Learning from Theatre: What Business Leaders Can Take from the Director’s Chair
The pace of change today is as slow as it will ever be. As the world of work evolves rapidly, creativity, collaboration, and communication are emerging as essential qualities within teams. These shifts call for new leadership models, and one surprising yet powerful source of insight is the world of theatre. Over the past 18 months, interviews with directors Sarah Esdaile, Natasha Rickman, Liz Stevenson, Sue Dunderdale, and Giles Havergal—each at different points in their directing careers—have revealed compelling leadership lessons. These can be distilled into principles that resonate beyond the stage and into the business world.
A common misconception about directing is that it’s about control. Sarah Esdaile counters this directly: the role isn’t about rigid command, but rather about empowering individuals to do their best work, trusting the process, and allowing room for play and exploration. In this sense, the director acts as a guide—editing from what emerges in the rehearsal room, not dictating every move. This demands a level of confidence from the leader and a willingness to embrace uncertainty. It parallels Daniel Pink’s view that motivation thrives on Mastery, Autonomy, and Purpose. When leaders micromanage, they undermine growth, drain motivation, and discourage creative ownership. Instead of prescribing solutions, effective leaders create environments where experimentation is encouraged—even when outcomes are unpredictable.
This ties into the danger of “result acting”—when performers skip exploration and deliver rehearsed, cliché outcomes. Similarly, in business, when employees are always given the answer, they stop thinking creatively and rely on authority rather than initiative. Theatre directors respond to this by resisting the urge to provide shortcuts. They cultivate a culture where failure is accepted as part of growth, where experimentation is rewarded, and where a shared sense of purpose guides the team forward.
The best directors create trust not through perfection, but vulnerability. Sarah Esdaile describes deliberately being emotionally open, which creates psychological safety. This is crucial in both theatre and business. Directors have to form a team quickly—people with different experiences and perspectives—then shape them into a unified, focused group. Unlike corporate teams that build rapport over time, a theatre cast must form bonds swiftly. The key lies in clear, shared goals, emotional intelligence, and a commitment to collaboration. And while having a clear deadline—like opening night—helps focus a team, directors often define success more broadly: learning, insight, personal development, and shared discovery.
In business, beyond hitting targets and KPIs, we can take inspiration from this to create richer goals and align team values through charters or alliances. It’s also crucial to foster a safe environment—not free from disagreement, but free from fear. Leaders must cultivate cultures where people feel free to question, suggest, and challenge ideas without risking their place in the group. Trust also means admitting when you don’t have all the answers. Liz Stevenson notes how important it is for leaders to admit mistakes and reassure the team that it’s okay to not know everything. This not only fosters humility but inspires confidence in the leader’s authenticity.
Finally, intentional energy matters deeply. Sarah Esdaile likens great leadership to the hidden paddling of a duck: keeping things smooth on the surface while managing chaos below. Great directors—and leaders—understand that their energy sets the tone. Emotional control, patience, and consistency build stability and trust. It’s not about hiding your emotions, but about choosing the energy you bring into the room. This influence is profound: an anxious, reactive leader can throw off an entire team’s rhythm, while a calm, steady presence can anchor them during uncertainty.
Your voice, breath, posture, and presence—all send messages before a word is spoken. Liz Stevenson reminds us that staying calm isn’t always easy, but it’s a responsibility. Leaders are human, yes—but they are also emotional barometers for their teams.
Directing Creative Energy: Practical Takeaways for Business Leaders
The insights from the rehearsal room are deeply relevant to business leaders navigating change. Leading without controlling encourages autonomy and responsibility. Motivating with vision and structure helps team members perform with clarity and purpose. Building trust fosters safety, innovation, and cohesion. Managing your energy projects emotional stability that can unify and inspire.
Just as theatre directors shape a creative space where performers can thrive, business leaders can take the same approach—cultivating openness, empowering their people, and embracing the messiness of creativity. The stakes may differ, but the human dynamics remain the same.
As Giles Havergal puts it: “Although one is totally in charge, I feel much more that I’m working with people rather than that they’re working for me.” That mindset doesn’t just shape a better production—it builds a better team.
