Crowdfunding your business – Lessons from Rawk’n’Roll

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I was delighted to see this approach to Crowdfunding working for my friend Bernie Tormé last week.  In under one day, the project to commission a double album had exceeded it’s funding target and is now providing badly needed income for The Teenage Cancer Trust. The idea behind crowdfunding is simple:

  • Find enough people in the world who love something you want to do
  • Ask them to support you by pledging money up front via a web platform
  • Deliver on your promises

It’s another thing altogether to get people to do the pledging and this requires an enticing set of offers, which Bernie has put together.  I personally love the offer to sell his prized guitar given to him by Ozzy Osbourne, although I don’t think he really wants to part with it at £66 600!!

The number of the beast - £66 600

The number of the beast – £66 600

Crowdfunding is increasingly being used by entrepreneurs to overcome the initial funding hurdles to starting an enterprise.  It also allows independent music artists to cut out the middle man of the music industry, which many musicians detest.  This project will succeed and Bernie was kind enough to suggest that he’d used a little bit of my marketing advice in designing the project.  Now it is past the breakeven stage, the fundraising continues but with the greater goal of providing funding to support The Teenage Cancer Trust. It’s what leading author Daniel Pink discusses when he talks about combining Profit and Purpose in “A Whole New Mind”.

Bernie is simultaneously supporting a social goal as well as a business one

Bernie is simultaneously supporting a social goal as well as a business one

I have agreed a unique special offer with Bernie for executives wishing to put a bit of soul back into their lives.  We’re offering a trip to Bernie’s studio, some insights into the life of a working rock star, a live jam with the man himself and optional guitar lessons.  The offer is strictly limited to groups of a maximum of 8 people.  Contact me for full details via e-mail peter@humdyn.co.uk   Bernie also has a series of guitar masterclasses on offer either face to face or via Skype.

Check out the man to hear just what’s on offer and make a bid in this unique project.  We were lucky enough to do a couple of business events with him a while back.  You can’t beat Rawk’n’Roll ….

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About the Author:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching. Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.

What kind of fool am I ?

On April 1st 1994, I started Human Dynamics, which eventually spawned The Academy of Rock a few years later, so today marks 20 years in business.  It’s quite rare to reach this length of time with many companies going out of business in the 1st 200 days, let alone 20 years.  It’s also been a bumpy ride through the recession and I’d like to take this moment to thank everyone that has supported me and my colleagues in all kinds of ways.

Twin Peaks - 20 years in business

Twin Peaks – 20 years in business

As it is April Fool’s day I thought I’d have a little fun with you.  There are five April Fool’s untruths amongst these 20 factoids about my business and personal life.  I will award a copy of my book “The Music of Business” to the 1st person that spots all five of the April Fool’s untruths:

  1. My mum claimed that I was a Virgin birth as my Dad was 67 and she 45 when I was born
  2. I once presented a copy of “Sex, Leadership and Rock’n’Roll” to Prince
  3. My first piece of work in the business was a strategic review for Amnesty International
  4. Professor Charles Handy sent me a postcard to congratulate me on my first book
  5. I brought the world’s first AIDS therapy to market by scaling the product up in record time
  6. I lost a small fortune sponsoring a round the world Rock’n’Roll Tour in 2006
  7. I was a member of The Chartered Institute of Personnel and Development’s (CIPD’s) Council Board
  8. Professor John Kotter said he was too busy playing golf to read “The Music of Business”
  9. I nearly died when I was 25 whilst working in India through taking an aspirin
  10. I nearly collaborated on a book with Jim Collins
  11. I escorted Wilko Johnson through French Customs dressed as a nurse
  12. Mark E Smith of The Fall performed alongside me a gig at Kent University in 1978
  13. Richard Branson took a copy of one of my books from an inaugural Virgin flight
  14. Bob Geldof said I was f…cking mad when I met him at a CIPD conference
  15. I’ve been asked to do a PhD at Imperial College London
  16. George Clinton, The Godfather of Funk, bought me a kebab after a Prince concert
  17. I went to the same school as Sir David Frost
  18. We performed at Brands Hatch for the CIPD with John Otway
  19. The Rt Hon Peter Jay once offered me tea and a conversation at his private club in London
  20. I gave Evan Davis of Dragon’s Den a lift to an event he was speaking at
The prize

The prize

To finish, the Beatles also have a view on April fools:

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About the Author:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching. Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.

Meet the CIO – Chief Improvising Officer – Dr Russ Derickson

Chief Improvisation Officer Derickson

Chief Improvisation Officer Derickson

Introducing Dr Russell G. Derickson, Polymath, Inventor, Jazz Musician, Academic.  I met Russ a year or so back now and am privileged to conduct an interview with him.

Tell me about your background

 

My background, by design, is broad and deep. All my life I have railed against a single domain of pursuit, something that has met with great resistance over time from individuals and organizations that prevail in a specialist-driven world. But that world is changing. I am trained and experienced in science, engineering, social science, music, and the literary arts, and pursue what I call a Generalist-Specialist path. You may have heard of T-shaped and Pi-shaped (like the Greek symbol Π) individuals, who have deep enough breadth to be able to interact effectively with a range of subject matter experts, but also have one area, if not two areas, of subject matter expertise themselves. I aspire to be that sort of person and I keep working on it. The journey is a continuous one. The T bar represents that breath, while the stem represents depth. Similarly for the Pi-shaped individual.  An apt description is “jack of many trades, master of one (or more),” which is a contravening departure from the well-known phrase “jack of all trades, master of none” that disparages broad knowledge and skills. I do not choose to be a narrow specialist, but by no means do I feel that specialist roles are not critical in society.

Specific jobs I have had include serving as a senior researcher in two national labs in the field of renewable energy; professorships in a technical university in the discipline of atmospheric science and in a business school teaching sustainable products and services; senior and chief engineer in three engineering consulting firms in the fields of hydrology, building energy, and software design; business analyst and information services specialist in a telecom company; and professional drummer and percussionist in concert bands and orchestras, jazz combos, and rock groups. I have also had many years as an independent consultant in a wide range of pursuits.  Software I have developed has won national awards and currently serves 95% of the home energy rating market nationally. Other projects and publications of mine have enjoyed international attention, and I recently shared a best journal paper award in the discipline of wind engineering. With four excellent collaborators, I led the paper titled “Coyotes, Jazz, and Creative Teams,” which delved into the essence of creativity and innovation and was presented at the EMSCR 2010 in Vienna.

Improvisation – why is this such an important skill in business?

Improvisation is vital for creativity and innovation in business pursuits, but also for circumstances when known procedures break down or become ineffective in the face of quickly changing events or environments, or sudden novel assaults. But it is important to understand what improvisation is and how to develop facility in using it. Simply stated, improvisation is the act of deviating from a prescribed script or standard process at a given moment. But one does not just “make it up” on the spot. As jazz legend Charles Mingus famously said: “You can’t improvise on nothing, man, you gotta improvise on something.” Check this:

https://www.youtube.com/watch?v=TU_RxWXijz0

Indeed, the basis for improvisation and skill in executing it are achieved only after long stretches of immersion in a field, in which one acquires core knowledge and experience and lots of exposure to low probability events (which by nature happen infrequently). And there are basic frameworks and protocols to follow, at least to a point, beyond which “the rules” can be bent, or broken, with enough experience and acquired wisdom in hand. Furthermore, improvisation is mainly based on prior experience with its use and usually consists of reassembling items in various combinations from a known “bag of tricks.” For example, a close scrutiny of Robin Williams’ performances reveals that he often, if not primarily, puts together combinations of things he has done many times before. Seldom does anything totally new emerge, but there are notable exceptions and they are truly astounding. All of these principles apply equally to business.

While on the faculty of a technical university teaching atmospheric science, I was called on by a faculty colleague in the English department to substitute teach in his class while he was gone on a trip. The theme I brought to his class was about improvisation with the title “What to do when you are thrown a curve.” For example, you are about to present a business case to a group of investors, only to discover that a key person in the investor group is missing, or your time slot has been reduced from an hour to 45 minutes because of a sudden schedule conflict. You are testifying to a city council and a new question has just been brought to its attention by some advisory source and you are asked to address it. There are many more such examples. It turns out that a certain level of anticipating such “curves” can be done and prepared for through scenario planning techniques among other methods. But at times you just have to wing it based on years of experience, or in some cases, set your boundaries and request more time or a rescheduling in order to prepare.

You talk about teams and dyads – can you explain more?

In many enterprises in life, activities are done in a team context. But teams must be assembled and managed well to be effective. A group of individuals operating separately on a task can outperform a poor team, but a good team can outperform the individuals. To achieve effective teams it is critical to provide training in a team-based manner, not just separately train the individuals serving on a team. Furthermore, training is best done in a real-time setting, not “unnaturalistically” or theoretically with a set of academic-like sequences in a classroom. There seem to be three critical components to proper team training:

  1. Designing the team for learning through embodying the right mix of expertise and skills in the collective members for the goal at hand
  2. Establishing an effective challenge to be met by the members as a whole, but delineating the critical role of each individual
  3. Assuring psychological safety for each team member by creating an environment in which individuals will not feel dumb or incompetent with their current ideas or their introduction of new ones.

Let’s look at team size, structure, and communication. Small teams usually work best and there is an anthropological basis for this. Hunter gatherers worked in teams of 5 or 6 maximum. The possible number of communication channels expand greatly with team size. For example, a team of two has one two- way channel, also known as dyadic communication. With three members in a team, there are 3 such possible dyadic channels. With four team members, there are 6 channels, and with five members the number of possible two-way, or dyadic, channels increases to 10. The beat goes on with larger team size, such that an eight member team has 28 possible two-way channels. It gets quite complex with both the sheer number of dyadic possibilities and the attendant process losses for each dyad. Once assembled, a critical component to team operational success resides in effective intra-team communication. From classical quartets, jazz combos, and rock groups, we learn two primary categories of communication that apply to many other enterprises outside the realm of music: verbal and non-verbal. Both the verbal and non-verbal manifest in three ways: as instruction, cooperation, and collaboration. This yields a total of six communication modes. Thoughts on these various modes are the subject of a follow-on discussion.

But there is more to the story on team size and operation. Small teams may work best operationally, but may not possess all the knowledge or skill for a given task. Larger teams have the possibility of having more composite knowledge. However, the smaller, more operationally efficient team can establish a process to gather information from outside the team and bring it back into the task. That may mean a simple transporting of outside knowledge, or temporarily including an outside member for a period of time. This and related processes work best if team members have transdisciplinary skills and knowledge. Transdisciplinary means more than cross-disciplinary, in that one interacts not just at the boundary between disciplines in a team of mixed expertise, but has enough knowledge, like the T-shaped person, to make a deeper foray into several other disciplines. It is worth each team member gaining such a skill for best team operation.

Not often expressed is another facet of a team. Let me express three categories: low-variance, medium variance, and high-variance teams. This idea comes from my paper “Coyotes, Jazz, and Creative Teams.” Variance is the deviation, or change, from a standard mode of operation or process. An example of a low-variance team is a surgical team, an airline crew, or a manufacturing team. Such a team is not prospecting for novelty or surprise, but is rather operating with a tight set of procedures to ensure success and safety. A low-variance team also trains for emergency contingencies to minimize, if not preclude, the need for improvisation or research. Emergencies must be handled quickly in time and such emergencies as a fire do not “age” well as time moves on. On the other hand, a high-variance team such as a design or research team or jazz combo is prospecting for novelty and surprise and thus operates less rigidly with a fair amount of improvisation. A medium-variance team lies in between. An example would be an orchestra that plays the written score, but adds variance through creative interpretation. Needless to say, each type of team requires different training, management, and operation.

Now, I have mentioned dyads. And there are also triads. Both are vital concepts and realities, but let’s stick with dyads for now. Like a lot of words, dyad has a few meanings, once of which was used above: the two-way communication between two people. There is also another meaning: a special relationship of long standing between two individuals. There are personal and professional examples of this type of dyad and sometimes a given dyad entails both personal and professional aspects. The dyad we now discuss requires trust, close communication, and equal status to work best. A well-functioning dyad is one of the most powerful forms of teams that exist. Famous examples include Lennon and McCartney; Lerner and Loewe; Gilbert and Sullivan; Cheech and Chong; Holmes and Watson; Roosevelt and Taft; Watson and Crick; Jobs and Wozniak. The list goes on.  We’ll stop at Cheech and Chong:

https://www.youtube.com/watch?v=CWxgfTMLtc0

Note that while certainly complementary, the individuals of the dyad can have similar skills or quite different ones. That is worth noting. Another key point is that a dyad can lead to a powerful synergy unachievable by the two individuals separately. Or not. Dyads also tend to become unstable and acrimonious over time by virtue of the closeness and persistence of interaction required over long periods of time. Teams of three, the triad, can also produce their own pathologies, more so sometimes that can a dyad. Interestingly, teams of five often report the greatest satisfaction in their operation. But, long live the dyad.

I will briefly mention another type of team: the team of one. Please think on that idea for a while and stay tuned for an exposition in the near future.

Say something about the seminar series you are planning for the USA?

The dyad of Cook and Derickson has schemes to invade the USA with workshop seminars that aim to circumnavigate and then make a direct charge at the processes of innovation and creativity, borrowing from the ethnographies (fancy word for the study of the culture of an enterprise that entails human interaction) of Rock and Jazz. At the heart will be real-time, team-based learning exercises that engage with creativity and innovation, improvisation, and the “taming and harvesting” of randomness. A key aspect will be learning how to uncover knowledge we don’t even know we don’t know (unknown unknowns). Rather than presenting rigid, sequential rules, the seminars will elucidate and incorporate practical sets of guiding principles in the team-based exercises. Importantly, the seminars will entail heterogeneous groups of people from various disciplines rather than from a single discipline.

Pi- shaped - Dr Derickson and Master Cook

Pi- shaped – Dr Derickson and Master Cook

Have you got some takeaway bullet points for readers?

  • There are few, if any, silver bullets.
  • Improvisation is fun.
  • Teams can be fun.
  • You gotta work at it.
  • Start now.

NEXT WEEK OUR BLOG GOES OUT ON APRIL FOOL’S DAY 

BE PREPARED FOR SOME FUN

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About the Blog Author:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching. Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.  Check out our online Leadership programme for FREE via The Music of Business Online.

TMOB Udemy ONLINE

In The City – Rock unites the business world

Rock In The City Logo Purple Mid

Logo Design by Simon Heath – Social Media’s Quick Draw McGraw @simonheath1

Time for a mini update on the band that I’ve formed with Dr Andrew Sentance, former Monetary Policy Committee Member for The Bank of England.  Following the press announcements in the Evening Standard and City AM, we’ve attracted a motley crew of City based rockers and are set to organise a Rock meets Business event at a City location for charity.  The band is called RockInTheCity and the gig’s to be “In The City, By The City, For The City”.

Rockin' The City from West to East Haydn, Andrew, Bilal, Pete, Peter and Barry

Rockin’ The City from West to East Haydn, Andrew, Bilal, Pete, Peter and Barry

The core band members are:

  • Haydn Jones – Telecoms, Operational effectiveness, Bass
  • Dr Andrew Sentance – Senior Economic Adviser, PwC, Guitar, Vocals, Keyboards
  • Bilal Mustafa – Mergers, acquisitions, keyboards, electronica
  • Pete Stephens – Government, drums
  • Barry Monk – Marketing consultant, lead guitar, vocals
  • and myself on lead guitar and vocals

We will be augmented by a range of superb music professionals and there will be an opportunity for people attending our concerts to join the band for a bit of ‘spontaneous combustion’ on the night itself.  Find out more at our band webpage Rockinthecity and follow us on Twitter. We held our first practice at Andrew Sentance’s house the other week.  It would be invidious to reveal our set list, but here’s a few of the songs we jammed out to get our groove on.

  • Money – Pink Floyd
  • Purple Rain – Prince
  • Stairway to Heaven – Led Zeppelin
  • All along the watchtower – Jimi Hendrix

I may also try to get the band to accommodate a live performance of the economics rock anthem “Fiscal Cliff”, now available for download on Bandcamp.  The evening will be accompanied by an introductory keynote on music, business and money plus food and plenty of networking opportunities. We are now looking for a venue in the city and some sponsors for the event which will be run on a charitable basis.  Please get in touch via e-mail peter@humdyn.co.uk if you wish to support this initiative in a small or larger way.  This can be in terms of assistance with marketing, underwriting food, drinks, helping with the event delivery, providing the venue, public address system, lighting, stage crew or anything else you can think of.  Here’s an impression of our first practice:

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About the Author:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching. Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.  Check out our online Leadership programme for FREE via The Music of Business Online.

Box Set 7

Desperately Seeking Bankers Who ROCK

Here’s a piece of recent press attention in The Evening Standard on a project I’m working on with Dr Andrew Sentance, former Monetary Policy Committee member at the Bank of England:

In the City - With Andrew Sentance

In the City – With Andrew Sentance

So, we’re looking out for City business people (Bankers, Tinkers, Tailors and so on -:) who play an instrument and would like to participate in an open mic music jam sessione.  We are also looking for a venue in the City to do this amazing event and anyone who might want to help with lighting, PA and so on.  How will this work I hear you asking?

  • We’ll supply a backline of equipment and some great musicians to support the evening
  • I will be bringing my bass playing friend John Howitt, who is a session musician who has played with Anastasia, Celine Dion and Shirley Bassey and a great drummer.  I’m sure Andrew will also bring some muso friends
  • We will work up a set list of songs that people might like to play in advance but the evening will also be open to more spontaneous contributions.  If individuals want to replace one or more of the backline members that’s fine or they can just add themselves as a soloist
  • We’re looking to do this easily in Spring to give time for a little bit of mental preparation and incubation

Any questions?  Get in touch.  For those about to rock the Bank of England, we salute you!!

In the spirit of the event, here’s one of the contenders for the performance:

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About the Blogger:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching.  Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.  Check out our online Business and Music programme for FREE via The Music of Business Online.

The bookshelf

Improvisation and Innovation

Just back from Northampton having delivered a keynote on the topic of improvisation and innovation.  I’m pleased to say that there was a great deal of interest in the topic and the question many people ask me is “How do you plan to improvise?”  Indeed one can plan to improvise – in the words of Paul Simon:

“Improvisation is too important to be left to chance”

Before we get started, have a listen to a piece of music I wrote and recorded, which was conceived and created pretty much entirely through improvisation.  Initially working alone and then involving my friend and musical collaborator John Howitt, a session musician who has worked with Celine Dion, Shirley Bassey, Anastasia et al.

Somewhat strangely, improvisation relies on discipline if something is to emerge from the process.  I’ve summarised some of the principles that I apply when creating from scratch and their parallels in business:

Parallels between improvisation and innovation in music and business

Parallels between improvisation and innovation in music and business

Improvisation is not confined to music.  It operates in all other artforms, including photography.  We finish with the work of Allisdhair McNuall, improvising photographic artist at Incubation Arts and Ambient Vistas.  Allisdhair uses ambient scenery as his inspiration with natural adjustments of his camera to “make the familiar strange”.  There is no PhotoShop here.  Allisdhair says in true improvisational form “I stumbled across the technique quite by accident and it continues to develop (no pun intended) with each shot I take”.  Allisdhair also provides some subtle backdrops to the table above.

Ambient Vistas

Ambient Vistas

Distant Realms

Distant Realms

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About the Blogger:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching.  Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.  Check out our online Leadership programme for FREE via The Music of Business Online.

The emotional leader

Ii you are a regular to this blog you will know I went to see Nigel Kennedy recently.  Have a look at this article which interviews the orchestra conductor Marin Alsop, who conducted the Kennedy concert at the Proms recently.

EQ and Orchestras

Emotional intelligence is a double edged sword in business.  Yes, leaders need to tune into the people they lead and understand their motivations, concerns and so on.  At the extreme, the emotionally intelligent leader is paralysed by feedback and cannot make tough decisions. So, where do you stand on the debate?  Is it better to be hard headed in business or sensitive to your stakeholders?  I know that’s an annoying journalistic styled ‘A or B’ type question for a hugely complex issue, so here’s a fence sitting position :-)  Or is there a middle ground?

POSTSCRIPT – I’ve been mightily impressed by  the quality of the debate on this blog so far and have decided to add the first two comments to the blog itself.  Grateful thanks to recent star of University Challenge Brian Clegg and Dr Reg Butterfield:

I think as a society we have serious problems if we really think ‘EQ is more important than IQ in this day and age.’ (BTW I skip over the fact that IQ is an almost meaningless number, I mean, rather, the intelligence it is supposed to measure.) In a technological society, that’s a recipe for collapse. ‘Hey, I don’t know how this machinery stuff works, but I sure empathise with it,’ will not fix your car/internet/central heating.

Of course the real answer is that both are important for different reasons. EQ is important to understand people and get the best out of them, IQ is important to understand the world and to keep technology running. In survival terms, EQ is valuable if the threat comes from other people, IQ if the threat comes from anything else. But going on all you see/hear in the news, I think in the West we’re doing just fine on EQ overall and could do with a good slug of IQ to balance it up.

Brian Clegg

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Most good managers have a healthy dose of narcissism or they would not have the self-confidence that a great leader or manager needs to be successful in the midst of chaos or adverse business conditions. It can provide the source of internal confidence that allows a leader to stand strong behind decisions and maintain a vision for the group in spite of challenges along the way.

However, I believe that it is the EQ element that prevents them from becoming too much of a controller and separates them from those who are ill. People who have a narcissistic personality illness normally exhibit at least five of the following traits:

  • Has a grandiose sense of self-importance
  • Is preoccupied with fantasies of unlimited success, power, brilliance, beauty, or ideal love
  • Believes that he or she is “special” and unique
  • Requires excessive admiration
  • Has a very strong sense of entitlement
  • Is exploitative of others
  • Lacks empathy
  • Is often envious of others
  • Regularly shows arrogant, haughty behaviours or attitudes

I have worked with many managers who border on such an illness and yet were perceived to be successful by their CEOs or shareholders. These people tend to ignore feedback, are unable to let go of control, often believe that technical skills are more important than one’s leadership skills and so on. They also tend to undermine their own people because they cannot stay out of the low-level details of the team’s daily tasks.

EQ has been around forever and business people have known about it for many years thanks to the work of Daniel Goleman. If managers are able to harness their narcissistic tendencies and apply the following traits from EQ, then I believe that we have a good balance between the debate about EQ and the narcissistic approach to leadership and management:

  • Recognise what’s going on for oneself (one’s moods, feelings, thoughts, and reactions)
  • Read what’s going on for others (their moods, feelings, thoughts, situation, and reactions)
  • Respond in a way that is most appropriate, based on the environment and the people in it

By the way, isn’t that what a good musician does?  [Author comment - Yes, as with good leaders]

If we professionals use ‘client-centred consultancy skills’ combined with a ‘process consultancy’ approach (Edgar Schein) we can help leaders and managers achieve this balance.

Dr Reg Butterfield

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About the Blogger:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching.  Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.  Check out our online Business and Music programme for FREE via The Music of Business Online.

The bookshelf

Seasons Greetings

I don’t do Christmas cards any more, but instead give the money to Charity.  This year it’s Demelza Children’s Hospice who we did a concert for earlier in the year which raised £1000.  I’ve just made a festive piece of ambient music inspired by cats !!  A trifle cheesy, but it’s all for a good cause.  Check it out here:

We’re making a proper film for the music in the coming weeks as a more general fundraiser for Demelza.  So, seasons greetings and all the best for 2014!  Here’s a word from our sponsors:

Miaow

Miaow

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About the Blogger:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching.  Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.  Check out our online Business and Music programme for FREE via The Music of Business Online.

The bookshelf

The bookshelf

Glam it up – 3 Business Lessons from Glam Rock

I was kindly invited to go and see a double bill of Glam Rock recently by a client who was grateful for my work – Oddly enough I’d never seen The Sweet and Slade ever before (OK, I know the purists will say that the bands now have a different line up, but it would be difficult to reform The Sweet as 50% have left this mortal coil! )

Sweet FA

But, as always, the real question for me is, are there any business lessons from Glam Rock?  Of course there are:

Branding Lessons from Glam Rock

Style overwhelms substance – Dave Hill of Slade may well not have gotten a job playing guitar in Yes or Be-Bop Deluxe, but undoubtedly Slade win hands down in the ‘branding / image / memory department’, for good or bad.  Unfortunately this lesson does NOT transfer well from the music world to the world of business, where many things are based on ‘needs’ not ‘wants’.  Covering substance up with style does not lead to sustainable competitive advantage in many areas of business unless the ‘substance’ is in fact the ‘style’, such as hairdressing or fashion.

Performance Lessons from Glam Rock

So, where did Glam Rock acts place their emphasis?  In the performance of course.  Slade come on stage as if it’s already over and move on from that point.  Is business a performance?  Well, to some extent it is.  The academic Henry Mintzberg drew parallels between business, theatre and performance and clearly it’s important to make an impact, especially in today’s crowded market.

Slayed

Slayed

HR Lessons from Glam Rock

Glam Rock above all else developed the idea of having separate personalities within the band, to relate to the different fans (customer) needs.  In Slade, Noddy appealed to the guys, Dave Hill the girls and so on.  The Spice Girls took this to the ultimate end point by naming the members to suggest the market segment they were to appeal to – Posh Spice, Sporty Spice etc. Finally, we must go to the main Glam attractions for some soul food:

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About the Blogger:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching.  Contact via peter@humdyn.co.uk

Ask and you may receive

Ask The Smiths

This is a simply inspirational story of someone who refused to be defined by others and who made a huge impact in the music industry by doing something fundamentally different to the norm.

Amanda Palmer illustrates the powerful impact of connecting through your vulnerabilities as much as your strengths and the power of asking.

VULNERABILITY

I’d imagine that most of us would not wish to get naked in front of hundreds of people of the opposite in order to gain commitment to a project or cause!   Amanda’s method does not have to be copied, but it can be creatively swiped.  The underlying principle is that when you reveal a vulnerability, it can produce a much greater connection than appearing to have no faults.  The process of self disclosure and self effacing humour is much misunderstood, but in the right hands, can be a powerful source of connectivity.

ASKING 

I know so many people who want to achieve things but who do not ask people to help them.  Sure, it’s not guaranteed to work but one thing is equally certain.  If you don’t ask, you don’t get.  It’s a trait that I’ve used positively quite a few times through my life.  See the post on Harvey Goldsmith.  Whenever I’ve regretted things, it’s often when shyness has kicked in.  Shyness is nice, and it can stop you from doing the things you want to … wise words from Mr Morrissey:

A short post this week as I’m taking a break prior to my trip to New York next week – enjoy the summer if you have any wherever you are in the world :-)

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About the Blogger:  Peter Cook leads The Academy of Rock - Keynote events with a difference and Human Dynamics - Business and organisation development, training and coaching.  Contact via peter@humdyn.co.uk