The recent arrest of the leader of Fuerza Popular, Mrs. Keiko Fujimori, and the premiere of the biopic of Freddie Mercury, the most emblematic figure of Queen, give us a clear example of two completely different types of leadership, and their evident results.
A few weeks ago, I commented the importance that the leadership of an organization does not depend exclusively on a figure, but has multidisciplinary teams, whose members are able to challenge each other, to break schemes and to propose new ideas, be critical but in a way constructive, even with its leader.
On this subject, the recent arrest of the leader of Fuerza Popular, Mrs. Keiko Fujimori, and the premiere of the biopic of Freddie Mercury, the most emblematic figure of Queen, give us a clear example of two completely different types of leadership, and their evident results.
Let's start with Mrs. Fujimori. The conversations revealed during the process to decide his preventive detention revealed an extremely vertical structure, in which only a small group of people had direct communication with her. In addition, each step was consulted or ordered by the founder of the party, from the words to be used, to actions such as applause before the appointment of a new president.
This structure, at the level of organizations, has serious drawbacks. To begin, it is conditioned to the permanence of the absolute leader. When this is missing, the system begins to crack, because those who are not close to the leader and who also do not participate in the decisions of the organization, have no sense of belonging and, at the first risk, begin to "abandon the ship".
With regard to the closest circle, there is a certain disorientation, since having depended so long on the indications to the detail of their leader leaves them in a sea of indecisions and last-minute measures. For the moment, nobody can overcome the crisis caused by absent leadership.
Let's go now to Freddie Mercury, who for many was the absolute leader of the emblematic band Queen. However, in a very interesting interview and in the documentary These are the days of our lives, the same Mercury reveals that one of the reasons why the band was still together after many years, was that it was made up of 4 musicians with very strong personalities and defending their musical ideas passionately.
In the words of the legendary singer-songwriter, that was what motivated them to return to a recording studio. Even after having produced albums as soloists, that need to join in the recording studio was still in force, because the challenge of being at the height of the other three musicians, kept alive the flame of creativity, constantly challenging them.
Thus, each member of the band contributed with new ideas, contributing or sometimes discarding the ideas of some, to finally achieve a different but consensual product. In an environment in which the premise was to create new things and experiment, Bohemian Rhapsody, one of the masterpieces of modern music, is a leading example of what can be achieved when innovation is added to talent.
Even after the death of Freddie, with all that it represented, the band remains in force, although with less impact. This is because even two of its members (the bassist retired after the death of Mercury), have managed to maintain the spirit of this historic band, with concerts that still fill stadiums. This would not have been possible without that shared leadership. The band would have died with their vocalist.
This same logic is what allowed the Locos Committee that we formed at EXSA to be so successful. Experts were summoned with strong personalities, capable of challenging other ideas, without fear of expressing opinions and sharing their particular views on different topics.
The current times demand organizations capable of innovating, with structures that encourage the development of new ideas, and that are not based on a proper name, but on structures in constant evolution.
We must ask ourselves then, is our organization prepared to leave its mark on history?
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