One analogy of the task of a business team leader is the task of the conductor of a symphony orchestra.

Through his effort, vision and leadership, individual instrumental parts become the living whole of a

musical performance.

 

The conductor, however, has the composer's score; he is only an interpreter of that score. The business

manager is both the composer and the conductor.

 

The task of creating an effective team requires that the manager, in every one of his acts, considers

simultaneously the performance and results of the enterprise as a whole and the diverse activities needed

to achieve synchronized performance.

 

It is here that the comparison with the orchestra conductor fits best. A conductor must always hear the

both the whole orchestra and, say, the second oboe. Similarly, a manager must always consider both the

overall performance of the enterprise and, say, the market-research activity needed.

 

By raising the performance of the whole, he creates scope and challenge for market research. By improving

the performance of market research, he makes possible better overall business results.

 

The manager must simultaneously ask two double-barreled questions:

 

'What better business performance is needed and what does this require of some activities?'

 

And

 

'What better performances are the activities capable of and what improvement in business results

will they make possible?'

 

The challenge for every team leader is, 'Have you composed your symphony?'

 

Have you begun rehearsals with your players yet? Can you hear the second oboe? Are you ready for a

star performance?

 

Source: The Daily Drucker, Peter F. Drucker.