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  • Hi folks, I'm here with Gary Muszynski,

  • 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