What Chicago (the band) can teach us about leadership.

Leadership is not about titles, positions, or flowcharts.  It is about one life influencing another.  ~John Maxwell

In Chicago, the crosstown classic is a significant summer event: Cubs vs. the White Sox.  I've even seen stores and businesses close for this highly anticipated rivalry.   Last week I attended what I believe should become the musical version of the crosstown classic: Chicago (the band) with the Chicago Symphony Orchestra (CSO) at Symphony Center.

So what does this crosstown classic idea have to do with John Maxwell's quote?  Believe it or not, as I watched Chicago interact with the CSO this quote actually came to mind.  First, the band, Chicago, is truly a band.  They don't have a single, designated lead singer.  At least four different band members sang the lead at some point during the concert.  And a number of them played various instruments.  In other words, it really wasn't about their "title" or "position."  They were all band members allowing their varied talents to influence one another.

Then there was the interaction with the CSO.  I've attended a number of CSO concerts and they really are one of the best symphonies in the world.  Now, imagine, Jason Scheff, bassist for Chicago wandering back into the symphony to play alongside the CSO string bassists.  At one point I caught a CSO violinist bobbing her head to the driving pop sound of Chicago.  While Chicago performed a song without the CSO, the CSO conductor was slapping his thighs and clapping to the beat.  Later in the concert, the Chicago drummer and percussionist performed an intense rock-and-roll duel.  The CSO members responded with applause and bows tapping on music stands. 

This musical interaction was not about titles, positions, or even musical style or genera; it was about one life (or group) influencing another.  The interaction between Chicago and the CSO was truly a sight to behold.  Two Chicago musical icons of seemingly different styles coming together to influence one another for the evening.

Imagine a workplace where the culture isn't characterized by titles or positions, but by how one life can influence another.  Here is just one example.

Morning Star is a tomato processing company based in California, with revenues of $700 million and over 400 employees.  What makes the company remarkable is that it has no bosses, titles or promotions.  Staffing decisions are made entirely by colleagues working together.  There are no promotions: people take on greater responsibilities after persuading their colleagues they can deliver.

A key element in Morning Star's model is what is called the Colleague Letter of Understanding (CLOU).  Every employee negotiates his CLOU with all those affected by his work.  This letter sets out what each employee is to accomplish in a given year.  Similarly, the company's 23 business units negotiate CLOUs with each other.

I would suggest that Morning Star has shifted from trying to manage through titles, positions and flowcharts to leading by recognizing how one life can influence another.  It doesn't matter if it's Chicago, the CSO, or a tomato processing company; the bottom line of leadership is just as John Maxwell stated, one life influencing another.