If we were to study noteworthy music programs we will find that they all possess basic fundamental characteristics within the educational philosophy of the director or program itself which makes them sustain over the test of time. When discussing the topic of "how to build a successful music program" we must realize that director-stability is a major factor. Therefore the following is given with that consideration obtained. The overall goal of this observation is to bring emphasis on how to begin to re-establish or enhance the musical integrity of any music/band program.
The 7 marks of Excellent Music Programs
1. The ways in which it honors Traditions, Values and Etiquette, both its own and those of the craft in general. The Marching Band has its beginnings in the military and later evolved to the various communities to serve the public entertainment interests, as well as a method of establishing discipline in individuals. A music program which does not respect the "core values" of the organized band traditions of discipline, honor, musicality, etc..,lacks in its appeal to the general public and most times only have a limited appeal to a select audience.
2. The ability of the group to take and follow orders and directions. The Director is the General of any Marching Band or music program therefore all directives, visions and goals is his/her responsibility. Programs with weak director leadership suffer from growth and leaves the management of the organization to members who do not possess the knowledge and skills necessary to lead the organization. Too many "Chiefs" and no "Indians' often result in short lived programs where students become more respected than the director. This practice of student leadership although necessary should be practiced with caution. Members must be taught to respect the "chain of command" set by the director and not on popularity within the group.
3. The individual discipline of each member. As a para-military organization the marching band is the training ground for development of leaders. An important aspect in becoming a leader is knowing your position within the team/organization. Too often marching band programs suffer because of this lack within its members to discipline themselves with respect to their positions. Members should consistently strive for the highest in musical aptitude. Those who do not will decrease the overall musical output of the organization in general and ruin its "musical traditions" overall.
4. Its response to criticism and praise. Programs with trophies and awards adorning their walls is only a small indicator its accomplishments. What is the need for trophies from 5 years ago to show how well a program performs in the present day? A great performance should be followed by an even greater performance. As well as a not so great performance, the goal should be to better the next. Programs where there is consistent bragging and boasting of its accomplishments may be attempting to misdirect attention to its short comings within the organization. There is always room for improvement and directors should be aware of when to praise and criticize the organization.Too much praise and kill the pursuit of excellence within your members and too much criticism you destroy moral and growth.
5. Its practice and work ethics. Its been said practice doesn't make perfect but perfect practice makes perfect. If the hours spent in rehearsal and or practice does not produce a superior product, there needs to be an evaluation of the time concept. PRACTICE is individual responsibility REHEARSAL is a group commitment. The more well-practiced or prepared a student is BEFORE rehearsal the less time spent. Band rehearsal (practice as we know it) should not be a death sentence to students. It is the overall objective of the organization to develop excellence within all members to maximize performances. Consequently it is the responsibility of the members to be in position to obtain those goals by being prepared to learn.
6. Its attention to detail. In performances the smaller the element the greater its emphasis should be. This goes for attitudes, musical dynamics, articulations, marching, uniform, horn carry etc...Programs which focus on the small elements are most often successful in performances and audience appeal.
7. The expectations of new members into the organization. Programs should reflect its members' expectations. New members are an excellent way to gage this element by observing how they react to what should be a new methodology and expectations placed on them. A new member who is rebellious is more than likely a sign of low expectancy on his/her part and their acting out is a way for them to transmit this. A new member who is cooperative and meets most requirements should not be overlooked but challenged and given opportunity to advance within its ranks of the program. New members are the most important aspect of any organization. Programs do not grow, traditions are not established and philosophies are not groomed without them. When new members have a high expectancy of the organization they approach it with respect and honor and constantly work towards reaching theirs as well as the programs' requirements without question or convincing.
