Picture this: A team gathers in a sleek conference room, the air thick with anticipation. They’re pitching to a top client. The stakes? A game-changing contract.

Each member is a maestro in their own right, yet as they present in turn, something is clearly amiss. This moment demands a concerted effort, not just individual brilliance.

Welcome to the world of team rehearsals in business – a powerful but often underutilized strategy for success.

The power of rehearsal

From the early days of Toastmasters to the rise of TED Talks, the art of delivering a compelling presentation has become more accessible. While we understand the benefits of rehearsing solo presentations, the dynamics shifts significantly when a team takes the stage.

In the film The Island of Dr. Moreau (1996), Marlon Brando, renowned for his acting prowess, portrayed the titular character, Dr Moreau.

Despite his exceptional talent, Brando’s unconventional choices and unpredictable behavior contributed to the production’s turmoil. Notably, he insisted on wearing an ice bucket on his head during certain scenes, creating confusion and frustration among the cast and crew.

Brando’s antics were a major factor that – along with a myriad of production challenges, including directorial conflicts and script issues – led to the film’s critical and commercial failure.

The Dr Moreau story underscores the importance of rehearsed harmony in a team setting. In the performing arts, rehearsal is sacred; it’s where individual actors transform into a cohesive ensemble.

Similarly, in business, team rehearsals are crucial for synchronizing efforts and ensuring a unified presentation.

Overcoming hesitation

In our executive classrooms, we focus on enhancing presentation skills and leadership communication.

We see that leaders actively practice new behaviors among peers during these sessions. However, once they return to their offices, the same enthusiasm for team rehearsals wanes. This reluctance to rehearse as a team is more complex than mere pre-presentation jitters.

It’s a mix of vulnerability, felt risks and the fear of failure in front of peers. Solo rehearsals offer a safe, private space, while team rehearsals are public and fraught with uncertainty.

Despite this hesitation, creating opportunities to practice team presentation skills is crucial. In our classrooms, we have witnessed firsthand how team rehearsals can transform a group’s ability to present cohesively.

By simulating real-life business scenarios, executives can experience the power of collective practice. The efficacy of this approach is evident in the feedback we receive from participants, who report increased confidence, improved team dynamics and higher impact on the target audience.

This classroom experience translates into real-world success, as teams that rehearse together are better prepared, more synchronized and, ultimately, more successful with their presentations.

Enhancing team rehearsals through leadership

If a team’s reluctance to rehearse together goes unaddressed, it is not just a missed opportunity, it’s a leadership oversight. Leaders must instill a culture where rehearsing together is not just encouraged but mandated. Transition from thinking “They aren’t using the option to rehearse” to “I will ensure we rehearse”. Here’s what you can do:

Be the director on the set

In theater, actors rarely critique each other; it is the director who shapes the vision and guides the actors. As a leader, go into team rehearsals with a clear vision. Do not hesitate to intervene and guide your team to align with that vision.

Your role is to interpret the overall goals and ensure each member contributes effectively toward a cohesive performance.

Miriam Silverman, a Tony Award-winning actress and trainer with Dramatic Resources, noted: “Whether you’re an actor or a professional, rehearsing our communication gives us the opportunity to take risks in a safe space. But it’s having a trusted mentor or coach which takes that to another level by offering frameworks and feedback.”

Create a culture of acceptance

Make it clear that failure and vulnerability are necessary parts of the process. Emphasize that rehearsing is a safe space to make mistakes and learn. As the influential playwright Samuel Beckett famously said, “Ever tried. Ever failed. No matter. Fail. Fail again. Fail better.”

Be specific and provide constructive feedback

Vague feedback can be unhelpful and frustrating. Instead of saying, “Everyone needs to be supportive when the others are speaking,” be precise: “Make sure you’re always looking at the speaker.”

This kind of targeted feedback helps team members understand exactly what they need to improve.

For example, instead of saying, “You need to get better at handing over the next speaker,” specify with something like, “Finish your sentence, say what your topic was, introduce the next speaker and their topic, stop speaking and leave the stage.”

Emphasize repetition and choice

Don’t expect your team to remember feedback for the next time. Have them practice again immediately, incorporating the feedback. This turns new behaviors into muscle memory, making them more likely to stick.

Aaron Neil, an experienced actor and trainer with Dramatic Resources, highlights the importance of feeling autonomy during rehearsals:

“Directors don’t have long to work their magic. They can only give you a flavor and nudge you in the right direction. But fundamentally, the actor, like the person being coached or mentored, should feel like they’re making their own choices.”

Leaders, the baton is in your hands. Rehearsal is a proven strategy – a team well-versed in their collective performance operates efficiently and is more likely to secure new business ventures.

But to bridge the gap between knowing and doing, leaders must take an active role. By following the steps above, you can transform team rehearsals into powerful tools for success.

Co-authored by Geoff Church. Geoff trained as an actor and worked in theater and television for 20 years, and he is the Co-Founder and Co-Director of Dramatic Resources. Geoff is a pioneer in the application of theater expertise in corporate development. As a director of Dramatic Resources, he designs programs, writes articles and is constantly looking at ways to innovate in response to client needs. His work combines the rigor and discipline of working in theater with a fresh insight into the world of business communication.