From Baton to Boardroom – What Conducting Taught Me About Leading Associations

I began my professional journey with a dream: to become a symphony orchestra conductor. I studied, practiced, and trained—learning to read complex scores, cue entrances, shape sound, and build unity from diversity. I was talented. But over time, I realized that talent alone wasn’t enough. I wasn’t gifted enough to reach the top of the conducting world.

At the time, I didn’t realize that everything I learned in pursuit of that dream was preparing me for another form of leadership—one I never saw coming: becoming a nonprofit association executive and consultant.

At first glance, a music conductor and an association CEO might seem worlds apart. However, the more I lead organizations, the more I see the deep and powerful connections between these two roles. Conducting didn’t just give me an artistic education—it gave me a leadership foundation I use daily. I wanted the music to be better than when I brought the baton down the first time. It is not only a lesson in leadership but, more importantly, a lesson in stewardship.

The Score, Strategic Thing, and Planning

A conductor studies the score long before the first rehearsal. They internalize every part, understand the interplay of voices, and anticipate challenges. A good conductor sees the notes on the page and the story, structure, history, environment, and emotional arc within.

That’s precisely what association executives must do each day.

Our “score” is the long-range strategy—the roadmap that defines where we’re going and how we’ll get there. Like a conductor, a CEO has to interpret that plan, align people to it, and keep everyone moving in time. And just as an outstanding performance depends on understanding the context and nuances of a piece, so too does a successful strategy depend on situational awareness and adaptability.

Leading Without Playing a Note

Conductors don’t play an instrument on stage. They don’t make a single sound themselves. Yet their influence shapes every note.

That’s one of the most brutal truths for both conductors and CEOs to embrace: you lead through others. You must trust their skill, prepare them well, and then step back so they can shine.

In both worlds, your role is to inspire, align, and elevate—not to do everything yourself. Whether cueing a soloist or empowering a staff leader, your success is measured by how well others perform.

Interpretation and Vision

Give the same score to five different conductors, and you’ll hear five other performances. Interpretation is where leadership becomes art.

Association CEOs operate the same way. We take the same mission and vision, but how we bring it to life—through programs, partnerships, culture, and tone—is uniquely ours. Our leadership style, strategic priorities, and way of listening and communicating all shape how the organization “sounds.”

Leadership is never just about implementation. It’s about interpretation—making values and purpose come alive in a resonating way.

Managing Conflict and Complexity

Orchestras are full of strong personalities, competing ideas, and artistic tension. So are associations.

A conductor must manage egos, mediate conflicts, and find a way to blend dozens of individuals into one cohesive sound. Association executives do the same. We work with staff, boards, members, stakeholders, and volunteers—each with their perspective, passion, and goals.

Both roles demand deep listening, empathy, conflict resolution, and a commitment to the shared mission. The job isn’t too silent a difference; it’s to harmonize it.

Rehearsal and Practice as Culture

No orchestra walks on stage and delivers a flawless concert without rehearsal. It takes time, feedback, and iteration. Mistakes are made. Adjustments are needed. Excellence is cultivated.

The same should be true in associations.

We often want to move fast—launch a program, adopt a plan, and roll out a campaign. But real impact comes from a culture of continuous learning and refinement. Leadership, like music, is practiced, not perfected. When we rehearse—through staff development, board retreats, and strategic reviews—we’re building the capacity to perform well when it matters most.

Coda

I didn’t become a symphony conductor. But I carry the lessons of the podium with me every day.

I still listen to rhythm and harmony. I still shape my energy and tempo. I still believe in a group’s power to create something bigger than themselves. My score has changed. The stage is different. But the music of leadership, the art of bringing people, purpose, and performance into alignment—is the same.

And that’s a melody we should all be proud to execute.