The whole company is a stage

William Shakespeare died 400 years ago. In his famous play "As You Like It", Duke Frederick disempowers his older brother, who then goes into exile with his loyal retainers in the Forest of Arden. In Act II in the seventh scene, there is a familiar short monologue. Lord Jacques, a loyal nobleman, has something significant to say at the dinner table: "All the world's a stage And all the women and men mere players. They appear and depart, Throughout his life, one plays some parts Through seven acts."

Life as a stage. Man is trapped in his roles - not in just one, but in different ones depending on the station of life. The myth of genuineness and authenticity has been presented to us for years and called the highest of all performance goals. Be real, be authentic, be yourself - that's the only way you realize yourself in life and that's the only way you are a credible boss or a tangible partner. Because it is probably the case that "pretending" usually does not achieve the desired effect. 

Be real, be authentic, be yourself - but how?

The first scenes of a play are usually preceded by an index of the characters in the action. It contains the names and a short function designation. The order of the enumeration usually corresponds to the order of appearance. Until the 18th century, however, the social position determined the order in which the characters appeared. The information that the list of characters gives about the individual roles can be information about gender, age, relationship, social position, class or group membership or other relationship characteristics. 

Often the constellation of characters, or at least a part of it, can already be deduced from this: The soloist roles are followed by the silent supporting roles as well as the performing ensembles in their functions such as theatre choir or extras. This is followed by a reference to the time and place of the action. The information can be kept largely neutral or show the clearly evaluative handwriting of the author, who wishes to influence the reception of his play in this way. 

Self-promotion as an important foundation 

The methodical basics of self-presentation are an important foundation for the actor. The self-presentation forms the central backbone for the art and the skill. The self-portrayal is followed at some point by the external portrayal, this is where acting culminates and it is the real goal. It is about taking on other, foreign roles and playing them exceptionally well. Let's be clear again and clarify the use of the term: It's not about playing a role, it's about being and living.

So when it comes to living a role, it is a matter of matching it with one's own character traits and profile and exploring how one personally would probably live such a role in one's everyday life. It is about combining one's own inner "material" with the role-specific. 

In addition, each role has specific characteristics, often it is only a small detail. This is then the role anchor to which actors adhere. By the way, in theatrical roles it is often the shoes: from the moment the shoes that belong to the character are added in rehearsals, the interpretation wins. Shoes are the link between the earth and man. If an actor is to play an old man, it helps enormously if he already wears the finches during his performances as early as possible in rehearsals. In the following one expands the anchors and links them running with the own characteristics and emotions to this role. 

Everyone has different roles in his life with the corresponding facets. You are a partner, a co-worker, a friend, a neighbour, a father, a mother, a son, a daughter, the president of the music society and much more. Although one is always the same person: one does not behave quite the same. There are different aspects to the role that each of us has within us. Translated for everyday life, this means: you are not only a boss, but also a colleague or a customer advisor, a salesperson as well as a godfather and an airline passenger. Acting has something to do with finding oneself. The focus is therefore not on anything artificial, but on the total confrontation with one's own self. 

The boss as therapist, controller and coach 

In the professional environment, for example as a new boss, you have a whole range of roles intact, at times you are 

• Therapist - for the private concerns that employees bring to you 
• Motivator - when the team is not doing so well again
• Coach - who intervenes when someone needs to be specifically supported.
• Assertive (the boss) - when it comes to simply getting one's way without much discussion.
• Head-holders - when it comes to cushioning decisions from above
• Customer consultant - who is the first point of contact for permanently assigned customers 
• Organizer - when it comes to describing the work processes.
• Controller, advisor, listener
• and not to forget: Colleague - for people whom one has known in part for a very long time and also privately.

By the way: it is often overlooked that all managers also have the role of an employee, i.e. they are themselves subordinate to a boss.

The decision for a certain role depends on the situation, the counterpart and also yourself. Decide consciously for a certain role. If you have to decide to change roles due to an impulse or as a result of changing circumstances, do so consciously - and communicate this clearly to the business or conversation partner. Change hats - but do so clearly. Clear actions require clear roles. This makes a matter or a situation credible. The other person knows who he or she is facing.

The author Stefan Häseli inspires in his professional articles and columns with subtle humor. In his lectures and seminars, he conveys knowledge in an entertaining way, peppered with practical examples and amusing anecdotes - always with a loving wink. In his latest book, "Credible - Learning from Actors for Life", he uses refreshing approaches to illuminate how we can critically question our self-efficacy, come across as credible and authentic, and better shape our roles and deal with expectations.

More posts on the topic: 

How to develop a Leadership ID

Role change