? Are you excluding any sections that could enhance and enrich your business? “Who are your performers, and are they playing the right roles? Are they able to play within the team, or are they strictly soloists? Is the audience moved by their performance? “Who is the conductor, and is that conductor leading and inspiring and also able to realize that sometimes he should hand the baton to someone else who is more quali昀椀ed? Is the conductor willing to be 昀椀rm or sensitive? “What are the attributes and nuances that you can utilize? Are these nuances being used to enhance your business, or are they overlooked?” Reader: Please apply these questions to your business before seeing Joe’s responses. Joe applied the Maestro’s lessons and quickly responded, “Well, the composition — the essence would be our essence, our brand, our values.” Joe thought, No wonder I felt uncomfortable with my team’s presentations — they didn’t re昀氀ect our essence, they were scattered and confused. “Our umbrellas have a great reputation; they’re fun, unique, colorful and affordable — that should be preserved, protected and nurtured. “Our sections are the divisions, departments, regions — the various groups that play roles in our business. As we’ve grown 15

into a large business, we’ve become an orchestra with many sections — our regions, our internal departments, our dealers. It’s so easy to be out of sync, so easy to avoid dealing with a section or two — leaving them out of the loop. Think how much richer our lives and business would be if we were in harmony. “Performers — we have some good performers, but I haven’t led them to play as a team — they’re soloing instead of playing in harmony. We have a number of great performers who have to be pushed; inspired by me — I’ve left them alone. I have other performers who need encouragement. I have great- performing dealers whom I treat too much like the ones who don’t perform. “As for the conductor, I am the conductor for my company, but it just dawned on me that my dealers are all conductors of their own orchestras — I have to treat them that way. And I have a confession. Too often I forget I’m the conductor. My focus should be on the orchestra, inspiring them to perform at their best. I don’t make umbrellas, our manufacturing division does. I don’t sell umbrellas, my dealers do. I don’t play a single note — but I can lead the best umbrella orchestra in the world! I just had an argument with my favorite dealer on who should lead the charge in an area he is best suited to lead — he really should play that role.” Boy, I hope Bill will forgive me for that. “Our attributes are many — and seldom do we use them to our advantage. We have a large dealer network, incredible marketing talent, a great brand, a loyal customer base, wonderful products and a great engineering team. Think what we could do if they were used to our advantage. “I need to conduct our business so we’re playing off the same sheet of music — in sync — in harmony. I also have to realize it is complicated and there’s plenty of potential for error. That’s why we need to play as one unit, in concert.” 16

Maestro proudly extended his hand. “Joe, would you like to take the baton and lead the orchestra?” “I’d love to.” Joe grasped the baton and slowly walked to the podium. He couldn’t read music but knew Beethoven’s Fifth so well that it didn’t matter. He respectfully smiled to the orchestra, made sure they were prepared and gently asked them if they were ready. Their warmth re昀氀ected back. He lifted the baton and all eyes were on him. Tick, tick, tick, tick…he began the downbeat. He started timidly, but soon the adrenaline was coursing through him, his con昀椀dence growing. He could feel his in昀氀uence over the group, softening then building to a crescendo. His arms were waving, all inhibitions had left him, he and the orchestra were as one. The piece was coming to a close, the musicians were at a fever pitch and with a fury, the movement came to a close. He held the baton in the air, motionless, listening to the last strains of music echo throughout the rehearsal hall. Joe was shaking, sweating, exhausted and exhilarated. Maestro extended both his arms and hugged Joe. Joe still shaking, Maestro softly whispered, “Joe, this is what real leadership feels like — it’s extraordinary.” 17

Joe nodded and tried to hand the baton back to Maestro who shook his head and said, “No Joe, keep it. I have more.” As Joe left the rehearsal hall, he headed back to the reception and huddled with his team. “Everyone, I need you to go back to the hotel and re-work your presentations. We’ve tampered with the essence of our company — make sure the message, the look and the tone is in harmony with who we are as a company. Our company’s story is like a great masterpiece — that composition shouldn’t be tampered with; actually, it should be protected. Each of you are like sections of the orchestra, you need to be in tune, in harmony and in sync with each other. My job is to make sure that you’re each playing the right parts, that I have the right people playing the right roles. I’m looking forward to your performances, and I’m con昀椀dent that they’ll have passion.” Dotty handed a document to Joe. “Joe, here’s the Customer Treatment Standards presentation. You’ll need to brush up on it since you’re going to be presenting it.” Joe reached out and took the document, responding, “Thanks, but Bill needs to conduct that session. As you work on the presentations, my job is to 昀椀nd Bill and hand that baton to him.” Three days later at the conclusion of the dealer meeting, after Bill’s speech on customer retention, Joe took the stage and asked all who had contributed to the meeting to stand up and be recognized. As the dealers applauded, Joe experienced something he had never seen at an annual dealer meeting: a standing ovation. He remembered the Maestro and thought, This is what leadership feels like — it’s extraordinary. DA DA DA DAAAAAAAAA!! 18

Leadership in Concert Lessons • A great leader acts like the conductor of an orchestra, bringing out the best in the performers and inspiring the different sections of the organization to play in harmony. • Like a great composition, a company’s essence must not be tampered with, it must be protected. • There are situations when a leader is not the most quali昀椀ed to lead; at that point, the baton should be passed. • Just like a great orchestra, a company needs to be in sync, in harmony and playing off the same sheet of music. • The best performer must play a team role when asked, as well as a solo performance when that is called for. • The leader’s role is to make sure that the right people are playing the right parts, or roles. • The conductor does not play a single note, but is responsible for beautiful music. The organization’s leader does not manufacture or sell the product, but is responsible for inspiring all of those that do. • The conductor faces the orchestra, not the audience. The leader’s eyes are on the enterprise, which in turn faces the customer.

About the Author A two-time Ernst & Young Entrepreneur of the Year and inductee into the Entrepreneur of the Year Hall of Fame, Barry LaBov is the founder and president of LaBov & Beyond Marketing Communications, Inc. Based in Fort Wayne, Indiana, LaBov & Beyond is an agency nationally renowned for its passion and its integrity as well as for its niche: creating strategic marketing, training and communication solutions for corporations with dealer, distributor or sales representative networks. Its client base is comprised of some of the most respected corporations in the world working in a wide variety of industries, including automotive, aviation, transportation, 昀椀nancial services and health care. Through the Umbrella Series of business parables and books, Barry and his team 昀椀nd an entertaining, involving and enlightening way to share with readers The Most Important Business Lessons Under One Umbrella. They not only explore the issues most vital to business success today—passion, leadership, change, entrepreneurialism, vision, loyalty, the tearing down of business silos—they bring them to life, in full, vibrant color. Indeed, lessons from the Umbrella Series have been brought to life as corporate learning events, interactive DVDs, keynote speeches and through its own Web site (umbrellastory.com). In addition to his work on the Umbrella Series, Barry has authored two critically acclaimed business books: How to Sell and Be Yourself and Beyond Comparison. He’s also a published columnist in national newspapers, magazines and various trade publications and an accomplished and in-demand public speaker. In addition to its Fort Wayne headquarters, LaBov & Beyond also has operations in Auburn Hills, Michigan, and suburban Washington, D.C. For more information on how LaBov & Beyond can market, motivate or leverage your company’s products, services or distribution network, please visit labov.com, umbrellastory.com, or call us at 260.497.0111.