While at my last job marketing theatre, I hired people to work as my grassroots promotions team. I held countless interviews, and ultimately hired a group of mostly out of work actors and actresses. They were friendly, outgoing, well-spoken, and available. Overall, the promotions street team was a really outstanding group.
While I was the youngest person by some years, or perhaps because of it, I was tough on my squad. I made it very clear that they were the eyes and ears of the show; that we as management were depending on them to give us the real buzz, that we could only speculate looking at graphs and numbers on spreadsheets during massive oak table meetings.
The show lived and died on their voice, dedication, and push. The actors in the show had an easy time compared to the promotions team – they were playing to a captive audience. Here on the street, the rejection would be immense and they would have to earn the attention of each potential patron.
I made it crystal clear they were to work every minute of every shift; every minute they were late was another empty seat. To illustrate my point, for the first couple of weeks I showed up at the promotional headquarters 5 minutes before every shift and 2 minutes ’til the end. This included Saturdays and Sundays, come rain or shine. I expected them to do it, so I did it with them.
In the beginning, when they went on breaks, I had them call me. If any tourist had a question they weren’t 100% sure how to answer, I had them call me. If their child got sick, I had them call me. No matter what time.
The two weeks of drill sergeant intensity brought me very close to the team. There was no breakdown of will, but there was a constant state of urgency and importance instilled. They knew I was a hardass, and that excuses were never an option because I was always available to take their call.
Yet, after the trial period was over, I rarely got calls. They knew I would always be available to them, so they didn’t need me to be. They knew I was willing to meet them at 8am on a rainy Saturday for coffee before their shift, so they didn’t need me to be.
I’m convinced they worked harder than some management personnel, feeling connected and responsible for the shows’ success. On their feet 40+ hours a week in the elements, smiles on their faces, voices continually piercing the air, and even with some terrible reviews by critics, they never got down on the shows.
Talking and communicating are not the same thing. When you talk to someone, maybe they listen with their ears and analyze your words with their brain. When you communicate with someone, they feel what you are saying with their hearts and minds. The team wasn’t told they were part of the show – they simply felt it.
Communicate, don’t talk – and use stories when you can. It works. It may sound cheesy, but I know that distinction to be true. After all, you’re still reading.
October 30, 2007 at 4:01 pm |
Kate
Great post. Co-incidentally, I wrote a post today on the similarities between business, theatre and Hollywood!
I agree that talking and communicating are not the same thing. Communications implies an emotional component, and some kind of interaction. Stories are a great way to communicate, as everyone loves a good story and they’re often a good way to bring out that all important emotional context.
It’s not cheesy – it just makes good business sense. More and more companies are starting to cash in on this concept.
October 30, 2007 at 7:10 pm |
Wow, you’re quite the drill sergeant! Doesn’t sound like it was too much fun for you either, but I’m glad you got results.
October 31, 2007 at 12:32 am |
Maybe you should have warm up to them =). Buy them some coffee sometimes and cheer them on! The best way to lead is to put yourself in their shoes.
October 31, 2007 at 3:24 am |
Dedication and effective communication through actions are the two qualities I respect most in a manager.
I came to this conclusion after working long hours in the field of finance. The managers I couldn’t follow were the ones who would constantly say they would ‘always be there’ for you, yet when push came to shove didn’t provide proper support. The managers I learned to despise were the ones who offered the support and then loomed over you as micro-managers, critiquing and passing judgment on your every action.
Work ethic is translated best throughout organizations when the team believes they have what it takes to make a difference. Although the term ‘leadership’ is often trivialized, it’s essential to developing a strong and coherent vision.
October 31, 2007 at 9:46 am |
Thanks Karen, Steven, Jerad, and (perfectly suited for Halloween), the dark child…Really appreciate all of you stopping by!
@Karen – Your article on the same matter at hand is great! It’s good to know that perhaps this concept of business storytelling is coming back in the spotlight.
@Steven – I can be tough, it’s true, but considering they threw me a nice party when I left, all was understood to be part of the job, not personal.
@thedarkchild – I did put myself in their shoes, and that’s why the professional relationship worked and worked well.
@Jerad – Finding a delicate balance in anything you do is a difficult thing – of course, some industries make it tougher than others. A good lawyer friend of mine would have some choice comments that I suspect would eerily mirror your tales of finance.