I suppose, I always thought that becoming the boss is what to strive for in one's career. Going up the ladder.

It was always suggested to me. You want to be successful? You gotta be the boss. You want the power to have a real say on the overall strategy? You gotta be the boss. You want to become rich? You gotta be the boss.

Well let me tell you this much at least, I will definitely not get rich with my current MD role and how much I can really influence the strategy really depends on my stakeholders. So I guess, in reality, being the "boss" isn't perhaps that alluring. 

Moreover, as an MD now, I realize that even the "boss" actually has a vital role to play and requires to contribute her part like every employee. Previously, I thought of a boss as someone who would just be in meetings all day long, talking to people, making a couple of decisions but not doing actual work.

And while in parts it is true, I come to realize the following:

An organization is like an orchestra, consisting of different groups, voices, instruments, and the MD/CEO is like the tour manager of that orchestra. 

She is the one who needs to rally for the team. She has to advertise and sell and make sure that the next concerts are all lined up. She represents the orchestra to the outside world.

If you are a good MD, than you are a good sales person and a good business(wo)man. MDs don't run the show, they don't decide on the (content) pieces or how they are played. 

MDs make sure that the overall machine is running, so that other people can run the show and produce the quality and content required. 

Could the MD also be the conductor?

Yes, of course. However, while orchestrating and managing people is mostly associated with being the boss, the crucial role of the tour manager often gets forgotten.

Side note: Even if you removed the conductor in an orchestra, the orchestra would still be able to produce the same quality music if you have strong players in each instrument. Likewise in an organization, if you have strong leaders in each team who listen to each other, most likely the product and business can still be run effectively. The MD's cricial role is therefore to be the tour manager and not necessarily the conductor. 

It takes time to grow into this mindset—especially, when we are used to get our hands dirty and passionate about building products ourselves. Now, we are building the engine instead to produce great products and services.

This scope change means that we need to also change how we make decisions, how we get ourselves involved into details and how we think about our own role. 

So what is top of my mind these days? People. People. People. 

• How do I structure my teams so that they are functional?
• What are the gaps I have in my teams and what skills do we need to hire in?
• What is every individual good at and where do we need to provide development?
• Who do I need to talk to and influence to get the next gig?
• What kind of personal brand do I want to project into the world?

What do I spend my time most with?

I spend most of my time right now to look at the current team set-up and what talents we need to hire in.
I believe, I spend way too much time getting roped into content, and it shows me that I need to empower my directs more to take care of that themselves.

In the near future, I want to shift gears towards spending more of my time on internal and external roadshows and Biz Dev, as I believe these fundamental elements are what consistutes my role and will be crucial to ensure our long-term success. 

In a way, next to the company vision, I have set up an organizational vision for myself:

My ambition is to get this great unique bunch of musicians to the next level, and by refining and professionalizing our orchestra to be able to play high-class global symphony concerts in the future.

Hope you will be listening ;-)