We at VIM Executive Coaching are not quite sure where the expression “playing it by ear” originated, but undoubtedly around the time “winging it” and “let’s run it up the flag pole,” came into popular use. What we do know, is that many an executive leader has admitted to us that playing it by ear has always been their fallback plan. Yes, any decent musician can probably pick-out a tune that someone has written, but long-term someone had to write it down, practice and perform it. For, practice does makes perfect, while “winging it” will only get us so far.
Welcome to VIM Executive Coaching
We have welcomed many executive coaching clients into our offices (virtual and face-to-face) after they admitted the “ear playing” never quite worked out as a long-term plan. How could it?
The workplace has gotten increasingly complex. No one needs remind anyone of that fact. From manufacturing processes of concrete blocks to Blockchain; from accounting software to the distribution of soft-goods, to approach processes and procedures with a hands-off, virtually cavalier attitude can bring an organization to its knees. Yet, amazingly, some executive leaders and their subordinates take exactly that approach.
It has often been said by new clients that playing it by ear, improvising in the moment and such was their way of helping to prevent the stifling of creativity. In fact, and upon reflection, they found that taking such an approach usually forced the opposite result. We have as well. Truthfully, we have spoken with executive leaders who come from highly creative spaces where an intentional lack of structure ultimately led to a stifling of the imaginative process.
Why this is so
The organizational driver even in the most creative, flexible and free-flowing work environments is not imagination but mindfulness. Mindfulness, the awareness of seeing problems and solving those problems in the moment is the most important tool an executive leader can possess. Mindfulness, by definition, leads to authenticity and more broadly, a commitment to seeing situations and solutions realistically.
For example, we know of a talented architect and designer (with an impressive staff) who works with teams to construct breathtakingly innovative museum displays in the many millions of dollars. Though she is, in her personal life, a highly creative artist, where she shines is in motivating teams who are talented accountants, architects, engineers and software developers. As an executive leader who has won numerous awards, her greatest strength is in her mindfulness. Her ability is feeling, understanding, seeing and appreciating even the most technical people and having them coordinate in the creative framework.
Along a similar vein (we guess, pun intended) is a brilliant surgeon who runs a world-renown department at a major teaching hospital. His techniques and talent in the development of life-saving equipment did not come by force of personal strength alone. The surgeon (whose list of patents is astounding) is recognized as someone who also cares about team members even in the most stress-filled of conditions.
Not surprisingly, the architect and surgeon, practice mindfulness meditation on almost a daily basis.
Playing it by ear, might be a necessary tool in the creative moment, but as a daily, working philosophy to run huge departments and organizations, it cannot succeed. Far better to be mindful as a leader than to walk-away and to leave people to drift.