Why Words Matter for Leaders Authority, power, and leadership are three words that often get thrown together as if they mean the same thing. But they don’t. And when you’re managing people, running rehearsals, or guiding a team, the way you understand these terms can shape the culture you create. For years, I blurred these concepts in my own work. I used the words interchangeably, and while that might not sound like a big deal, it affected how I communicated and how people received me. Once I began consciously unpacking authority, power, and leadership, I realized I had been carrying unspoken assumptions about what each meant. That recognition changed the way I lead. This is not about academic definitions or leadership jargon. It’s about stripping these words down to their working parts, so that leaders in stage management and beyond can use them with intention. Titles, Trust, and the Subtle Shifts of Influence Authority can show up in two ways — formal and informal. Both are important, and both can be misunderstood. Recognizing this nuance is essential for understanding authority, power, and leadership in practice. For a deeper dive into how production work itself moves in stages and shifts responsibilities, see The Six Phases of Production Formal Authority Formal authority comes with position. A principal at a school, a production stage manager in a rehearsal hall, a director leading staging choices — these are clear examples. Formal authority is written into the job description. But formal authority isn’t universal. A production manager may outrank a stage manager on the organizational chart, but when they walk into a rehearsal, the stage manager still holds authority in that context. Titles don’t automatically transfer across every situation. Recognizing this nuance is essential for understanding authority, power, and leadership in practice. Informal Authority Informal authority is different. It doesn’t come with a title — it’s earned. Think of the colleague you go to when you need advice, or the person in the room who others instinctively listen to. That’s informal authority. Stage management teams illustrate this balance well. A PSM holds formal authority, but often ASMs develop more informal authority with the cast. They’re closer to the daily work, more available for quick questions, and more naturally embedded in the group’s rhythms. Informal authority doesn’t undermine formal authority; it reinforces it when both are respected. Key Practices Formal authority requires clarity. Own your role, but also recognize when authority shifts in the room. Informal authority requires time. Build it through listening, trust, and human connection. Authority is not static. It moves with context, and good leaders notice when it shifts. Presence, Body Language, and the Energy You Bring Power is not just about control. It is about presence, communication, and the dynamics that shift when you enter a space. Authority gives you permission; power is how you show up. Physical Presence Where you stand, how close you are, and how you move communicates power. A stage manager at the back of a room reinforces hierarchy; a stage manager walking into the circle of conversation redistributes power. This doesn’t mean always stepping in. Sometimes the best move is to step back, to let others work through a problem without your weight pressing on it. That too is a choice of power. Body Language Our bodies tell the truth even when our words don’t. Crossed arms, avoiding eye contact, turning away — these cues undermine open dialogue. Leaders who want to invite trust need to practice open body language: nodding, turning toward speakers, leaving arms uncrossed. This communicates availability, not defense. Levels of Interaction Power also shifts with physical levels. Standing when someone else is seated can increase tension; sitting when someone is upset can de-escalate. Adjusting your level communicates alignment or care, often more effectively than words. Key Practices for Power Notice your presence. Proximity changes dynamics. Match body language to intention. Openness creates trust. Use levels deliberately. Standing, sitting, or moving closer can change the tone of the conversation. Where Authority and Power Converge Leadership is the practice that integrates authority and power. It’s not about holding a title, and it’s not about dominating a room. Leadership is about showing up human-first, making intentional choices, and creating space for others to succeed. Feedback as Leadership in Action Feedback is one of the hardest leadership tools to master. Inviting feedback is risky, because you might hear something uncomfortable. Giving feedback is equally difficult, because it risks being received as harsh. But authority, power, and leadership require feedback loops to thrive. Inviting feedback shows vulnerability and curiosity. Offering feedback with compassion sets boundaries without shutting people down. Receiving feedback with…