Lessons on Leadership: Shakespeare
LEADERSHIP STRUCTURES
In honour of Shakespeare Week, I have merged the literary and corporate world to analyse the most recurring themes in business. We, as humans, are obsessed with leaders- how they speak, act, and present themselves in all types of situations. Classic literature has always best captured the philosophies of leadership. From King Lear to Caesar, the famous playwright not only wrote about some of the notable fictional leaders in history, but invented them. Let’s dive into what insights his work provides in becoming a better leader…
- NOTE: Executive learning requires the ability to dissect, assess different information. Learning as a lifestyle has been one of our core beliefs since the beginning of Dco. The demand for lifelong learning means that classic literature and philosophy make an ideal touch-point for reference and example…
ON PERFORMANCE
All the world’s a stage, and all men and women merely players, They have their exits and their entrances
As You Like It, Shakespeares Works
Leading, acting, role are all familiar buzzwords in business. Any aspiring actors amongst you will immediately recognise that these terms are just as familiar to you in the world of theatre.
There are some of you who may connect the word ‘performance’ to being fake or shallowand in an everyday setting that may ring true… However, the skill of performance within business is the ability to adapt and grow resilient against external events that may affect process or flow.
Like being on stage, most leaders have the sense of being observed and assessed on a day-to-day basis. This is usually based on the competency of their actions and ability to fulfil a wide range of expectations on a timed basis.
This can trigger uncomfortable emotions, ranging from mild self-consciousness to a deeper sense of inadequacy. A leader is a victim to the same range of emotion as their team, however, often has less room to express such highly charged feelings. Displaying a positive exterior in times of uncertainty keeps the team level, and doesn’t distract from the most important aspect of the business: its mission.
Performance, in this way, is a way to remain professional.
HIERARCHIES
‘When scholars attempt to find an organization that is not characterized by hierarchy, they cannot… Hierarchies thus become unavoidable even when people seek greater equality’
Stanford professors Deborah Gruenfeld and Larissa Tiedens (now president of Scripps College)
Today, people are reluctant to acknowledge the hierarchical aspect of human organisation. Perhaps it’s desire to distance ourselves from-what we think to be-an outdated reliance on stone-and-club ideas of hierarchy where I say jump and you listen.
In reality, these structures are a method of organising resources, skills, and even personality. They have been integral to our survival since the dawn of time and should not be overlooked.
However, although useful, a traditional hierarchy may not fit in every type of business model. Expectations and structure of roles should therefore be reviewed and managed according to relevant aspects of the business.
PRESENCE
Shakespeare is famous for capturing the effect of contradiction in the presence of leadership. From Hamlet to King Lear, his literary leaders are as potent as they are flawed and real. He highlights a leader’s duty of balance between professional exterior and individuality.
Portrayed as sterile, unemotional beings in media, leaders are like cold pillars which buttress the structure of a business. This may explain people’s reluctance to express honest critique and provide valuable feedback to their superiors. But, it is this exchange of communication between the two points of experience which comes to inform the decision-making processes of the leader.
RESPONSIBILITIES
A leader is also the first point-of-contact in times of crisis; as a source of aid and sometimes as a source of blame. Responsibility falls on the Head of the project or organisation.
How did they not see the first signs of failure, even if no one else noticed either? That’s their job…
A leader’s duty extends from consoling the crowd to becoming the problem fixer. The ability to listen and create safe, open feedback streams in a company’s culture creates healthier expectations and better keeps organisations on track. In addition, managing expectations and accepting the chance of human error helps in fostering an open culture. The presence of every member is vital.
What should we expect from the team?
‘…constant as the Northern Star’
Caesar & Cleopatra, Shakespeares Works
Leadership can be lonely, although it doesn’t have to be. Team structures are symbiotic by nature, neither management nor team can exist without the other…
The role of the team is to provide sufficient, constructive feedback to their director or leader. This transactional element within business structure drives its ecosystem. Creating a plan of action is reliant on on each party communicating effectively with each other. If you’re familiar with Shakespeare, then you know that this is where Caesar failed. He relied on his ego to guide him instead of listening to the cries of the state.
In summary, the relationship between leader and led is in a constant cycle of discussion, decision-making, action and feedback. Therefore, A chink in the chain risks devaluing the process which follows next.
PURPOSE BEYOND PROFIT — BUILDING HEALTHY WORK CULTURES
‘A goodly apple with a rotten core.’
Merchant of Venice, Shakespeares Works
In The Merchant of Venice, its characters build the culture of the city. Venice comes to represent a culture driven by the shallow pursuit of wealth. To no surprise, this craving for wealth creates a manipulative and toxic culture. Finally, the city risks falling like a house of cards.
In business structures, creating a solid foundation in reinforcing and practising core values (like open feedback streams and trust) is so important for maintaining a healthy work culture.
Dcos’ Top 5 Healthy Work Culture Habits;
- Feedback — Keep communication cycles open.
- Accessibility — Create a flatter landscape between higher and lower experienced players within a team.
- Continuous Performance Management — Conduct regular meetings and performance reviews where openness is encouraged.
- Psychological safety — Create a safe environment where team members are more likely to share, take accountability, and learn from past mistakes. Read more on psychological safety here.
- High Levels of Trust
Rewarding the moment sets the foundations and keeps a realistic mindset across the board instead of getting lost in expectation.
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