Before we talk about strategies, pause for a moment: why do you want to conduct in the first place? This is not a rhetorical question. Understanding your own motivation will help you choose the right strategy, stay committed when obstacles arise, and connect more authentically with musicians and audiences.
When this question is posed to conductors, the answers are always varied. Some want to make music with great musicians. Others seek experience—because experience makes you more convincing. Some simply say: it brings me joy. Others explain that anyone can study scores, but the podium is the only place to discover whether you can communicate what you have learned. Some describe music as a whole universe, and working with an orchestra as participating in the act of creation itself.
There is no single right answer. All of these motivations are valid. What they share is a deep desire to get on the podium and make something happen. That desire is the starting point for everything that follows.
Before the strategies, there are two principles that every conductor must understand. These are not optional. They are the conditions on which everything else depends.
1. You Must Meet People
If you want to create opportunities to conduct, you have to meet people. You have to make people aware that you conduct, and what you are doing. Conducting cannot happen in your bedroom. You need musicians—singers, players, choirs, organisations. And they must know you exist.
The logic is simple: if you stay at home and do not meet anyone, it is very unlikely that someone will knock on your door and ask you to conduct. Getting out and meeting people is not just advisable—it is essential.
💡 Inside Tip: Every time you meet a musician, administrator, or organiser, let them know you are a conductor and what you are currently working on. Awareness is the first step towards opportunity.
2. On Every Opportunity, Do a Remarkable Job
On each conducting opportunity you get, you must do a remarkable job. A musician from a major London orchestra once said: 'You are only as good as your last performance.' The musicians you conduct and the audiences who listen will remember the last thing you did. If it was great, they will want to see you again. If it was not, they will not. Every time you step on the podium, there is something at stake—not in a way that should paralyse you, but in a way that should sharpen your preparation.
These two fundamentals—meet people, and do a remarkable job—frame everything else. The ten strategies that follow are only effective if these conditions are met.
What follows are ten practical strategies. Some will apply more to your situation than others. The goal is not to implement all ten simultaneously, but to identify which are realistic for you right now—and start there.
Strategy 1: Start Small
Conducting requires a lot of people. If you aim for a 120-piece orchestra as your starting point, you set yourself an impossibly high bar. The solution is to scale your first steps. Work with chamber groups, small choirs, or modest ensembles—five, eight, or fifteen players rather than a hundred. The experience is entirely real. Your technique develops, you become more confident, and each small success makes the next step easier.
Jason Lee, an Alumni of the Academy, created a wind octet—the Brixton Wind Ensemble—from music college students in London. They performed at his local church. The ensemble played Mozart and Dvořák with gorgeous articulation. Encouraged by success, he then formed the Brixton Soloists and performed a chamber arrangement of Mahler's Fourth—needing only fifteen players instead of a hundred. Every concert added to his reputation, network, and skill.
Strategy 2: Organise Read-Through Sessions
A read-through is simple: gather musicians, choose a piece they will enjoy, and spend a few hours playing through it—no concert, no pressure. The atmosphere is relaxed and social. For you, it is real podium time. Choose attractive repertoire, fix a date, arrange a venue. If you provide tea and biscuits, the social element matters enormously—musicians who have a good time will return.
Pedro Sampaio discovered that hospital staff where his wife worked were musicians. He organised an informal ensemble. They had a wonderful time, so they did it again. What began as read-throughs turned into an ensemble performing concerts. Having gained experience, Pedro became Music Director of the Harlow Brass Band, then moved to Germany and became Music Director of the Musikverein Hillsbach. Informal read-throughs led to two directorships.
Strategy 3: Organise Your Own Concerts
When you move from read-throughs to public performances, everything changes. A concert requires rehearsal preparation, audience-building, publicity, and venue management. It is more demanding, but far more motivating. Musicians rehearsing towards a concert have a goal. The energy is different, the focus sharper. When it goes well, the impact on your reputation is considerable.
Lydia Khaner founded the Chamber Orchestra of Edmonton—a professional ensemble she built from nothing. The orchestra gives five or six concerts per season at the highest standard. This gave Lydia the platform to win another music director position and eventually debut with the Edmonton Symphony Orchestra, a major professional ensemble.
Joshua in Sydney set up the Filmharmonia Orchestra with a clever focus: film music. By choosing repertoire audiences love, he built an audience quickly and became Music Director of the Inner West Community Band.
Strategy 4: Join an Ensemble and Volunteer to Help
Join an existing ensemble—as a player or singer—and over time, offer your help in a conducting capacity. As a member, you earn trust. People know you. Once you have established that relationship, you can offer to take sectionals, lead rehearsals, or assist the music director.
Marco joined the Ambleside and District Choral Society as a singer. After some time, he offered to take sectionals. He did this well and gradually took on more responsibility. When the music director retired, Marco was appointed Music Director—of the ensemble he had joined as a singer. This takes time and commitment. But it works.
Strategy 5: Attend Conducting Workshops and Masterclasses
Masterclasses offer structured opportunities to learn, network, and conduct a professional ensemble. You gain expert tuition, develop technical skills, and—if the masterclass includes a professional orchestra—conduct players who perform at the highest level. This gives you information about your technique you cannot obtain any other way.
Stefano participated in a masterclass organised by the Academy in England. Within a year and a half, he had conducted Verdi's Macbeth and Un Ballo in Maschera, and Puccini's La Bohème in opera theatres around the world. His trajectory since the masterclass has been outstanding.
Strategy 6: Pursue an Assistantship
Becoming assistant conductor to a professional orchestra or opera company is prestigious and visible. When orchestras and managers hear you hold such a position, their interest is immediately engaged. The affiliation creates credibility.
Holding the assistant conductor position at the London Philharmonic Orchestra attracted interest from many orchestras and managers. Maurice became assistant conductor of the Dallas Symphony Orchestra before becoming Music Director of the West Virginia Symphony Orchestra. Jerry was associate conductor at the Atlanta Symphony—a position that led to his debut with the New York Philharmonic. Competition is intense and positions are few, but the impact is significant.
Strategy 7: Enter Conducting Competitions
Competitions offer exposure. The best bring together conductors from around the world and attract attention from orchestras and managers. Winning—or reaching later rounds—can change a career's direction. Approach with realistic expectations: early rounds are brief, and the environment is high pressure.
Mojca Lavrenčič, member of the Passion for Conducting Academy, entered the La Maestra 2026 competition and won the first prize. As a result a large number of orchestras worldwide are interested in working with her. This is exactly what a competition can deliver—recognition and a concrete pathway.
Strategy 8: Conduct University Ensembles
Universities maintain orchestras, choirs, wind orchestras, and brass bands. These ensembles need conductors, and positions are not always exclusive to students. In some universities, the position is open to external applicants—which can provide regular, high-quality conducting experience.
Matthew Lloyd-Wilson is not a student at the University of Southampton, but he applied for conductor of their Symphony Orchestra and won it. He recently shared a video of them performing Tchaikovsky's Fifth Symphony. The performance was fabulous—fine conducting and a fabulous musical result. Not all university positions require enrolment; many are open to external applicants.
Strategy 9: Collaborate with Composers
Composers want their pieces performed. Many are willing to help organise ensembles, venues, and logistics because they have as much to gain as you do. You can work as part of a team rather than alone. Contemporary repertoire is challenging and demands clear communication, precise rehearsal technique, and rhythmic accuracy—skills that transfer to all repertoire. If you are also a composer, this strategy aligns perfectly with your dual identity.
Strategy 10: Apply for Jobs—Search Actively
Conducting positions are advertised. Music director posts, assistant roles, choir director jobs, youth orchestra positions—they are out there. But you have to look for them and apply. A simple search—'church choir conductor jobs Seattle', 'music director position Leeds'—will return genuine openings. Local websites, arts organisations, and Facebook groups publish vacancies.
Étienne moved to the United States and won Music Director of the Empire State Youth Orchestra. Cohol became Principal Conductor of the Reading Symphony Orchestra through an open audition.
Marco became Music Director of the Salford Symphony Orchestra, then took on a second position with the Preston Symphony Orchestra. The primary investment is time and preparation.
Ten strategies have been laid out, with real examples of conductors who put them into practice and achieved results. Some started with a small chamber ensemble in a local church. Others won competitions or assistant positions with major orchestras. Others joined a choir, offered their help, and let that grow.
What all of them share: they went out and met people. They made their intentions known. And when they got on the podium, they gave everything they had.
"You are only as good as your last performance."
Let that thought sharpen your preparation, not limit your ambition. Every performance is an opportunity to leave a lasting impression—and to open the door to the next one.