Did you know that job satisfaction rates for orchestral musicians ranked below that of prison guards?
I see this heartbreaking truth in our daily work – conflict between conductor and musicians, unresolvable tension in negotiation processes, and disconnect between musicians’ commitment and revenue increase.
What sets me apart is my obsession with learning why these issues exist and how we can do better.
My curiosity led me to learn how other industries have successfully tackled these problems.
I’m eager to lead artistic organizations to evolve by applying those strategies.
Former CEO of Best Buy, Hubert Joly advocates for any company to have three imperatives: people, business, and finances - in this order of importance.
Excellence in the development of employees (people) leads to quality products and loyal customers (business), leading to making more money (finances).
“Purposeful leadership recognizes that all companies are human organizations composed of individuals working together for a collective purpose. And the magic happens if you connect what drives individual employees to the purpose of the company in an authentic fashion.” - Hubert Joly
I wholeheartedly subscribe to this philosophy: happier musicians make better music.
It seems so simple yet hard to achieve, because taking care of our musicians (and their goals) often come last - if at all.
Therefore - my mission is to help musicians feel more valued, seen, and fulfilled.
In service of this, I prioritize:
Optimizing work culture for purpose and growth
Creating conditions for most satisfied musicians
Promoting psychological safety for high-performing teams
Leveraging people-first leadership for artistic excellence
These avenues are how we ultimately best serve our audiences and ensure prosperity in our businesses.
