Chapter 10:

Calling the Cues: Stage Management and Technical Direction

Introduction

Theatre is often associated with creative expression, compelling performances, and artistic vision. But behind every polished production is a hidden infrastructure of planning, coordination, and care. This is the world of Stage Managers (SMs) and Technical Directors (TDs)—individuals who ensure that performances are executed safely, efficiently, and in alignment with artistic goals.

While the titles of "stage manager" and "technical director" are relatively modern, the functions of these roles have existed across cultures and eras. In ancient Greek theatre, the chorēgos was a wealthy citizen who sponsored productions and oversaw their execution, managing everything from costumes to chorus rehearsals. During the medieval period, pageant masters organized large-scale mystery plays and religious festivals across Europe, coordinating wagons, effects, and actor movements—often in complex outdoor environments. In Elizabethan England, companies like Shakespeare's Lord Chamberlain’s Men relied on actor-managers to handle logistics, schedules, and finances, often blending artistic and technical responsibilities.

But even earlier—and across global traditions—people have taken on these behind-the-scenes roles without formal titles. In Indigenous ceremonies, religious rituals, and communal storytelling traditions, someone always ensures that materials are prepared, participants know their roles, safety is maintained, and the sequence of events unfolds smoothly. Whether it’s a shaman, temple priest, or ritual guide, someone must “call cues” for the sacred.

In Japanese Noh theatre, the kōken (stage attendants) dress actors, set props, and support the ritual precision of each performance, echoing both stage management and technical support. In West African griot traditions, musicians and orators are often accompanied by individuals who prepare spaces and instruments, manage time, and coordinate participation—uncredited but essential.

With the rise of naturalism and technological advancements in the 19th and 20th centuries, scenery, lighting, and effects became more complex. This shift created a need for clearly defined production roles. The Stage Manager emerged as the liaison between director, cast, and crew, while the Technical Director became responsible for implementing and maintaining the physical and technical elements of the production.

Today, in settings as varied as Broadway houses, high school auditoriums, mega-churches, concert venues, and community festivals, these roles continue to evolve. Whether or not someone holds the title, the functions of orchestration, leadership, and care are always present—and always vital.

Understanding Backstage Hierarchy

Theatre is deeply collaborative, but it doesn’t function without structure. Every successful production relies on a clear chain of command to ensure safety, efficiency, and communication. From pre-production through performance, each person plays a role in a larger system of shared responsibility.

In educational and professional productions alike, the backstage hierarchy typically looks something like this:

• Director : The primary creative leader of the production. They interpret the script, lead rehearsals, and guide the vision of the show. However, once performances begin, they often step back and hand over daily operations to the Stage Manager.
• Stage Manager (SM) : The central communicator and organizer. They coordinate rehearsals, document decisions, and “call” the show—giving cues for lighting, sound, and other technical elements during performances.
• Technical Director (TD) : The logistical engineer of the production. The TD manages the construction and implementation of the scenic design, ensures all technical elements are safe and functional, and oversees the build crews.
• Production Manager (in larger institutions) : Oversees the entire production calendar and budget, often supervising both SMs and TDs. They manage personnel and coordinate between departments.
• Designers: Each design discipline—scenic, costume, lighting, sound, projection, props —is led by a designer who collaborates with the director and SM to develop the production’s aesthetic and technical plans.
• Assistant Stage Managers (ASMs) : Support the SM by managing backstage logistics, helping actors with entrances and quick changes, and facilitating communication during tech and performances.
• Crew Leads and Technicians: Specialists who operate light boards, sound consoles, followspots, fly systems, or stagehand tasks. These may include carpenters, electricians, dressers, and run crew.
  
  

In smaller productions, one person may serve multiple roles—such as a student acting as both SM and light board operator. In larger institutions, these positions become more specialized.

A Note on Power and Culture

While hierarchy helps organize tasks, it’s important to examine how power functions backstage. Historically, technical theatre has been dominated by white, cisgender, able-bodied men, and this can affect whose voices are heard in production spaces. A healthy production team values collaborative decision-making, consent-based practices, and psychological safety—especially for students, apprentices, and marginalized artists.

Good leaders in any backstage role listen actively, share credit, and understand that every contribution matters.

What’s the Difference?

Awesome—here’s Section 3: What’s the Difference? This section clearly outlines the distinct roles of a Stage Manager and a Technical Director, while also emphasizing how their collaboration is essential.

What’s the Difference?

Stage Manager vs. Technical Director

Stage Managers (SMs) and Technical Directors (TDs) are two of the most essential behind-the-scenes roles in a production, and while they often work side by side, their responsibilities, skill sets, and focus areas are very different.

Think of it this way: TheStage Manager is the brain  of the live performance. The Technical Directoris the muscle and structure that makes the show possible.

Here’s a breakdown of their major differences:

Despite these differences, SMs and TDs must work collaboratively, particularly during technical rehearsals and load-ins. They each act as a bridge between the creative team and the people executing the work. If the scenic designer dreams up a flying platform, the TD figures out how to make it—and the SM ensures it gets safely cued during the show.

Collaboration in Practice

Let’s say a director wants a rain effect onstage.

• The SM  confirms the request, communicates it to the design team, and logs it into rehearsal reports.
• The TD  evaluates how the effect could be built safely and what materials are needed.
• Together, they coordinate a plan for rehearsals, performer safety, cueing, and maintenance.

These two roles thrive when they communicate regularly, respect one another’s areas of expertise, and work as partners in supporting the artistic vision and the safety of everyone involved.

Would you like to add:

• A brief real-world anecdote or example from your own work?
• A discussion of how these roles show up in educational theatre or devised student projects?

Stage Manager Paperwork

Stage managers are expert organizers and communicators. One of their most vital responsibilities is generating and maintaining paperwork that helps the production team stay aligned throughout the creative process.

Stage management paperwork is not just busy work—it is a set of living documents that support communication, solve problems, and keep everyone on the same page (literally and figuratively). This paperwork also mirrors professional practices in project management, event planning, and broadcast media.

Here are the most common and essential types of paperwork:

1. Prompt Book

Also known as the production bible, the prompt book contains:

• The script, marked with blocking, technical cues, and notes
• Standby and GO cue calls for lights, sound, projections, and scenic shifts
• Emergency contacts, calendars, and reports

This book travels with the stage manager from rehearsal through performance. It’s also what a sub or replacement would use to run the show if needed.

2. Rehearsal Report

A daily document created after each rehearsal, distributed to the production team. It includes:

• Notes for each department (e.g., “Actor needs pocket watch for Scene 2” or “Sound: Please adjust effect levels for thunder cue”)
• Absences, late arrivals, or schedule changes
• Problems that arose during rehearsal (props breaking, lines needing work, etc.)

Rehearsal reports create a shared record and help designers respond to the evolving needs of the production.

3. Performance Report

Sent after every show, this document notes:

• Run time (start, intermission, end)
• Cue issues or tech problems
• Actor or audience incidents
• General notes on how the show went

These reports help track the performance over time and can be especially useful in long-running productions.

4. Line Notes

During off-book rehearsals, the SM or ASMs track:

• Missed lines
• Paraphrased lines Incorrect cues or blocking

Notes are shared with actors to maintain script accuracy. This helps keep the playwright’s words intact and cues consistent for the technical team.

5. Call Sheets & Daily Schedules

Used to inform the cast and crew:

• What time they are called to rehearsal or performance
• What scenes will be worked
• Where (location or space) the rehearsal is taking place
• Costume fittings or special sessions

Call sheets are an essential time management tool and often sent via email, posted in rehearsal rooms, or shared in group chats.

Additional paperwork can include: Scene Shift Schedule, Actor/Scene Breakdown, Script Change Notices, and Run Order Pages. Templates and examples can be found here.

Tip for Students:SM paperwork is a professional toolset that teaches transferable skills like documentation, time tracking, formal communication, and systems thinking. Learning how to maintain these forms can open doors to work in production coordination, event management, and corporate media.

Collaborative Leadership Skills

Great theatre doesn’t happen through authority alone—it’s built on trust, collaboration, and clear communication. Whether you're calling cues as a Stage Manager or leading a scenic build as a Technical Director, your success depends on how well you can guide a team, adapt to challenges, and foster a respectful environment.

These are not just theatre skills—they are life skills that transfer directly to careers in education, business, healthcare, tech, nonprofit management, and more.

What Skills Do You Need?

How Do You Practice These Skills?

• Role-play team scenarios : Practice crew conversations, cue calling, or safety meetings with a partner or small group.
• Reflect on your own leadership style : Are you more directive, collaborative, observant? What biases do you bring to your leadership?
• Seek feedback : Ask your team how they feel supported—or not. Use their feedback to improve.
• Observe professional leaders : Watch how your instructors or crew heads communicate and solve problems.
• Keep a leadership journal: Reflect on moments when you successfully solved a problem, or wish you'd handled something differently.

Where Else Do These Skills Apply?

Skills gained through theatre leadership are highly transferable:

In short: If you can lead a five-hour tech rehearsal with a tired cast, a broken fog machine, and a missed dinner break, you can handle almost anything.

Preparing Your Script

Every production begins with the same thing: the script. But how you read that script depends on your role. A director may read for story and theme. An actor may read for character arc. But a Stage Manager (SM) and a Technical Director (TD) read for logistics, movement, challenges, and coordination.

Prepping a script is where many of your production solutions begin—and it’s one of the first ways you demonstrate your readiness as a leader.

The Stage Manager’s Script Prep

The SM’s goal is to track everything that will need coordination and communication during rehearsal and performance.

What they’re looking for:

• Entrances and exits – Who goes where and when?
• Blocking notes – Where does the actor move onstage? Is it repeatable?
• Props – What needs to be handed off, preset, tracked, or replaced?
• Sound and lighting cues – Any time a line references a phone ringing, lights dimming, etc.
• Special circumstances – Does someone fall, fight, or faint? Is there strobe lighting or haze?

• Accessibility considerations – Will any elements (language, effects, movement) need accommodation?

Common Tools:

• A script binder  (with annotation space)

• Highlighters and sticky tabs to organize info

• A scene breakdown chart to track when characters appear and where

• A ground plan for each scene to give a visual tools for where everything is on stage

This prep lays the foundation for the prompt book, call sheets, and daily rehearsal plans.

The Technical Director’s Script Prep

The TD reads the script with a technical engineer’s brain. They’re asking: How do we build it? How do we move it? Can we do it safely, under budget, and on time?

What they’re looking for:

• Scenic demands – Are there location changes? Does a tree grow? Does a wall collapse?
• Special effects – Rain, snow, explosions, flying actors?
• Scene shifts – What needs to move quickly between scenes or acts?
• Weight-bearing moments  – Will someone stand on a table? Will the platform hold dancers?Rigging or automation cues – Flying scenery, trap doors, moving set pieces
• Safety challenges – Smoke, quick changes in the dark, stairs, moving platforms

Common Tools:

• A scenic breakdown list
• Technical drawings or draftings from the Scenic Designer
• Collaboration with lighting and sound departments to anticipate overlapping systems
• A materials and budget estimate based on what’s in the script

Shared Responsibilities

Although their focuses differ, SMs and TDs are partners in problem-solving. A scene with complex blocking and quick changes will need both:

• A plan from the SM to rehearse the transition,
• And a solution from the TD to build scenery that supports the movement and timing.

Working from the script allows both roles to predict problems before they happen—and come to rehearsal ready to solve them.

Calling A Show

Once the show opens, the Stage Manager (SM) becomes the show's primary leader. While the director steps back, the SM takes full responsibility for maintaining the production. Their job is to ensure that every technical element happens at the right moment, every night.

This is called "calling the show"—and it’s where everything they’ve organized and tracked in rehearsals comes to life.

What Does It Mean to “Call a Show”?

“Calling” means giving verbal cues through a headset to trigger each technical element in the performance. These cues control:

• Lighting
• Sound
• Projections
• Automation or flying scenery
• Scenic transitions

The SM uses a carefully marked prompt book to track the script alongside these cues.

How Cue Calling Works

Cue calling uses precise and consistent language. The typical format is:

“Standby Lights 26... Lights 26, GO.”

This means:

• “Standby” tells the crew to get ready to execute a cue.
• “GO” means to take the action now.

Cues are timed to specific lines of dialogue, movement, or musical beats. The SM must have excellent timing, deep knowledge of the script, and total focus.

A Sample Cueing Moment

Imagine a thunder sound effect is triggered right as a character says, “It’s going to be a stormy night.”

In the prompt book, it might look like:

CHARACTER: “It’s going to be a stormy night.”

             SFX Q12: Thunder

SM: STANDBY SOUND Q12  

    SOUND Q12, GO

The SM listens intently to the line delivery and calls the cue at just the right moment for maximum theatrical effect.

Calling a Show Requires:

• Rhythm and timing (like a conductor)
• Situational awareness (adjusting if an actor skips a line or a prop fails)
• Calm under pressure (especially during fast-paced or complex shows)
• Communication (especially with light board ops, sound engineers, and crew)

Why This Matters

Calling a show is more than pressing buttons. It’s the art of control and trust. A good SM creates a consistent, safe, and seamless experience every night—giving performers the confidence to do their best work and giving the audience a fully realized world.

In short:

• The actors bring the story to life.
• The designers create the world.
• The Stage Manager makes sure it all happens on cue.

Conclusion

Stage management and technical direction are often called “behind-the-scenes” roles—but they are, in many ways, the heartbeat of the production. These professionals are planners, problem-solvers, communicators, and leaders who ensure that everything from rehearsal schedules to rain effects, light cues to lumber orders, happens with intention and care.

Throughout history and across cultures, someone has always been responsible for preparing the space, coordinating the action, and making sure a ritual, story, or spectacle unfolds smoothly. Whether titled or unnamed, these roles reflect deep skills in leadership, logistics, and theatrical empathy.

By the end of this chapter, you’ve explored how to:

• Apply the principles of collaborative leadership across technical roles
• Prepare a script for both artistic and logistical demands
• Distinguish the daily responsibilities and long-term impacts of Stage Managers and Technical Directors
• Understand how cue calling and documentation turn planning into performance

Theatre teaches us that leadership isn’t always about being the loudest voice in the room—it’s about creating the conditions for others to shine. Whether you’re prepping a prompt book or supervising a scenic build, you’re helping shape a collective experience that is both artful and unforgettable.

And in doing so, you’re developing skills that will serve you on any stage—inside the theatre or far beyond it.

Showcase Your Learning

Assignment Objective:

Students will demonstrate their understanding of backstage leadership by practicing communication and collaboration skills, developing stage management paperwork, or preparing and calling cues for a theatrical production.

Assignment Rationale:

Stage managers and technical directors are essential to the success of any production. This project gives you the opportunity to step into their shoes and apply your knowledge of script analysis, prompt book preparation, and leadership through hands-on, real-world practice.

Choose your Assignment:

Choose one of the options below to showcase your learning.

1. Prompt Book Prep & Cue Calling: Choose a scene from a play or musical and watch a production clip online. Using the script, mark at least 5 technical cues (lights, sound, scenery) and write out your standby and GO calls. Practice calling the cues in real time while the video plays. Submit your script pages and a video or audio recording of your cue calling.
2. Backstage Communication Simulation: Create a 2–3 minute video simulating a Stage Manager or Technical Director leading a team through a rehearsal or build process. Write and perform both sides of the conversation, focusing on clarity, problem-solving, and professionalism. (Think: managing a missed cue or a scenic issue.) Include a written reflection on your leadership style.
3. Rehearsal + Performance Report: Choose a play or musical and imagine you are the Stage Manager. Create a sample rehearsal report based on a fictional day of rehearsal and a performance report based on a performance with cue and timing issues. Be sure to include time stamps, clear departmental notes, and a brief summary.
4. Scenic Build Plan: Using a scene of your choice, identify one scenic element that would need to be built. Write a technical analysis including a description of the set piece, materials needed, safety considerations, and a rough schedule or load-in plan. Include a labeled sketch or build drawing (hand-drawn or digital).
5. Inclusive Leadership Reflection: Write a short narrative (500–700 words) reflecting on how your cultural background, lived experience, or identity might inform your leadership style as a Stage Manager or Technical Director. Include 3 leadership strategies you would use to create an inclusive, collaborative, and safe backstage environment.
6. Script Breakdown + Line Note Practice: Choose a short scene and prepare it as if you're in a rehearsal room. Create a character/scene breakdown, track entrances/exits, and generate a set of line notes for an actor who has paraphrased or missed their lines. Reflect on the importance of accuracy and consistency in the stage manager's job.
7. Roll the Dice! Let the fates decide.

All designs must include the following:

• Clear documentation or script work
• A written or recorded reflection: Why did you make the choices you made? How did this project help you understand backstage leadership?
• Creative problem-solving, clarity of communication, and attention to safety, timing, or inclusion

Practical Pedagogy

References

Bickley, B. (2020). Broadway prop builder: Behind the scenes of Beetlejuice and more [Interview]. Playbill. https://www.playbill.com

Duckworth, J. (2021). The prop master’s handbook: Creating believable props for stage and screen. Routledge.

Fabian, K. (2017). The real thing and the real props: A designer’s perspective. Theatre Communications Group.

Henson, J., & Finch, C. (1993). Jim Henson: The works—The art, the magic, the imagination. Random House.

Martel, Y. (2001). Life of Pi. Knopf Canada.

Riley, S. (2009). The backstage handbook: An illustrated almanac of technical information. Broadway Press.

Waldrep, L. (2015). Props for stage and screen: Art and craft in contemporary production design. Focal Press.

Young, J. (2013). The prop builder’s molding and casting handbook. Chicago Review Press.