Have you ever watched a conductor wave a baton and wondered what they are really doing? Are they just keeping time, or is something deeper going on?
At the Training 2025 Conference in Orlando, Sarah Hicks, a conductor with the Minnesota Orchestra, offered a compelling answer and superb keynote session. .
Drawing from years of experience leading everything from opera and symphonic works to film concerts like Frozen and Coco, she invited us to rethink leadership not as command and control, but as the art of creating harmony.
Beyond the Baton: Leadership as Gesture, Trust, and Translation
At first glance, a conductor seems to be in charge of everything. They stand alone at the front, commanding attention.
But how do they manage to lead the entire group of musicians with such precision and control?
As Hicks explained, their authority isn’t about volume or visibility. It’s about how well they can listen, translate vision into gestures, and create space for others to contribute meaningfully.
Each player in an orchestra has a different vantage point. An oboist, surrounded by a few others, hears a diversity of sounds. A second violinist, seated in a large section playing the same notes, might only hear their immediate neighbours.
Their sheet music is precise about their own part but says nothing about anyone else’s. The conductor is the only one with the full score. That context matters.
The Score Is Fixed, The Interpretation Isn’t
Beethoven’s Fifth doesn’t change. The tempo markings, the dynamics, the structure—they are all right there in black and white.
But listen to two performances by different conductors and the differences are immediate. Hicks played us recordings led by Sir Simon Rattle and Leonard Bernstein. Same piece. Same orchestra. Completely different experiences.
It was an a brilliant experience to listen to the two pieces of music and have the differences explained by an expert, someone who could explain all of the nuances, and small changes that affects the outcome.
This is where the conductor’s role becomes transformational.
They use knowledge of music theory, instrument capabilities, acoustics, and emotion to shape how that score comes alive. Their gestures signal timing, texture, and tone. Their rehearsals align distant players so that, even when seated far apart, they’re listening and responding to each other.
Later in the keynote this explain would come alive with a practical with musicians on stage.
Collaboration Over Command
Hicks made it clear that leadership by domination doesn’t last.
She contrasted two examples. One conductor demanded obedience, shouting directions that led to quick results but no trust. Another invited the orchestra to listen to one section’s passage and adjust accordingly. No yelling. Just shared purpose. The music improved, and so did the mood.
She explained how a good conductor recognises expertise. They don’t micromanage how a timpanist achieves a sound.
They describe the desired effect and let the musician figure out how to deliver it. That’s not a weakness. That’s respect.
The Power of Quiet Contribution
One of Hicks’ most resonant points came late in her talk. She described the second violins, often dismissed, rarely given the melody, frequently assigned the quiet, tremolo undercurrents that sit beneath the more visible solos.
But without them, the oboe’s solo wouldn’t shimmer. The harmonic overtones wouldn’t swell. Their subtle presence is what makes the sound complete.
It’s a reminder that great teams rely on contributions you might not even notice. And that inclusion isn’t just about visibility. It’s about recognising value.
Even if you have limited experience of orchestras or classical music you can understand the example. The example was clear, teamwork is important, building the layers and supporting the foundation is key.
You could be a project manager, L&D Director or a graphic designer working with layers in Photoshop, the takeaway was the same. Collaboration is key.
Shared Purpose, Unspoken Agreement
In the orchestra, some musicians don’t speak the same language. Some don’t even speak to each other offstage.
But when the performance begins, they agree, without words, to agree. That’s the kind of unity Hicks believes leaders can cultivate. Not by removing individuality, but by anchoring everyone to a common vision.
For those working in remote, hybrid and global teams this example was fascinating to hear, how can you apply this to your own work? Strategy and vision in L&D is critical.
Conducting as Leadership Practice
Hicks didn’t just tell us how it works. She showed us. Inviting a string quartet to the stage, she conducted them live, altering her gestures to show how musicians follow dynamics and tempo through body language alone.
She even invited audience members to try it themselves. The result wasn’t perfect, but it was instructive. Even first-timers could influence a group simply by being clear and connected.
The key factor here was allowing people to try, even in front of a huge conference audience, people could try. There was experimental learning, joy and understanding. These are the types of experiences that led to innovation and progression.
Leading Without Speaking: The Art of Nonverbal Communication
What emerged from the live demo was a powerful lesson. Great leadership can be wordless. Facial expressions, posture, and energy shaped the entire performance.
The musicians described how shifts in gesture affected how they played. One described it as a “straitjacket” when the direction was too rigid, underscoring the need for flexibility and emotional intelligence in leadership.
It’s a reminder that what you signal, even when you are silent, can carry more influence than any policy or presentation.
Start Before You’re Ready
Asked how she learned to conduct, Hicks replied plainly: “By being slapped in front of an orchestra and trying it.” She wasn’t joking. She believes in learning through experience, by taking risks, testing limits, and growing in real time.
It’s a mindset that applies far beyond the concert hall. Many of us wait until we feel fully prepared before stepping into leadership. Hicks challenges that. The only way to learn to lead, she suggests, is to start leading.
Seeing the Person, Not the Role
Hicks also shared a quiet practice that spoke volumes. Wherever she conducts, she asks for a list of names so she can address musicians as individuals, not just as “the flute” or “the cello.” It’s a small act that reinforces a big idea. Leadership is personal.
Especially in large teams or complex organisations, it’s easy to refer to people by their function. But recognition creates connection. Hicks models that by learning names, listening deeply, and showing people they matter.
This was an important insight for the L&D leaders in the room, connection is important. L&D teams can be large and distributed but getting out and understanding more about your teams and people can improve your outcomes. .
Holding Space for Both Self and System
In response to a question about identity, Hicks reflected on her upbringing in Hawaii, where everyone was “at least two things.” As a biracial woman in a male-dominated field, she doesn’t lead by foregrounding difference. But she does carry a perspective shaped by inclusion and empathy.
That same balance shows up in how she leads musicians. She recognises that players bring their own stories, skills, and styles, and she makes space for those while holding them within a shared structure. It’s not easy. But it’s essential.
Final Reflections
Leadership, Hicks reminded us, is mostly invisible. Only a small portion of her time is spent in front of an orchestra. The rest is score study, reflection, and preparation. And yet, in those fleeting moments on stage, everything depends on her ability to turn preparation into clarity, and clarity into trust.
When it works, everyone plays their part. Not because they’re told to. But because they understand why it matters.
Questions
Q. What can conductors teach us about leadership?
A: Conductors show that leadership is not about control, but creating harmony. They guide with trust, clear vision, and careful listening. Their role is to unite different talents around a shared goal, helping each person contribute meaningfully to the final result.
Q. How does a conductor lead without speaking?
A: Conductors use body language—like gestures, posture, and facial expressions—to guide musicians. These signals set the tone, timing, and emotion of the music. It shows that clear, nonverbal communication can influence a team more than words.
Q. What is the role of trust in leadership?
A: Trust allows people to do their best work without being micromanaged. Like a conductor relying on musicians’ expertise, leaders should set direction but let others shape how they deliver. Respect builds trust—and trust builds better results.
Q. Why is listening important for leaders?
A: A good leader listens to understand the whole picture, not just their part. Like a conductor with the full score, they see how everything fits together. Listening helps leaders respond wisely and make space for others to contribute.
