Good genes can help, admittedly, but nurturing - although slower and harder, and requiring persistence, optimism and determination - will always give the best outcomes long-term. That is a business 'message' but actually proof of this was on the Isle of Man in the last two months at the theatre.
The island's population is around 85,000; similar to the likes of Harlow, Nuneaton, Halifax or Weston-Super-Mare. Yet the levels and depth of talent in performing arts is astonishingly high. To say the IoM punches above its weight is an understatement.
Two shows - Jersey Boys by Two Feathers Productions and We Will Rock You by Taylorian Productions - ran at the iconic Gaiety Theatre, and both were easily of West End standard; truly world class. It is far from the first time that great shows have been put on here, but these were another level and came one after another.
It got me thinking about how such an enormous talent bias like this can come about. The answer, I think, is nurture.
The Gaiety Theatre is over 120 years old and its architecture and decor is breathtaking. It creates motivation through excitement and aspiration for every would-be performer.
A virtuous circle has been created in the community: the prospect of performing at the Gaiety attracts people to perform - the community spirit is friendly and people want to stay involved - several performers decide to open their own dance/singing/acting schools - more children get involved - more performers mean bigger shows...and the cycle starts again. There is nurture at play at every step.
There is an obvious business analogy here, which I won't patronise you by spelling out. Suffice to say that paying attention to nurturing yourself, your teams and your business will serve you well, and it will mean you don't have to rely on the lottery of genetics.
I try to meet with, virtually or in person, lots of my business and coaching contacts, and I find this an effective way of keeping up to date with the latest relevant issues. It also helps to ‘ground’ me and encourage me to check in with my own work and approach. Along the way I have lots of discussions about leadership which inevitably entails wildly differing views and opinions.
Out of the proliferation of remote work during and after COVID, a new challenge for organisations has emerged: many important skills are not easily, or cannot be, nurtured through screens. In the traditional office environment, the subtle yet powerful process of learning osmotically plays a critical role. Leaders model behaviours, and employees, often subconsciously, absorb crucial skills such as adaptability, emotional intelligence, and intuitive decision-making. Even resilience can be enhanced through witnessing other people’s coping mechanisms.
Reflecting on what I feel makes a leader truly great, I realise that leadership is generally misunderstood. It should not be about rank or authority;