Conducting

I’ve just spent a happy weekend in Athlone as part of an international faculty at the Irish Association of Barbershop Singers’ annual spring education event, including educators from the US (Vocal Spectrum, Don Campbell) and Germany (Lucas Bitzer) as well as me from the UK. The structure of the event is built around coaching for choruses and quartets from across the association, supplemented by classes on various aspects of barbershop craft and a daily Big Sing chorus experience.

My role in the team was to do a modicum of coaching, but mostly to deliver sessions in a new initiative to develop Musical Directors and Music Teams. This included workshops for those already in post as well as sessions designed to give some initial training in musical leadership to help people not currently in such roles gain some confidence and experience to open up future possibilities for them. All organisations need to develop their pipeline of future leaders.

I spent Sunday happily in Norwich with Mosaic, a mixed-voice barbershop chorus who meet once a month, and who are preparing to participate in the British Association of Barbershop Singers’ Convention in May. Last year I had revoiced an arrangement for their contest set, and we spent a good deal of the day working on that, with a little TLC also on their other song.

The general trajectory of our work on both songs was to start from the holistic and work our way towards the detail. The reason for this is that global concepts often improve a lot of details at once, and so save you a lot of effort compared with diving immediately into the nitty-gritty. The chorus’s MD Chrissie had identified flow as a primary area she wanted to develop in the delivery of my arrangement, and it turned out that quite a lot of what we worked on with that song was also relevant to the other.

In the character of robots...

Wednesday took me back to Coulsdon for another visit to Surrey Harmony. Two months on from my previous visit, they had had time to work with the ideas we explored in June, and we could see what was working, what needed further support, and what could usefully be added. And once again, we were working both to support the development of their director’s rehearsal and conducting skills and to build the skills of the singers.

Indeed, these two things often work hand in hand. Their MD Penny had a clear idea of the challenges she was facing: things that she knew she wanted to improve but was struggling to get the results she wanted. Hence, the coaching processes of diagnosis and intervention served both to help solve the problems and to model ways to go about solving them.

Wednesday took me down to Coulsdon to see my friends at Surrey Harmony. I last visited them just as we were coming out of covid, and I have very fond memories of the joy of being able to get back to coaching again with them. Since then they have had a change of director, and their new one, Penny, is by chance someone I had previously known through the Association of British Choral Directors.

Our remit on this occasion was to help the director with her musical leadership skills to develop her effectiveness in rehearsal. Part of this involved mediating between the classical choral experience she brings with her and the barbershop heritage of the chorus. There is a good deal of common ground in the praxis of the two genres, but there are also differences that one doesn’t always realise are there until you find yourself in the middle of a miscommunication. This was a journey I travelled myself nearly 30 years ago, and it informed the research questions of both my books, so it was a question I felt I understood well.

Our MDs of the future

Last year’s joint LABBS/BABS Directors Weekend had such large numbers of delegates that we had no room to accommodate, or indeed to meet the needs of, aspiring directors of tomorrow. So I promised that we would do something specifically for them in 2025, and it happened on Saturday.

The day was modelled on the introductory one-day courses I run periodically for the Association of British Choral Directors, but tailored to the needs of this one choral genre. So, the morning had class sessions on various aspects of the MD’s role, including tuition on the fundamental elements of conducting technique, while the afternoon was spent doing practical work, with each delegate taking it in turns to direct the rest in song and receiving individual coaching.

A working majority of the directors present: the ones who didn't quite fit in the pic are also lovely!

On Saturday we held the annual Directors Day for the Ladies Association of British Barbershop Singers. Over the years we have focused increasingly on finding ways to include as much practical, hands-on work for all delegates as possible, as that is a core skills which can only really be developed by doing. This often involves, as it did this year, work in small groups where people take it in turns to direct and sing for each other, facilitated by a coach.

The faculty always meet the night before to road-test our coaching models. This is partly so that we go into the day confident about how they work, and having figured out where the pitfalls may lie and what to do about them. And in fact it often seems as if the very act of contingency planning makes it less likely that our anticipated difficulties arise as we can head them off before they happen. But it’s also so that we get some time to nourish our own praxis, both as directors and as coaches. We learn a lot in these sessions to inform both the coaching that follows the next day and our own week-to-week directing.

This is one of those ‘writing it out to see if I can work out what I think’ posts. I have been thinking recently a lot about the dynamic in which a choral director finds themselves being bullied by a member of their choir. Chris Rowbury wrote an insightful post on the kind of dynamic of which this is a particular type some time back, which prompted some painful and heartfelt conversations within various communities of choral directors in which I’m involved.

There’s stuff going on behind the scenes to develop training and support for choir leaders – both musical and administrative – with the aim of both helping reduce its incidence and help people cope with and resolve difficult situations whilst keeping relationships and emotional health intact. It may be appropriate to blog about some of that in due course, though it’s currently at too early a stage to go into any detail.

The leadership literature, both conductor-specific and general (which, come to think of it, I usually read through the lens of the conductor’s role), often talks about the importance of allowing yourself to be vulnerable as a means to inspire trust. This is usually framed in terms of admitting when you don’t know something, or that you need help.

All of which, on the face of it is perfectly reasonable. A leader doesn’t have to be omniscient or infallible to be effective – which is just as well given that human beings are typically neither. And I’ve always read these pronouncements with a degree of complacency, since I am very comfortable sharing my fallibility. I’ve known myself long enough to know how well developed my capacity for truly dumb errors is, and am endlessly grateful when people spot them for me.