Dance Lessons

6

The Conditions

of Conditioning

P

order to succeed. In dance, rehearsals begin

by communicating purpose and going through

walk-throughs (as dancer and choreographer

Gene Columbus says, “Dancers must know where

they are going and why they are going there”).

Then they focus on conditioning the dancers to

work with and respond to one another as they

refine their moves.

Conditioning is equally important in a part-

nership. It ensures the fluidity that gives a great

partnership its efficiency and sharpness. It doesn’t

happen by accident. When people speak of a

partnership having synergy, they are describing

one of the results of conscientious conditioning.

89

PARTNERSHIPS, LIKE DANCES, NEED TO BE REHEARSED IN

LESSON

90 STEP THREE: REHEARSING

Goals: Always Know

What the Dance Is

About

How does a real dance rehearsal

begin? Wise directors open rehearsal by conveying the aspira-

tion or aim of the dance. “Ladies and gentlemen, we are here

for a single intent: to convey the magic of the night before

Christmas to our audience,” begins a ballet director. “The

Nutcracker you will be performing is a timeless expression of a

child’s dream of Christmas Eve. Our audiences will be moved if

we can convey the innocence and wonderment of that expres-

sion. They will be inspired if we can rekindle a feeling of nos-

talgia about their personal remembrance of things past.”

Notice our hypothetical dance director’s emphasis on tone

and feel, destination and intent. Great partnership rehearsals

are similar: they include an explicit expression of the goal of the

relationship. Defining the goal of the partnership is differ-

ent from understanding its purpose. Purpose tells “why”; goal

explains “what.” Partnership purpose proclaims a rationale and

direction; goal communicates a destination and target. As the

director states aim, style, and tone, partners must begin their

rehearsal with a clear statement of objective.

Defining the goal helps partners create a common “big

picture” in their minds. Although rehearsal begins by focusing

on mechanics, in time the steps grow less important as they

become more instinctive and unconscious. At that point

the major moves, the big-picture goal, come to the forefront.

The feel of the music becomes a more important guide than the

technique of the step. Details remain important cues, but

the ultimate focus is on flow and feel.

Making this transition, from the narrow view of technique

to the broader perspective, can be trying. Partnerships stuck

on the steps never enjoy the sweep of the grander flow.

Getting the Big Picture

It’s important to begin by clarifying the ultimate goal, right at

the opening of the rehearsal. The partners must create this big

picture together; it serves as a touchstone against which all sub-

sequent efforts and progress are measured, and it should be

constantly reexamined.

How do great partners talk about the big picture? How do

they decide what the 50,000-foot view of their alliance should

be? We suggest a four-part goal-setting formula for guiding

what can be an awkward opening: feeling, hope, goal, and

promise. Answer for each other the following questions:

■ What am I feeling right now? What emotion am

I experiencing?

■ What are my hopes for this relationship? If everything

works perfectly, what are my desires?

■ What do I see as the goal of this alliance? What are we

trying to achieve with this partnership?

■ What do I expect to bring to the relationship? What

kind of pledge or promise can you expect from me?

Rehearsing in Action: Goals

You will recall that Cary and Dale had gotten together initially

in an exploratory meeting at Cary’s office. They agreed to go

forward with their partnership. The meeting we are about to

hear was to agree on their working relationship—their “rules

of engagement.”

Listen to the sounds of the four-part goal- setting formula

woven through their dialogue on partnership.

Dale: “Cary, I’m glad we got some time to talk about where

this thing might be going. You know me, I’m a

straight shooter.”

THE CONDITIONS OF CONDITIONING 91

‘‘

Winning partnerships

have a purpose, and the

partners know it. You

have to know your

partner’s main business

challenges, how your

partner’s success is

measured, and what your

partner’s hopes and

dreams are. Meshed with

your own, these form the

basis of a purposeful

partnership, not just

a transaction.

’’

—Melinda Goddard,

Roche Laboratories