Ludwig van Beethoven (1770-1827) was arguably one of the five greatest composers in history. From Wikipedia:
During his life, he composed nine symphonies, five piano concertos, one violin concerto, thirty-two piano sonatas, sixteen string quartets, two masses, and the opera Fidelio. Other works, like Für Elise, were discovered after his death and are also considered historic musical achievements. Beethoven’s legacy is characterized by his innovative compositions, including innovative combinations of vocals and instruments, and also by widening the scope of the sonata, symphony, concerto, and quartet, while he is also noted for his troublesome relationship with his contemporaries.
More than half of these compositions were created AFTER he became completely deaf.
His earlier works were heavily influenced by Mozart and Haydn. But his greatest works, his most original works, were crafted after his hearing loss was so bad that he stopped paying attention to what other composers of his time were doing.
He conducted the premiere of his Ninth Symphony in 1824. He did not realize the thunderous applause from the audience until someone physically turned him around so he could see them. (The Ninth is on the top 5 lists for all classical Western music; here is a clip of the famous “Ode to Joy” section )
Two lessons leaders for leaders:
- A significant weakness can become the avenue to great success if you don’t quit. Beethoven’s most admired music was composed late in his life, long after he was deaf. Everyone would have understood if he abandoned composing and conducting.
- Originality blossoms when you are deaf to the trendy and popular. Music historians agree that Beethoven’s originality exploded because being deaf meant he wasn’t influenced by other popular composers of his time. It was actually easier for him to listen to his Muse; his composing became an exercise in capturing the music in his head.
In particular, in our noisy world of abundant information and short-term rewards for riding trends, leaders should ponder when people are best serviced by deliberate, intentional deafness.
