he is an expert

in organizational development that uses

music,

neuroscience

and play

as a strategy of development.

I'm Wagner Cassimiro and this is the Espresso3

Gary, could you explain me the relationship between

music and organizational development

sure so I use music as both a metaphor

metaphor a-- and an actual embodied

experience so there are five principles

that I learned from so as an

organizational development consultant as

a musician as someone who's always also

studied the brain and neuroscience I

discovered that there are five

principles in music making that can be

applied to organizations

first principle is listen listening at

three levels to self to other in

conversation and to the larger system

that could be a room it could be an

organization so listen to three level

principle two is synchronize your team

so the principle of synchronization is

something you find in music whether it's

in Samba or PI ecology or MPA or

rock-and-roll or whatever right

synchronization the rhythm is key to the

aliveness of the music and the ability

to move people which means to motivate

them something business is also

interested in so synchronization is key

how do you synchronize a group of people

around a common vision or set of values

which in the workplace we call alignment

in music we call it synching up with a

beat right

or the groove right so principle number

three is being able to orchestrate now

we might think of a classical conductor

so a leader on a large team or in an

organization needs to be able to

orchestrate outcomes

they get they need to get results they

need to do that by inspiring their

people by sharing stories so they people

understand who they are authentically

you know both in terms of the mistakes

they've made as well as successes we

relate and want to follow people who

don't seem perfect you know who are like

us who are struggling who are learning

so when a leader can communicate that it

creates a better bond but it's an act of

orchestration they're not trying to

micromanage people but just like a

classical orchestra or a music producer

they're listening to the big picture

they're making sure that the right

people are in the right roles so

recruiting is important managing and

developing talent listening to the big

picture all of those skills from a big

band jazz person or from a classical

conductor our great inspiration for what

orchestration means so principle four is

collaborate with your team so that means

as a leader I want to facilitate and

coach rather than tell you what to do

because I want your creativity I want

you to be involved I want you to stay in

this organization so I need to involve

you need to give you room to grow

experiment fail learn so collaboration

you see it in music that there's a lot

of give-and-take even if there's a clear

band leader now if you hear great

Brazilian music like I got to hear I met

two Pascual recently in concert one of

the great Brazilian jazz artists and

he's continually playing and co-creating

with his group and it's just amazing

what they can achieve

and then finally improvisation

improvisation is really key because no

matter how much we plan in life and you

know businesses like metrics they like

data they like to predict outcome

but life as you know is very uncertain

especially the world we live in today

so you need to be able to adapt you need

to be able to use your intuition and you

need to be able to change very quickly

now I'd like to lease in a short case

that who can show do you think red sure

so I worked with a chief executive

officer at Bank of America for a couple

years and what was unusual about the

work is they brought in a consulting

company first of all their need was they

wanted to transform their division from

a seventy million dollar organization to

a hundred and fifty million dollar

organization in two years and it was

ecommerce at the beginning of e-commerce

is a very flat growth business and when

I spoke to the chief executive of that

division I said what do you see as the

barriers to your success what's stopping

you from reaching that goal he said well

one of the key things is that my entire

leadership team does not believe we can

do it they're in a mood of despair they

are not confident about the future they

don't think it's a realistic goal and he

said to me so I need an experience to

demonstrates louder than any words that

we could do this that if we have the

right mindset that if we believe in

ourselves that we have the skills we

have the capability we have the

creativity and in 2010 IBM did a global

study of the top 1,700 CEOs in seven

different 13 different industries 25

different countries and the top thing

that the CEO said they needed in their

leadership was creativity it was in

business acumen it wasn't customer

intimacy

it wasn't supply chain mojo it was

creativity so that was the business need

and he experienced our work at Eastman

Kodak

few years before that when they were

trying to change their culture from

analog film which was their bread and

butter to digital

you know when Fuji was eating their

lunch so he said I need something to

really shake up my people that will be

very bold and will really demonstrate to

them that how key their mindset is so

that's one of the specialties of our

work at orchestrating excellence is

shifting people's mindset so now what we

did is we started with a leadership

development program for four hours half

day with the top 120 liters in his

division and we use Samba music from

Brazil to transform them into a very

precise sounding batucada orchestra so

you have these North American leaders

having no idea what Samba is learning to

play the certo the a Gogol the tombow

team the Alpha che the cueca the gangs

ah all these things in different

sections like different business units

and first they sound terrible right and

we just play for them as professionals

and kind of show off the breaks and

everything we ask them how many of you

think you can achieve this level of

precision and quality in four hours now

vogner imagine yourself in their

situation how many what percentage of

the audience do you think said yes this

is possible we can do it what percentage

I really don't know guess

in the beginning the one 5% 5% 5% is

typical even with the brightest the best

even top grossing salespeople 5% because

we want to set it up like it seems

impossible how can you know these North

American Gringo's learn to play samba in

four hours when you know in Rio and the

ecology of Samba it takes you know it's

a nine-month process and they haven't

been playing it since they were little

kids so so we asked them what do you

think are the barriers to your success

and they say it's not a realistic goal

we don't have the time we don't have the

talent there's no alcohol in the room

we're all engineers and then we ask them

if this miracle were to occur in the

next four hours what would have to

happen what are our conditions for

success and when we flipchart both ml4

conditions for success will say clear

leadership good training role clarity

the ability to make mistakes learn fun

creativity etc so now we have our change

journey we have a map of our current

reality psychology and desired future

state so this is no longer about playing

samba it's no longer about getting them

to sound like a cohesive Orchestra it's

about the psychological change of

putting them into a very awkward and

vulnerable place of learning about

something they don't know about where

they have no skills where I'm giving

them very high standards in a very short

period of time to induce stress

wonderful case and oh so the impact of

this work we did it five times through

the organization's with different

leadership groups was to completely

transform their thinking about their

goals in their business and within two

years they grew the business from 70

million to 170 million and there's a

case study about it on our website so I

winked Oh buddy gotta know plus here

you