It’s Not Your Fault, But It Is Your Problem: The Price of Leadership is Responsibility

Edvard Munch ‘Vampire ii’

'Most people do not really want freedom, because freedom involves responsibility, and most people are frightened of responsibility.'`
Sigmund Freud

My mate Steve was a top Account Man. He was personable and practical, creatively supportive and commercially astute. And he brimmed full of optimism and enthusiasm.
 
So, when our financial services clients commissioned an ad featuring a Hollywood Star, they asked Steve to attend the shoot in person, in order to ensure that everything went to plan.

The Hollywood Star was co-operative, easy-going and warm-hearted.

Her Hollywood Agent, however, was more challenging. Brittle and defensive, she was protective of her boss’s time and sceptical of the Director’s talent. At every twist and turn, she criticised and complained. 

As the production reached its climax, the Hollywood Agent demanded that a whole day’s shoot be rearranged to accommodate her client’s social schedule.

Steve tried to reason with her, explaining that the process was carefully constructed and precisely thought through.

At length, the Hollywood Agent tapped her perfectly-presented nails on the table, looked Steve in the eye, and addressed him in her brusque New York brogue.
 
‘Steve, it’s not your fault, but it is your problem. Get it sorted.’

When Steve later reported these events to me, that particular phrase struck home.

When we’re in a jam, we spend a good deal of time disputing narratives, denying fault, attributing blame. But often these debates are irrelevant. They are merely delaying action, postponing resolution.

'The willingness to accept responsibility for one's own life is the source from which self-respect springs.'
Joan Didion

In my experience the people who succeed in business, and in life in general perhaps, own the problem and its solution. As the management theorist Peter Drucker observed:

'Rank does not confer privilege or give power. It imposes responsibility.'

Eventually the scheduling issues were resolved. The Hollywood Star attended her party, the shoot was completed, and the Steve returned home with a decent ad.

The price of leadership is responsibility.

'When they look at me,
What they really see
Is the love you got me feeling,
Like I'm dancing on the ceiling.
I can hardly breathe,
Because you're all I need.
So when they ask me why I'm smiling like a fool,
I blame you,
Oh baby, I blame you.’

Ledisi, ‘I Blame You’ (C Kelly / C Harmon / L Young)

No. 494

The Industrialisation of Storytelling: Have We Lost the Plot?

Arthur Darvill as Dave in The Antipodes at the National Theatre (Photo: Manuel Harlan)

‘I just wanted to remind all of you that what you’re doing is important. We need stories as a culture. It’s what we live for. These are dark times. Stories are a little bit of light that we cup in our palms like votive candles to show us the way out of the forest.‘
Sandy, ‘The Antipodes’

I recently saw Annie Baker’s excellent play ‘The Antipodes’ at the National Theatre, London (until 23 November).

Baker’s writing is thoughtful, funny, full of nuance and intrigue. She seems more interested in character than narrative; in atmosphere than plot. Her dramas unfold naturally, in their own time, enigmatically. Critics have called her work ‘slow theatre’.

‘The Antipodes’ is set in a brainstorming session amongst a group of creatives trying to come up with an extraordinary story. No medium is specified.

Most of us recognise the large characterless conference room with its grand glass table and carpet reminiscent of ‘The Shining’. There is the industrial quantity of mineral water, the obsession with food – ordering it with great ceremony, eating it with quiet intensity. There is the reverence for authority and process, the dominant masculinity, the awkward silences, the vainglorious Boss. There is the arrogant veteran, the patronised PA, the eccentric knitter, the selective note taker. The participant who is ‘disappeared’ half way through the process. There is the mythologizing of the company’s Golden Age. The lanyards and the NDAs. The liberal use of ‘awesome’ and ‘genius’. The swearing.

It’s all painfully familiar.

‘The most important thing is that we all feel comfortable saying whatever weird shit comes into our minds so we don’t feel like we have to self-censor and we can all just sit around telling stories. Because that’s where the good stuff comes from.’

Of course, only the Boss is allowed to use his phone in this brainstorm, and he is constantly leaving the room, distracted by domestic concerns. A conference call with senior management begins with a chat about the weather and then lurches uncomfortably into technical difficulties. Despite promises to respect participants’ time, as the project proceeds the sessions become longer and later, until finally the creatives are sleeping in the conference room. 

 ‘The stories we create teach people what it’s like to be someone else on a visceral level. As storytellers we know how to shift perspective and inhabit different viewpoints. Imagine what would happen if everyone in the world could do every once in a while what we already do on a daily basis. It would be revolutionary.’

Baker seems to be asking us to question the value of storytelling and its relevance to contemporary issues and anxieties.

We all know that stories make sense of the world. They teach our children about cause and effect, freedom and responsibility. They enable us to articulate our brightest hopes and darkest fears. They provide understanding and escape. They help us walk in other people’s shoes. They bind communities together.

But we have turned storytelling into an industry. We classify and codify it. It is a course we can take at college, a craft we can learn, a process we can teach. It’s a commodity, a business, an algorithm.

Baker quotes Christopher Booker’s 'The Seven Basic Plots: Why We Tell Stories.'

Annie Baker, Photo: Zack DeZon

1. Overcoming the Monster
2. Rags to Riches
3. The Quest
4. Voyage and Return
5. Rebirth
6. Comedy
7. Tragedy

Baker wants to remind us that storytelling is not entirely benign. Stories can mislead and distract, exaggerate and embellish. Stories can obstruct truth and defer action. And our individual ‘journeys’ can be contrived and self-deceiving. One of the characters expresses concern that personal experiences shouldn’t simply be translated into material for storytelling. Surely some episodes are too precious to be broadcast.

‘I guess I’ve always felt like my personal life is the part of my life that I don’t want to turn into a story.’

We become aware that, while the creatives are struggling to invent the greatest story ever told, all is not well in the real world beyond the conference room. There seems to be an escalation of storms and natural disasters out there. Towards the end of the play the Boss questions the relevance of stories to a world facing existential crisis. 

‘I think maybe there are no more stories. Not that we’ve told all the stories. Or that there are only six types of stories or something. But I think maybe it’s the end of an era. Or maybe it should be the end of an era. Like maybe this is the worst possible time in the history of the world to be telling stories.’

So where does this lead us? 

Well, despite the compelling provocation posed by ‘The Antipodes’, I still believe in the power of stories to convey understanding, to create community and to inspire change. I still believe therefore that they have a role in tackling our current concerns. But I also think we need to protect the intimacy and magic of storytelling from commoditisation and industrialisation. We need to ensure storytelling prompts action rather than postpones it.  And we need to be cautious about the ends to which we deploy it.

 ‘We tell ourselves stories in order to live.’
Joan Didion

'But if you disguise
What these things are doing to me,
If you criticize them,
I'll know that you can see.
Until you realize,
It's just a story.
Until you realize,
It's just a story.’

The Teardrop Explodes, 'Treason (It’s Just a Story)’ (G Dwyer / N Michael / J Cope)

No. 257

Joan Didion’s Dreams of Leaving: 'It is Easy to See the Beginnings of Things, and Harder to See the Ends’

Joan Didion in the 1970's

'I want you to know, as you read me, precisely who I am and where I am and what is on my mind. I want you to understand exactly what you are getting: you are getting a woman who for some time now has felt radically separated from most of the ideas that seem to interest people. You are getting a woman who somewhere along the line misplaced whatever slight faith she ever had in the social contract, in the meliorative principle, in the whole grand pattern of human endeavor.’
Joan Didion, 'In the Islands’

I recently watched an excellent documentary about Joan Didion, the essayist and novelist who has described the fragmented American experience from the end of the 1960s to the present day (‘Joan Didion: The Center Will Not Hold’).

Didion’s elegant hands sketch patterns in space as she speaks. She chooses her words carefully and isn’t afraid of silence. Her birdlike frame seems fragile, but her eyes are penetrating and alert. She is 83.

'People with self-respect exhibit a certain toughness, a kind of moral nerve; they display what was once called character… Character- the willingness to accept responsibility for one's own life- is the source from which self-respect springs.’
'On Self-Respect'

Each morning Didion would fetch a Coca-Cola from the fridge and settle down to read - with salted almonds, cigarettes and sunglasses. In silence. And then to work.

She wrote with a clear, concise style, making acute observations, revealing melancholy truths. She wrote about all manner of things: about the Californian counter-culture; about Joni Mitchell, the Doors, John Wayne and the Reagans; about power, corruption and lies; grief, self-respect and keeping a notebook; about the special relationship between a mother and her daughter.

‘We get along very well, veterans of a guerrilla war we never understood.’
‘On Going Home’

I was particularly taken with an essay first published in 1967, on falling in and out of love with New York, ‘Goodbye to All That’.

'It is easy to see the beginnings of things, and harder to see the ends. I can remember now, with a clarity that makes the nerves in the back of my neck constrict, when New York began for me, but I cannot lay my finger upon the moment it ended, can never cut through the ambiguities and second starts and broken resolves to the exact place on the page where the heroine is no longer as optimistic as she once was.'
‘Goodbye to All That’

These words rang true for me - of work, of relationships, of life in general. Beginnings tend to be clean, precise, definite. They can be thrilling, anxious, exciting. The first day at school, the first hello, the first kiss. A new town, new friends, a new job. The sudden realization that summer is here.

But ends seem to creep up on us. The weary nods, the knowing looks, the nagging frustrations. The doubt and dithering, blame and bickering. The fog of uncertainty. The sense of familiarity.

'Everything that was said to me I seemed to have heard before, and I could no longer listen.'
‘Goodbye to All That’

We should be mindful of this when we consider the world of work. We all dream of leaving. It’s just the human condition. But this isn’t necessarily a reason to go. Or at least not right now.

It’s much smarter to focus on beginnings: on reasons to start rather than reasons to stop; on why we should embark on a new venture, rather than why we should depart from our current one; on hope rather than depair.

Choose to join a business, not to leave one.

No. 165