{"id":1535,"date":"2016-05-26T05:47:40","date_gmt":"2016-05-26T03:47:40","guid":{"rendered":"https:\/\/heikoxplore.com\/?p=1535"},"modified":"2018-03-29T15:39:03","modified_gmt":"2018-03-29T13:39:03","slug":"play-a-new-music","status":"publish","type":"post","link":"https:\/\/heikoxplore.com\/en\/play-a-new-music\/","title":{"rendered":"Play a new music. Organizations and people that think differently"},"content":{"rendered":"

Play a new music. Organizations and people that think differently<\/strong>.<\/p>\n

It\u2019s been an incredible week with Bob Emiliani, over from the States, a week full of ideas, events and people, sharing intensive days of work, meetings and emotions.<\/p>\n

Jazz also reminds you that you <\/em>must<\/em> work things out with other people. It\u2019s hard, but it can be done. When a group of people try to invent something together, there\u2019s bound to be a lot of conflict. Jazz urges you to accept the decisions of others. Sometimes you lead, sometimes you follow\u2014but you can\u2019t give up<\/em> either role<\/em>. It is the art of negotiating change<\/em>s<\/em> with style. The aim of every performance is to make something out of whatever happens\u2014<\/em>to make something together and be together.<\/em><\/strong>
\n\u00a0<\/em>
\n(…) If I wanted to improvise something that made sense, I had to identify what in me deserved to be shared with others. But at the same time I came to a new awareness of others, because my freedom of expression was directly linked to that of my colleagues on stage. I had something to say, and <\/em>so did they<\/em>. <\/em>The freer they were, the freer I was<\/em><\/strong>, and vice versa. <\/em>We<\/em> had to listen to one another<\/em> in order to express ourselves<\/em>. Very carefully. And to play well we had to trust each other.<\/em>
\nOf course I’m talking <\/em>specifically from the viewpoint of a jazz musician<\/em>, but the same goes for<\/em> anyone <\/em>listen<\/em>ing. Jazz holds<\/em> the same value <\/em>for both <\/em>the musicians and the audience because the music, bound as it is to feelings, <\/em>to <\/em>the uniqueness of the individual and <\/em>group improvisation<\/em>, provides answers to the fundamental problems of life. The <\/em>greater the attention paid<\/em>, the greater the benefits. <\/em> As in a conversation, the musician<\/em> can tell <\/em>when people <\/em>are <\/em>listen<\/em>ing<\/em>: <\/em>inspired <\/em>listen<\/em>ing<\/em> corresponds to inspired performance<\/em>.<\/em>
\n(Wynton Marsalis – Moving to Higher Ground: How Jazz Can Change your Life)<\/p>\n

SPEED LEADERSHIP<\/strong><\/p>\n

Two days with a group of business owners and managers, in a workshop led by Bob, breaking down the abstract concept of leadership.<\/p>\n

\u00a0\"IMG_3072\"\"sl7a_large\"<\/strong>
\nSpeed Leadership<\/strong> represents a significant step forward in the study and understanding of leadership and in the improvement and efficacy of leaders\u2019 skills.
\nThis new and very pragmatic approach, breaks leadership down into a set of processes<\/strong>, thus breaking through the obsolete vision of abstract and difficult to apply models such as \u201cGreat Man\u201d theories and the like.
\nThe active participation of the attendees together with their considerable professional experience and intrinsic value as human beings, created moments of complicity and of lively debate and reflection, enriched by an enthusiastic exchange of ideas.<\/p>\n

The basic idea expressed in this book (Speed Leadership<\/strong>) reflects a frustration that most, if not all of us have had to endure. Namely, the boss tells us how important leadership is to the success of the organization, yet the boss is a very poor leader. Leaders also say that processes must be improved, especially your<\/strong> processes, and imply that there is nothing about the boss\u2019s work processes that need to be improved. Most leaders exempt themselves from improving their own work. The double standard is both obvious and disrespectful of people.<\/em>
\n(Bob Emiliani – The Back Story \u2013 Speed Leadership <\/strong>\u2013 blog entry posted 07\/09\/2015)<\/p>\n

In a world that moves at Internet speed, leadership anchored to outdated models will slow an organization down, produce defective procedures, de-motivate people and create the right conditions for future problems. A new and more effective business management model is therefore required, a model in line with the challenges companies are going to have to face.<\/p>\n

\"IMG_3038\"<\/p>\n

My thanks, as well as Bob\u2019s, goes to the workshop participants, who made such a valuable contribution to its success and with whom we took the opportunity to enjoy top-class and extremely interesting conversations.
\nYour comments, suggestions and ideas will be a source for future improvements; they triggered insights and exchanges of opinions between Bob and myself.
\nWe have identified promising future progress and analyses, as well as developments in new directions.
\nI believe there will be something new to come yet …<\/p>\n

REAL LEAN vs FAKE LEAN – LEAD Talk <\/strong>
\nThursday 19th May, an extraordinary event with approximately 150 people, celebrated the \u201cFirst Ten Years of Kaizen<\/strong>\u201d in Cielo e Terra, in their company headquarters in Montorso, Vicentino.<\/p>\n

\"IMG_3074\"
\nCielo e Terra opened its doors to visiting guests, organizing the event in a splendidly decorated area inside the production facility, enabling office staff and plant workers to join in.<\/p>\n

\"IMG_1702\"\"IMG_1730\"<\/em>
\nCielo e Terra<\/strong> has been successfully applying Lean Management principles for ten years. This was been an ambitious choice to make, consistent with the dynamic and discerning nature of the Cielo family business, since it began with the stablishment in 1908 of a Cielo e Terra <\/strong>wine cellar on a small estate in Montorso Vicentino. Cielo e Terra <\/strong>is the first wine company in Italy to have embarked on the Lean route, our direction being one of ongoing improvement, thereby achieving great outcomes in terms of increased productivity, product quality enhancement and improvements in the working environment. <\/em>
\n(dal Comunicato Stampa<\/a><\/strong> del 10 maggio)<\/p>\n

\"IMG_3075\"
\nLuca Cielo<\/strong>, Cielo e Terra\u2019s General Manager, described how the company has developed, and outlined the strategy which has enabled continuous growth, strengthening and expanding Cielo e Terra\u2019s position in foreign markets and improving company performance. He emphasized the values that have set Cielo e Terra apart as an organization in which the central role is played by people.
\nGiampietro Povolo<\/strong>, Cielo e Terra\u2019s Finance & Operations Manager, <\/strong>gave a re-run of the main activities carried out and of the operational results achieved by over many years of steady work and hard effort.
\nAnd thus, Continuous Improvement<\/strong> and Respect for People <\/strong>have become the two fundamental principles of a process begun years ago which has completely transformed the business, a process generated by a strategy designed to change the business model.<\/p>\n

Luca Cielo and Giampietro Povolo didn\u2019t speak exclusively about success and results, but also about the difficulties they have had to overcome and manage over the years, offering everyone present a concrete and authentic description of the radical changes created.<\/p>\n

Another important part of the event were the Cielo e Terra employees. With passion and dedication these people have made a fundamental contribution to Cielo e Terra\u2019s accomplishments.<\/p>\n

Cielo e Terra have thus demonstrate with facts and \u2026 figures, that a certain kind of organization can be created, characterized by a setting which pays attention to business whilst also paying attention to values, to people, to the environment and to the local community.<\/p>\n

Solidarity initiatives, attention to a sustainable use of resources and of the environment (internal and external), a caring attitude towards people and business development, create a set of mutually supporting and sustaining elements and represent a way of doing business which does not overlook certain values but which instead exemplifies them in the running of the company.<\/p>\n

Bob\u2019s original and authoritative speech lit up various aspects of \u201cLean\u201d that have for too long and by too many experts been neglected. Bob\u2019s speech gave us an opportunity for a special <\/em>pause for thought on the causes of some of the many failured attempts at its application and on the factors necessary for changing this.
\nWe both share the idea that a certain type of \u201cLean\u201d, one that has now become commercialized and self-reverential, is over. Its ineffectiveness \u2013 even if concealed \u2013 is obvious.
\nIt\u2019s a \u201cLean\u201d that has and still can do damage and from which we want to stay well away from.<\/p>\n

So, it was an afternoon full of ideas, reflections and concepts for constructing potential paths of growth and development.
\nIf I were to select a few adjectives to describe Speed Leadership and the Montorso event, I would pick emotion, participation, intensity, ideas, creativity and people …<\/p>\n

A personal note<\/strong>
\nI must express particular personal appreciation to Bob Emiliani for his openness, dedication, awareness and commitment in all the various activities that took place, at such intense rhythms.
\nWhat I appreciate about Bob, apart from his great humanity and intelligence, is his ability think rigorously and deeply in new ways. These qualities do not always receive recognition from the world of officialdom because they represent potential threats to the status quo.
\nWe share a common desire to give our small contribution to improving the world .
\nThanks for everything, Bob! Keep it up<\/em>!<\/em>
\n\u00a0<\/em>
\nThink Differently<\/strong>
\nA company, like a jazz band, must co-ordinate the efforts of many, so that the music produced is of quality and this takes:
\nRespect and Trust<\/em><\/strong>: Here is what jazz teaches us. In the best musicians you can sense the respect they have for each other\u2019s talent; after all, rhythm section aside, the musicians spend more time listening than playing. And, including the rhythm section, you can see the trust they have in each other in the way they constantly respond to what one of them has just created.<\/em>
\n(Wynton Marsalis \u2013 cited work)<\/p>\n

Competing in difficult times like the present requires an ability to act and think differently:
\nCreativity is not something you have to earn, you’ve had it since you were born.<\/em><\/strong> All you need to do is recognize it and give her free rein. Every human being on earth has received the gift of creating, and that creativity is manifested in billions of ways. There are no laws or rules. Creativity is unregulated. Like a dream, you cannot decide which one to have. You can only choose which part of the dream to tell<\/strong>.<\/em> (Wynton Marsalis – cited work)
\nThe managers and business owners we met – the Speed Leadership Workshop – and the people of Cielo e Terra and their managers, all decided to tell their part of the dream. Because it is precisely from a dream everyone shares in that a big business starts out. <\/strong><\/p>\n

But there is also a personal lesson here for those who have the huge responsibility of leading an organization:
\nMistakes are useful in establishing a dynamic relationship with yourself. When you get up after a colossal setback or a miscalculation of embarassing magnitude, you develop an epidermal thickness so that you can put forward your creations to others. And you learn from practical experience the difference between facts and theory. Respect for your own creativity – what you can do and the tools you have in hand – is the first step towards the unstoppable growth of personal productivity.<\/em> (Wynton Marsalis – cited work)<\/p>\n

The best musicians know that music has nothing to do with “schools.” As my father says: \u201cThere’s only one school, the school of \u201cDo you know how to play?” <\/strong>And it is made up of individuals who can honestly answer yes to that question. <\/em>(Wynton Marsalis – cited work)
\nWe have seen managers, business owners and people who “know how to play<\/strong>\u201d.
\nIn order to “learn to play”<\/em> successfully we must return our focus to things that matter, apply effort, learn and improve. Other schools of music only produce squeaky sounds.<\/p>\n

This has been an unusually long post, but this moment of sharing intense emotions and thoughts about an incredible week has gone well.<\/p>\n

And so he said: “What more do you want? Why do you try to pretend being what you are? Be what you are.<\/strong>\u201d This was for me one of the most crucial lessons on creativity. Be yourself, develop your own ideas, create your own dreams. <\/strong><\/em>(Wynton Marsalis – cited work)<\/p>\n

Dream, play and … design a better world!
\nKeep it <\/em>up<\/em>!<\/em><\/p>\n

Have a good week
\nMassimo<\/p>\n\n

\n

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    Play a new music. Organizations and people that think differently. It\u2019s been an incredible week with Bob Emiliani, over from the States, a week full of ideas, events and people,…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"sfsi_plus_gutenberg_text_before_share":"","sfsi_plus_gutenberg_show_text_before_share":"","sfsi_plus_gutenberg_icon_type":"","sfsi_plus_gutenberg_icon_alignemt":"","sfsi_plus_gutenburg_max_per_row":"","footnotes":""},"categories":[311],"tags":[27,74],"class_list":{"0":"post-1535","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-heikoblog2","7":"tag-bob-emiliani","8":"tag-cielo-e-terra"},"yoast_head":"\nPlay a new music. 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