I recently came across a quote that deeply resonates with me.
"Repertoire is destiny".
I did some investigative work and found out that it's from the autobiography of Glenn Kurtz, Practicing: A Musician’s Return to Music. Mr Kurtz used the phrase to express his feelings about his repertoire as a classical guitarist: he felt that because the world's arguably best composers such as Beethoven had not written music for his instrument, he was relegated to a second class of artists.
But I've been thinking about that phrase from the point of view of a CEO. What is a senior executive's repertoire? What makes you stand out from the jostling pack of young, bright, capable executives? It used to be an MBA - now not any more. MBAs are just another generic requirement to an executive's career. Undergraduate degree: check. MBA: check. Progressive experience: check. Mentor who can ease my transition into a top tier position: check.
So what's in your toolbox? What is your repertoire?
For me, repertoire all starts with attitude. Executives should ask themselves the question: why am I doing this work? Honest answers might include: for the money, for the power, for the prestige.
I do not denigrate the human desire for social advancement or financial success. But if a manager manages, he or she should understand from the very beginning that it's all about the people being managed! That relationship between manager and direct reports is a sacred one, one that should be respected by everyone in the organization.
I often talk about the Craft of Management as an essential component of a CEO. Yes, you are expected to raise the performance of your company in order to satisfy the Board and the various shareholders. Practicing a craft, however, means much more than just achieving monetary success. It means constant lifelong improvement; it means aiming to be the best one can be ... in the craft you have chosen to excel in your life.
Because of the impact a CEO has upon the organization, he or she affects the lives of potentially thousands of employees. The CEO also affects the environment beyond the company: communities feel the repercussions of corporate decisions.
Returning to Mr Kurtz and his wistful take on "repertoire is destiny": a CEO's repertoire encompasses the types of behaviour he or she exhibits. If a CEO sincerely approaches management as a craft, their destiny will be a rich and full one. Their legacy will be amazing. Their employees will be happy and productive. And their organization will sing.
Can you describe your repertoire?
