Introduction: The Art of Influence in Engineering Teams
In today’s fast-paced software development landscape, engineering teams are constantly seeking ways to improve collaboration, communication, and overall effectiveness. While technical skills are crucial, the ability to influence and inspire others has emerged as a distinguishing factor among successful teams. Two compelling approaches to influence are rising in popularity: Leban Movement Analysis (LMA) applied to storytelling, and traditional software evangelism. Both promise to shape team culture, but in fundamentally different ways.
Leban Movement Analysis, originally rooted in dance and theater, is gaining traction as a soft skill in software engineering. Its focus on physicality, empathy, and narrative structure stands in stark contrast to the well-trodden path of software evangelism—a model based on advocacy, persuasion, and championing technologies. This article dives deep into both, offering insights into how each can transform modern development teams and which approach may ultimately lead to better outcomes.
Understanding Leban Movement Analysis in Storytelling
Leban Movement Analysis (LMA) is a comprehensive framework for observing, describing, and interpreting human movement, developed by Rudolf Laban in the early 20th century. While it found its initial application in dance and performance arts, LMA’s language of movement has since permeated diverse fields, including therapy, education, and—more recently—organizational development. Its core premise is that movement is a form of communication, expressing attitudes, intentions, and emotions that often go unspoken. In storytelling for software engineering teams, the integration of LMA transforms narratives from static information delivery into dynamic, embodied experiences.
At its foundation, LMA is structured around four main components: Body (what is moving), Effort (how the body moves), Shape (why the body is moving), and Space (where the movement goes). Applying these principles to storytelling means that every narrative becomes an opportunity to connect on multiple levels: the logical, the emotional, and the physical. For instance, a team lead sharing a project update can consciously use their posture, gestures, and pacing to reinforce confidence and inclusiveness, rather than relying solely on words. This attention to movement isn’t just aesthetic—it’s a strategic tool for fostering psychological safety and mutual understanding.
In practical terms, incorporating LMA into storytelling with software teams can be as simple as being mindful of your presence in meetings—whether in-person or virtual. Noticing when a colleague withdraws physically (crossed arms, turning away from the camera) can signal disengagement or discomfort that may not be verbalized. A skilled storyteller, drawing on LMA, might then pause, reposition themselves, or invite others to share through open body language, gently steering the interaction back toward inclusion. Over time, these micro-adjustments create a culture where every team member feels seen, heard, and valued.
Moreover, LMA helps teams navigate the complexities of remote or hybrid communication, where physical cues are more challenging to interpret. Simple techniques, like mirroring gestures or maintaining an upright, engaged stance on video calls, can help counteract the monotony and miscommunication that often plague distributed teams. Leaders trained in LMA storytelling can translate abstract goals into tangible, movement-based metaphors—such as “moving together toward a sprint finish” or “pivoting as a team”—making objectives more relatable and memorable.
Ultimately, Leban Movement Analysis elevates storytelling in software engineering from a transactional task to a relational practice. By tuning into the language of movement, teams unlock deeper layers of empathy, creativity, and collective problem-solving—qualities that are increasingly essential in the modern, fast-evolving world of technology.
The Role of Software Evangelism in Team Dynamics
Software evangelism has long been a mainstay in technology circles, often serving as the heartbeat that drives technological adoption and innovation within organizations. At its core, a software evangelist is more than just a technical expert—they are a passionate advocate who champions new tools, frameworks, or methodologies, inspiring others to see the potential value these bring. Evangelists thrive on storytelling, using compelling narratives, demonstrations, and real-world use cases to turn skepticism into enthusiasm. Their influence extends beyond technical recommendations, shaping company culture and fostering a sense of excitement around learning and experimentation.
Yet, the power of software evangelism lies in its ability to mobilize teams and create momentum. Evangelists often act as bridges between distinct groups—developers, product managers, business stakeholders—translating complex jargon into relatable goals and benefits. This cross-functional communication is vital for aligning teams and ensuring that everyone understands not just the “how” but the “why” behind adopting new solutions. When done well, software evangelism cultivates a shared vision, energizing teams to rally behind a common direction and accelerating the pace of change.
However, this approach is not without its challenges. Evangelism, by nature, can tip the balance of team dynamics towards a more top-down influence. The charisma and conviction of an evangelist can sometimes overshadow quieter voices, unintentionally creating situations where dissent is stifled or alternative ideas are not fully explored. This effect can lead to premature consensus or the adoption of tools that may not be the best fit for the team's unique context. Over time, a culture that relies heavily on evangelism risks becoming dependent on a few influential figures, rather than fostering collective ownership and critical thinking across the team.
To mitigate these risks, effective evangelists consciously practice inclusion and seek out diverse perspectives. They build trust by inviting feedback, acknowledging concerns, and adapting their messaging to address the real needs of the team. In high-performing organizations, software evangelism is paired with active listening and facilitation skills, ensuring that advocacy does not crowd out collaboration. As a result, teams benefit from both the clarity and drive that evangelism provides, as well as the resilience and adaptability that come from open, distributed leadership.
Leban Movement Analysis vs. Evangelism: A Deep Dive into Outcomes
The debate between Leban Movement Analysis (LMA) and software evangelism as drivers of team outcomes is not simply academic—it has real implications for the way software teams grow, collaborate, and innovate. Both approaches seek to influence, inspire, and guide teams, but the paths they take and the cultures they foster can be strikingly different.
Leban Movement Analysis, when applied in tech teams, is fundamentally about reading, responding to, and shaping the collective energy within a group. Its foundation lies in empathy and observation: practitioners of LMA storytelling pay close attention to non-verbal cues, underlying emotions, and the subtle “movements” of team dynamics. This leads to an environment where all voices are more likely to be heard, and where leadership is distributed rather than centralized. For instance, a developer who notices a colleague’s withdrawn body language during a sprint planning session can use movement-based storytelling to gently invite participation, reframing the conversation so that quieter team members feel safe to contribute ideas. This creates a feedback-rich culture, where psychological safety is prioritized and innovation can flourish without fear of failure or ridicule.
Contrast this with the model of software evangelism, which typically centers around a single, passionate advocate for a technology, methodology, or vision. Evangelists are often the visible face of change, rallying teams through compelling presentations, technical demos, and persuasive argumentation. This approach can generate rapid buy-in—especially in situations where teams face uncertainty or resistance to change. When an evangelist introduces a new framework or workflow, their confidence and clarity can help teams overcome inertia, creating momentum that might otherwise be difficult to achieve. However, the risk is that this top-down influence may inadvertently suppress dissenting opinions or lead to groupthink. The loudest voice in the room can overshadow the nuanced perspectives that often lead to breakthrough innovations.
It’s also important to consider how these two approaches handle conflict and diversity of thought. LMA, by its nature, seeks out and values differing viewpoints, using movement and story as tools to surface and integrate them. This can be especially beneficial in cross-disciplinary teams, where misunderstandings frequently arise from differences in communication style rather than intent. Teams that practice LMA techniques are often more resilient in the face of disagreement because they have built-in mechanisms for addressing tension empathetically and constructively.
On the other hand, software evangelism can be highly effective in aligning teams around a common goal or vision, particularly when time is of the essence. In a fast-moving startup or during a critical product pivot, a strong evangelist can unify disparate efforts and ensure everyone is moving in the same direction. But there’s a trade-off: the speed and clarity evangelism provides can sometimes come at the expense of deeper team engagement or long-term buy-in. If a new direction is imposed rather than co-created, some team members may comply outwardly without truly investing in the outcome.
Ultimately, the outcome of employing LMA versus evangelism depends on the context and maturity of the team. LMA nurtures environments where creativity, engagement, and psychological safety are the norm. Evangelism, meanwhile, drives alignment, urgency, and clear direction. The most successful teams recognize when to lean into each approach, or better yet, how to combine them—fostering a culture where every member feels both inspired and included.
Practical Applications: Bringing LMA and Evangelism into Engineering Workflows
Integrating Leban Movement Analysis (LMA) into engineering workflows doesn’t require your team to be trained actors or dancers. Instead, it starts with small, intentional adjustments in daily interactions and rituals. For instance, remote and hybrid teams can begin meetings with “movement check-ins” where participants stretch, adjust posture, or mirror simple actions together. These brief exercises help ground the team, foster present-moment awareness, and break down barriers caused by screen fatigue. In co-located teams, physical cues can be leveraged more organically—observing shifts in body language during heated debates or noting disengagement can prompt facilitators to pause discussions and re-engage quieter voices with targeted questions.
Beyond meetings, LMA principles can be woven into collaborative problem-solving. Consider using “story circles” during sprint planning or project kickoffs: team members pass a metaphorical ‘talking object’ and share not just their thoughts but how they physically feel about the upcoming work. This method surfaces hidden anxieties and builds empathy, enabling leaders and peers to proactively address challenges before they escalate. Over time, teams that incorporate LMA report increased trust, psychological safety, and a willingness to explore creative solutions.
Software evangelism, meanwhile, thrives when it evolves from top-down advocacy into participatory leadership. Rather than simply presenting new tools or frameworks, effective evangelists can employ workshops that invite hands-on experimentation and feedback loops. For example, instead of announcing a new CI/CD tool via a presentation, an evangelist might organize a collaborative coding session where engineers experiment, troubleshoot, and share insights in real time. This participatory style flattens hierarchies, distributes expertise, and empowers team members to co-own technical direction.
A hybrid approach—blending LMA and evangelism—can supercharge both adoption and morale. Imagine a scenario where an evangelist introduces a new technology but actively reads the room using LMA cues, adjusts their pitch accordingly, and invites nonverbal feedback (such as a ‘thumbs up/thumbs down’ gesture or a quick physical poll). This feedback loop ensures every voice is acknowledged, including those less comfortable speaking up. It transforms change management from a transactional broadcast into a dynamic, embodied conversation, increasing buy-in and reducing friction.
// Example: A movement-based energizer for remote engineering teams
function lmaEnergizer() {
const energizers = [
'Everyone stand and reach for the sky!',
'Rotate your wrists and wiggle your fingers.',
'Roll your shoulders back three times.',
'Touch your toes gently, then return to sitting.'
];
const pick = energizers[Math.floor(Math.random() * energizers.length)];
console.log(`LMA Energizer: ${pick}`);
}
lmaEnergizer();
This JavaScript snippet can be integrated into meeting bots or run manually to prompt teams to move together, supporting both focus and camaraderie.
Ultimately, practical adoption of LMA and evangelism is about intentionality. Leaders and team members alike can develop a “movement mindset” and a culture of participatory advocacy, mixing the best of both worlds for engineering teams that are not only high-performing but deeply connected.
Conclusion: Toward a Hybrid Model of Influence
As the boundaries of software engineering continue to expand, so too must our understanding of what makes teams thrive. Leban Movement Analysis and software evangelism each offer unique strengths—one rooted in empathy and embodied storytelling, the other in technical vision and persuasive advocacy. Rather than choosing between them, the most effective teams will blend the best of both worlds, fostering environments where influence is both inclusive and inspiring.
Ultimately, the future of leadership in software engineering lies in our ability to connect, adapt, and move—literally and figuratively—together. By embracing diverse approaches to influence, teams can unlock new levels of creativity, resilience, and collective achievement.