Tips on Managing a Technical Crew

[James_Lyons]

I’m going to be working as the technical manager of an Edinburgh fringe venue this year. I thought it might be useful for both myself and others in senior/managerial roles to compile a list of tips for managing a technical crew. I was hoping to look at this topic from a managerial prospective rather then a leadership point of view.

 

I guess the tip I’d give is a fairly obvious one but is to tell the crew as much as possible and always keep them in the loop (where appropriate). I know from personal experience how frustrating it is to be working on a crew and not really knowing what’s going on, or what you are trying to achieve. Not only does it help a crew member to work to a higher standard (I could always do a better job of focussing when I had a rough idea of the plot then when I was told by the LD to focus a lantern DSR). It also helps to make them feel like a valued member of a team and giving them information makes them feel more important whilst ensuring they never feel as important as the person who is giving them the information.

 

James

[paulears]

If you want to know the theory for working out what gets people to be motivated, then Maslows heirachy of needs will tell you what people really need.

 

In practice, much depends on their circumstances.

 

If they get paid or not

 

If they have good skill levels or not

 

One point I would make is that as a manager you should not automatically distribute ever scrap of info to them all, tell them what they need to know, but not too much else. It's a bit like playing cards - sometimes you need the odd ace up your sleeve. Don't be tempted to blame others when you want something done.

 

Say something they do really annoys you. Don't say "I've had a complaint from the front of house people, they don't want you to XXXXX, so can we stop it please" This is the kind way, called deflection - it sometimes works, making them do it because you've been nobbled. However it often backfires. The best bit is honesty, simply state that YOU don't want it done, in most cases, they will just accept it.

 

Don't ever ask them to do anything that you would not do yourself - this is very important to build some sort of respect. In fact, if you do some of the unpleasant things, leaving them with the better things, respect grows quickly. Make sure you really do have authority - and it isn't just an illusion. If you have a team, even a small one - expect a myriad of problems that you won't be prepared for, but MUST resolve quickly.

[Pete]

From spending of time on the other side.

 

Make sure you really consider what your not passing on.I've had more than one gig where I've not known something, that I should of been told. It's especially bad if you have to do a job twice.

[mac.calder]

It's a bit of a juggling act. I am noticing in the corporate arena that riders tend to be extremely vague, along the lines of "4 2k fresnels, 2 650w fresnels." Does not take a genius to realise that the 4 2k's will be for a stage wash, but the other 2? So you need to give a decent amount of information.

 

 

I think the key to managing technical teams, is to make them as independent as you can, whilst still maintaining control. A document detailing the equipment to use, and a purpose for that equipment will generally suffice, instead of having a foreman type person on the floor yelling out orders.

[Jivemaster]

Most things revolve about you knowing their skills and weaknesses, and managing accordingly.

[Brian]

My top tip of all time for managing a team (or department)...

 

'Never ask anyone to do anything you are not prepared to do yourself.'

[w/robe]

Make the tea at least as much as any one else.

 

Take the blame, if someone else complains that your team have done/not done something then that is your fault for bad management and you put your hand up. You may then want to have a word with members of your team but that is a seperate issue.

[steveo]

Never Repremand a crew member in front of the others, If you have a problem take them to one side out of the way explain the problem and give them the solution you are after. Keep calm at all costs a heated discussion on the middle of the stage in front of everyone makes you look like an idiot.

 

At the end of every shift / call a Thank You goes a long way as well to all people involved.

 

At the end of a run / production I like to take the time to go around my crews and personally thank each member and shake their hand, Very useful when you need to work with them in the future

[stagemanagement]

And best of all:

 

A well placed pat on the back to the one guy who did things right will be infinitely more effective than telling the other 20 they did it wrong. idiots!!!

 

Also you would do well to remember that the crew are the most important people on the job, not the person telling them what to do.

If they all walk off, can you do everything yourself??

And it doesn't matter if the people onstage are the most talented on offer. The performance will be rubbish if the cues don't go on time because people don't like the guy calling them!!

[Denimheaven]

Ah The Fringe, once you've done a season up there the rest is childsplay. I always find coffee and Gregg's pasties first thing on fit up day bonds a crew better than any beer. Get a Radio on, fill the air with music and have a laugh, people will react to the good vibes and get stuck into their tasks and roles. A good this is what we are aiming to achieve chat as a group also helps as everyone feels involved. Set tea break deadlines e.g "this is what I'd like done by Lunch...". Enjoy

[Ben...]

Make sure the crew get enough sleep, aren't hung over, and are familiar with the risk assessments - especially if there are any show-specific RAs.

 

That done, establish which crew member's judgement you trust, and then delegate to them. Likewise establish if there's anyone you wouldn't trust to find their backside with a map, and make sure you subtley check their working practices.

 

Admit it when you make mistakes, give praise where it's due, if there are failures, problems or accidents don't dwell on the negatives but look at what you can learn for the future.

 

At all costs, stay on good terms with the venue management - if you have problems with the artists, or they're making unrealistic requests then make sure you have the venue manager on-side before attempting to lay down the law.

 

All of which, of course, applies to any venue, not just Edinburgh :P

[StevieR]

Hi James,

 

As a 'local' to the Fringe - and a supplier - it is quite a challenge but very rewarding at the end of it all. Here's a few thoughts...

 

The 'crews' that you will get vary widely in experience but tend to be students from here and abroad. As such, you will have less 'experience' at your disposal than you are expecting. Venues also have a tendency to go for the cheapest option which often leaves the technical manager running around doing everything as the crew members don't know how.

 

Make sure that at least some of your crew are properly experienced - i.e. have had some sound and/or light experience in the real world (not college/uni) and that they can work from plans and work safely. If possible, make sure you are part of the interview and selection process.

 

Make sure there is sufficient time in the fit-up schedule to achieve everything including snagging. The council will not grant a license to a venue until they have given it a thorough once-over and any snaggs identified have been dealt with.

 

Also allow time for training - e.g lighting desks. Performers will expect the venue staff to be familiar with everything in the venue.

 

Produce some paperwork in advance. This should include H&S procedures, contact info, method statements and other procedural info. This should be sent to all crew in advance so that they know what to expect when they get to the venue. The one expectation that seems to get missed is the large amount of physical work that needs to be done during fit-up and breakdown. Ask them if they've handled steeldeck before??? :)

 

Keep the work schedule realistic throughout the run. Most people expect to work long shifts. However, tired crew are no use to anyone.

 

Hope this helps a bit.

 

Steve