Tag Archives: Dingwall Fleary

Artist of the Month – Maestro Dingwall Fleary

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Maestro Dingwall Fleary – Celebrating Forty Years of Classical Music Leadership in McLean, VA

Maestro Dingwall Fleary, Founder and Music Director of both The McLean Symphony and the Reston Community Orchestra is working hard developing his Season Finale Concert for The McLean Symphony. This spectacular event will feature Beethoven’s Ninth Symphony Choral Finale, the much-loved and ever-popular magnificent Ode to Joy.

Now why should this matter to you?
There are very few genius-level leaders who combine their artistic passion with intense devotion to their people. Forty years of “making music in McLean.” This is with an all-volunteer symphonic orchestra. (Actually, two such orchestras. The McLean Symphony traces its ancestry back to Maestro Fleary’s first founding of a classical chamaber group in McLean in 1971, and the Reston Community Orchestra has been in existence for 26 years.)
Some of his players have been with him for over two decades. Others travel for miles, after a hard day at their “day jobs,” to rehearse with him.
Why? Because by working with Maestro Fleary, they achieve heights of excellence – greatness even – that they would not reach with any amount of hard work and passion on their own. Not if they are being “volunteers” in their musical efforts. (And relatively few of us can afford to do our artistic work full-time.)
The mark of “true genius” changes over time. When we are young, it is all about our own fire; our brilliance and our passion. We epitomize the Magician archetype. And bluntly, society will forgive a great deal of self-centeredness in the young artist, provided that the gift is commensurate. We cut the “emerging prodigy” a great deal of slack.
Then, the artist matures to establishing himself or herself. He or she becomes an Emperor, recognized as the “preeminent expert” in a certain area. Maestro Fleary, for example, is very likely the world’s leading interpreter of Duke Ellington’s works, such as Harlem, which he featured in a recent TMS performance.
Beyond that, there is yet another stage; the Hierophant. The Hierophant is the master teacher, the Obi-Wan Kenobi. Hierophants are one of the least-understood archetypes of our society. However, once we understand the Hierophant concept, we see Hierophants in action all around us. They’re the senior executive who mentors the up-and-comer. They’re the Youth Pastor and the Girl Scout Troup Leader. They’re the college professor who always has an open door so that a student can come by and ask questions.
And even more than that, the most-developed Hierophants among us not only help us get through the college chemistry course; they help us have real, true, honest-to-God, for-real breakthroughs. These are the teachers whose books we read, whose audio CDs we listen to, whose blogs we follow. If we’re really lucky, we get to interact with them in person.
That’s why musicians travel from around the area for the privilege of performing in his orchestra.
Maestro Fleary was featured in Unveiling: The Inner Journey as an example of an “integrated person.”

Mastering the "Power Archetypes" – Essential for CEOs and Strategic Leaders

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Using the Six Core Power Archetypes – A Leadership Essential

Why are successful CEOs paid so much more than other key members of a leadership team? It’s not just the responsibility; the “buck stops here” factor. It’s not just business experience and ability to “perform.” Rather, there is a skill required in leadership situations – a very special skill – that very few have. So few people have this skill, really, that those that do command the most prestigious jobs. They have the most influence and leverage. While each of us creates a “ripple effect” in the world around us, those few people who have this unique skill have a “ripple effect” that can travel around the world (multiple times), and persist long after the person is still in place, carrying out his or her role. In some cases, the impact of these people lasts for centuries. They create true legacy.

This skill, I’m convinced, is not just the ability to deal with complexity, but something more complex in itself.

Imagine that you – or anyone whom you know – works within an “imaginary room.” There are different “walls” in this room. Each “wall” represents a kind of interaction that is required for the job.

Suppose that someone has a relatively simple job, in terms of “interaction complexity.” They might be doing a very highly skilled task – such as programming a complex system. But their “interaction complexity” is limited to just a few “walls.” This person has their boss or team leader, their co-workers or those who are providing inputs to the system design, and – of course – the “system” itself. This person may be paid a great deal, depending on the complexity of the system that they’re programming, and the level of insight and skill that they bring to the task. But there is a “cap” on their salary – and on their growth within the organization. This “cap” relates to the complexity of the “room” in which the person lives. In this case, their “room” has just three “walls”; team leader, co-workers, and computer system.

Now, think of yourself in a CEO (or similar leadership) role. Your job requires you to live in a “room” with very many “walls.” There is your Board and the Board Chair, your direct reports, your clients, and – of course – the product or services that your company offers. Within the realm of “direct reports,” there is further complexity. Marketing, for example, is a very different “wall” than is finance, which is different from operations, etc.

What makes your job both interesting and demanding is the need for you to “switch gears” as needed. Your job environment is the Swiss Alps race track; as described in a previous blogpost on Your V8 Power Car Engine.

The most effective, and successful, CEOs manage by calling on their different power modes as appropriate, and as needed.

One good example of this kind of power mode integration is described by author Michael F. Andrew, in his book, How to Think Like a CEO and Act Like a Leader. One of his first points is to “treat issues coldly and treat people warmly.” This is direct advice to combine two power modes; your Emperor (your logical, facts-and-figures, results-oriented mode), and your Empress/Isis (your caring, feeling-oriented, relationship-building mode). These are entirely different modes of being. Successful leaders use both – and four others as well! (They also, for “filling their well,” draw on their two reserve modes also.)

I know of several people who do this kind of “gear shifting” very well. Two well-known luminaries are current Secretary of State Hillary Rodham Clinton, and former Secretary of State Madeleine Albright. (They are both profiled in Chapter 11: “Switching State” of Unveiling: The Inner Journey.

Closer to home, Maestro Dingwall Fleary, Musical Director for both Reston Community Orchestra and the The McLean Symphony, is an excellent example of a leader who can “shift roles” as need be. He finds this ability essential to his success in leading people and in bringing out their “best possible performance.” And just as as business offers quarterly profits as immediate and direct feedback on the CEO’s skill, a symphony’s performance is a direct feedback on the conductor’s skill. It’s partly the quality of the musicians, and it’s mostly what the conductor can get out of them.

For more, read Chapter 11: “Shifting State,” in Unveiling: The Inner Journey.