What can leaders learn from art?
Dr Jane Robertson & Olga Speakes
When we need to think differently, sitting in the workplace or the classroom are not your only options. As part of our management development programmes, we use a variety of environments to stimulate thinking and one of the venues we use is an art gallery. In traditional management development programmes there is an emphasis on the science of leadership but there is also the human aspect of leadership that is also so important. One of the reasons why we spend time viewing art is that we believe there is a connection between art and leadership. Art gives its viewers the opportunity to connect seemingly unrelated data to gain fresh perspectives, viewers connect with themselves and others. We work on the premise that success is not only based on what is known but also on the ability to think in a human centered space. Thinking is a complex cognitive activity that involves the mental
pursuit of generating, processing and organising information to make sense of the world.
Thinking involves perception where we gather sensory input from the art in the gallery, conceptualization where we use our experiences to interpret the information and reasoning where we recognize patterns between the art, managing self and managing others. We spend time consciously using our brains to make sense of the world around us and decide how to respond to it. “Art is the lie that enables us to realise the truth” – Pablo Picasso.
Art tells a story in ways that words cannot, it is a medium that communicates emotions, experiences and messages that can touch people on a deep level. Stories have the potential to inspire, advance understanding and create connection. Similarly, leaders need to recognise the importance of creating a compelling story. Ultimately, stories are a channel for sharing a common vision that can incite change. “Leadership is not about being in charge. It is about taking care of those in your charge. To do that, you must tell a compelling story that inspires and unites” – Simon Sinek. Intellectual curiosity is a big art of being an artist. Artists ask themselves questions about what society is talking about and they then reflect on these issues through art, inviting their audiences to join them in this kind of probing approach to things we may take for granted or not notice. We need to pay attention to what artists are sharing with us and also ask ourselves questions. Artists have the courage to imagine how things could be different, even when change seems impossible. In this sense they are true leaders of our society. It is not incidental that in many countries with advanced social and economic systems governments invest substantially in support for the arts, and for public visual art in particular. “Art is an adventure into an unknown world, which can be explored only by those willing to take risks” – Mark Rothko.
Art challenges us to embrace at times difficult or uncomfortable questions about what we are viewing and what the artist was thinking. To enhance your curiosity whist viewing art you could ask yourself the following six questions:
- What feelings does this piece of art produce? How can I use understanding of my feelings and feelings of others in my role as a leader? Leaders can benefit from identifying their feelings, knowing how to evoke and control them.
- What narrative or message is the artist attempting to convey? What story do you need to create for others? Leaders can learn from the artistic storytelling approaches used in art, which frequently tell stories or convey messages.
- What medium did the artist use to produce this work?, What mediums can you as the leader use to tackle problems. Leaders can find inspiration in imaginative approaches to tackling problems.
- How does this piece of art alter the way I perceive the world? How can I help my team members adopt a more expansive viewpoint? Art may challenge one’s viewpoint, and managers should think about how to encourage flexibility in their teams. Leaders can take inspiration from the way artists use a different perspective
to promote a more varied and inclusive workplace. - What can I learn from this work of art about the value of persistence and commitment? Artists engage very consciously and often meticulously with their process. How can I use these traits in my leadership? The labour-intensive process that goes into creating many artworks can serve as motivation for leaders to
emphasize dedication and learn self-awareness. - How can I use art’s various layers of meaning and the idea of interpretation to better comprehend and deal with difficult situations in my organisation?
Leaders can learn from the many interpretations that art frequently encourages. Not only does viewing art allow for thought provoking questions but it can encourage dialogue with others about the art so that different options and views are brought to the surface. One of the best things about viewing art in a gallery is that it stimulates conversation on the pieces you are viewing. The ability to hold the space for dialogue is such an important leadership skill. There are so many possible futures for our business and leaders should they wish to embrace this need to let go of the concept of being right.
Being an artist involves the need to embrace one’s vulnerability and to open oneself to public scrutiny. Artists may also fear that their art is being judged and as leaders we need to take the risk and not always offer solutions but rather ask thought provoking questions that encourage thinking. Good art is neither prescriptive or descriptive, it recognises the complexity of the world and of the human condition. Likewise, good leaders do not have to always have the answers, good questions are more important. Try and ask ‘what if’ questions. “The painter tries to find answers to life’s deepest problems in his art. That’s what I believe” – Andrei Tarkovsky Michelangelo took four years from 1508-1512 to paint the ceiling of the Sistine Chapel in the Vatican. Many artists today rely on both their intuition and on extensive research as inputs for their creative vision. Daniel Kaheman in his book ‘Thinking, Fast and Slow’ distinguishes between two modes of thinking systems 1 which is automatic, fast and intuitive and system
2 which is slow and deliberate. When viewing art we immediately access systems 1 thinking as emotions are brought to the surface but then we need to pause and pay attention so we can access system 2 – where beliefs, choices and decisions on what to think sit. Taking time to reflect during the day is one of the ways we can slow down and access systems 2 thinking. Journaling is a wonderful tool to use to reflect (individual thinking) as well as action learning
(thinking in a community). Understanding how we think can guide us in our decision making. “Art enables us to find ourselves and lose ourselves at the same time” – Thomas Merton.
In conclusion, find or create an environment that gives you the space to think that is different from your day to day activities. As leaders in business we invite you to think like anartist.
1. Be curious – ask questions.
2. Identify and confront your fears.
3. Develop a good story – connect with emotion.
4. Take time to create a new possible future for you, your team and the business.
“Great things are done by a series of small things brought together” – Vincent Van Gogh.
*Dr Jane Robertson is a director of Training Partners, a management development company. She specialises in thinking skills; she applies an action learning and narrative inquiry approach with the aim to create transformational learning.
*Olga Speakes is a director of AVA (Association for Visual Arts), a non-profit organisation and art gallery in Cape Town and an art lecturer and curator.