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The following information is published with ROUNDALAB's permission from the ROUNDALAB Reference Manual compiled by Richard & Jo Ann Lawson, 1987.

Leadership

Callerlab
The International Association of Square Dance Callers

When a caller picks up a microphone, he is picking up more than an instrument to help him transmit his voice to his audience. He is picking up a sort of magic wand. Instantly that microphone gives him power that he did not have previously. It also imposes upon him a number of responsibilities. It transports him into a position of LEADERSHIP.

He may not want that or like it; he may have an overwhelming preference for choreography; he may be ill-prepared for the responsibility suddenly thrust upon him. None of this makes any difference to the fact he now occupies a position of LEADERSHIP. The leadership role is inescapable. He has no choice. He may not carry out the responsibilities of the role. He may do poorly as a leader if he does not work at the task. But he cannot avoid the role. From the time he picks up the microphone and assumes the label of "caller" people will watch and react to the way he dresses, the way he behaves, the language he uses, the way he dances, and many other things. With that magic wand comes a bright spotlight which sometimes is very satisfying to the ego, but which also magnifies flaws and inept leadership. Therefore, it is just as important (perhaps more important) to prepare ourselves to lead well as it is to become proficient in timing, rhythm, choreography, and the other technical aspects of calling.

LEADERSHIP is a guiding force; it provides direction without being dictatorial. It involves large doses of those natural traits given to each of us in varying degrees: common sense and judgment. However, we must do more than rely upon our instincts. Some years ago Dorothy Shaw, in one of her articles on caller responsibilities and leadership said, "A commercialized amateur is dangerous." Unfortunately, there are some commercially successful callers who contribute little to the square dance movement in the way of leadership. It is unreasonable to expect that one in a leadership role will not make mistakes. The best leaders do occasionally. However, the successful leaders profit from their mistakes and do not repeat them. Experience is, indeed, a great teacher. Do not hesitate to accept leadership opportunities within your capabilities. Study; read; observe others whom you feel to be successful leaders. Adapt the best of what you find to your own personality. Be yourself. Certainly, there are different styles of leadership, and one person may use techniques which might be completely inappropriate for another. And don't just talk about leadership. SET THE EXAMPLE!

Thoughtful articles on caller qualifications and responsibilities and leadership have filled many pages of our leading square dance magazines for years. They are all worth reading and thinking about. I have extracted some of the ideas of Dorothy Shaw, Lee Helsel, Bob Van Antwerp, and others and have attached them. I commend them to your careful consideration.

(Extracted from various articles)

The caller-teacher must be convinced that he has in his hands and under his control a dear and precious thing that he can share with many people for the betterment of their physical, mental, and spiritual well-being — and forget about the possibility that he is important in his own right.

  • He needs to know the simplest principles of dancing - in depth.
  • He needs to understand music to a considerable degree.
  • It must be very clear to him that the instrument for which he is personally responsible is his voice.
  • He has to be better than a tenth grade geometrician.
  • He needs to be a fairly good electrical engineer.
  • It is essential that he be a psychologist.
  • He must also be a diplomat.
  • He must have an open mind.

What is a caller? He is a technician, an engineer, a psychologist, a psychiatrist. He is a janitor, a father confessor, a soother of ruffled feelings, an optimist. He is an entertainer, a humorist, a showman. He is all of these and more. But, if he is to be a successful caller, he is a true, bona fide, first-class, dedicated human being who loves people, loves square dancing, and loves life.

  • He has a deep an gnawing urge to call (the reasons may be many and varied).
  • He has dancing experience and proficiency.
  • He has a desire to help others discover the pleasures of square dancing.
  • He has the patience to be a teacher.
  • He possesses an inherent reaction to rhythm and music.
  • He has an attitude which makes him acceptable as a leader.

The transition to caller means more than picking up a microphone. He who makes the transition also picks up responsibilities. He must be interested in satisfying others instead of satisfying himself.

  • He gives more than minimum thought and study to the square and round dance activity.
  • He performs with indifference to monetary considerations.
  • He does his best regardless of the size of the group.
  • He adapts new knowledge and skills to his activity, applying sound judgment while doing so.
  • He keeps an open mind and has a willingness to learn.
  • He has an alert attitude and inquiring mind.
  • He has the humility to discard old, erroneous ideas.
  • He participates in the fellowship with other callers and leaders.
  • He maintains dignity without ostentation.
  • He has pride in his profession.
  • He adheres to a code of ethics.
  • He maintains the standards of his profession as determined by consensus opinion.
  • He is enthusiastic about his profession.

How you play the game is important, that is, attitude. Develop a philosophy about square dancing and your place in it. Avoid arrogance, impatience, and irritability. Cheerfulness breeds cheerfulness. Practice impartiality. Play down misunderstandings. Settle differences in a low key manner. Avoid resentment.

Leadership consists of assisting the square dance group to meet the members' mutual goals of having fun, providing sociability, providing some achievement in dancing, and adding variety to their lives. The caller must develop a sensitivity to individual and group needs. His personal leadership qualities should include:

  • Dependability
  • Firmness
  • Open-mindedness
  • Honesty
  • Optimism
  • Self-reliance
  • Loyalty
  • fairness
  • Cooperativeness
  • Sincerity
  • Foresight
  • Tactfulness
  • Cheerfulness
  • Imagination
  • Unselfishness
  • Encourage Others
  • Friendliness

Ask yourself, "Is what I am doing really for the benefit of square dancing or does it benefit only myself or a small group?"

  • Avoid extremes. Follow the guideline of "the greatest good for the greatest number."
  • Develop sensitivity to the needs of others.
  • Practice continuous self-evaluation.
  • Observe a code of ethics toward other callers.
  • Be enthusiastic; it's contagious.
  • Develop a sense of humor.
  • Overlook dancers' mistakes.
  • Anticipate blunders.
  • Be patient.
  • Develop confidence through preparedness.
  • Program just enough.
  • Expect the best from your dancers.
  • Get to know your dancers.
  • Be flexible.
  • Admit your mistakes.