Repetition: we know that repetition can serve as an effective linguistic mnemonic at many levels. I have recently encountered the recordings of five young pianists (who have all been attending Julliard). The last name of each pianist is “Brown.” Together, these performers go by the name “The Five Browns.” While they are gifted musicians, I suspect that it is their unique possession of the same last name that led to their signing of a recording contract and to them becoming Memorable in the field of classical music. We might also predict that when these five pianists will benefit from the last name of “Brown” when they strike out on their own.

Homonyms: As a coach, I might similarly find a way to make repeated use of a single word that has multiple means (called “homonyms). For instance, the word “play” is replete with many rich meanings. We can act in a playful manner, or we can be quite diligent and concentrated in playing a game of chess or a piano concerto. It is important to recognize when playfulness and a carefree or even creative perspective becomes a focus on “getting it right.”

This shift is important to note when raising children and “inviting” them to take piano lessons or play a game of chess with us. There is also the transition that can occur between playing a piece of music for the sake of art and expression and playing on another person’s emotions in order to achieve some nefarious outcome. When we introduce the word “Play” there are many directions in which we might go. Furthermore, the word “Play” suddenly gains our attention and becomes memorable.

One of my favorite homonyms is “Right.” It is particularly relevant with regard to leadership. I like to use the phrase “turning right.” While this phrase can have political implications (and implications regarding directions to be taken when driving a car), I employ it when working with leaders who are addressing issues related to finding the best (“right”) answer to a question or determining what constitutes a valid (“right”) assessment of the real world.

I can also engage this word when working with a leader on ethical matters: what is the “right” (honest) way in which to move. There is a third use of the word “right” that I often employ: what is the extent to which a leader can justify their control of a specific situation (the “right” to control) as opposes to granting other people in their team (or organization) the “right” to control (or at least influence) the direction in which the team or organization is moving.

There are important decisions for a leader to make when “turning right.” [By the way, the word “turn” is itself filled with multiple means. “Turning” can mean moving physically in a new direction or it can mean “turning” our attention to some other matter.] It is a matter of identifying desired outcomes (intentions) and engaging appropriate information when determining the “right” (correct) answer to some issue. It is instead a matter of verification criteria when a leader is seeking the “right” (correct) assessment of a specific situation.

Conversely, it is a matter of identifying the norms and values of an organization when it is a matter of operating and making decisions in a “right” (moral) manner. Then there is the matter of determining what “rights” one has as a leader. The “right” decision about what are a leader’s “rights” resides in the domain of ethics (once again a review of the “right” and moral way in which to act in the world) as well as the domain of organizational and leadership strategies (what is the ”right” and correct way in which to achieve the desired outcomes in this organization).