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46 Building Theatre Patronage
with a hobby for dipping lamps may give too much time to getting novel tints and neglect other work. A manager too greatly interested in projection, may not only interfere with the work of the projectionist, but spend so much time in the projection room that the rest of the house is neglected. A manager with a hobby for music may ride his hobby so far that other details are not properly supervised. The manager who is interested in developing his theatre staff may give too much time to this detail, and neglect others equally important.
Some details of operation are attractive. Others mean drudgery. Good housekeeping and exacting supervision of the boiler room and the cellar may not be as attractive as addressing the local women's club. Whether the work is attractive or not should not determine the amount of attention that should be given it. Hobbies are dangerous things. Riding a hobby will often carry a man away from other important details which he neglects because he does not like them. Therefore, in arranging your schedule, put aside any notion of preference or any feeling of attractiveness, and face your activities with a cool, business-like attitude.
Your Staff.
Good management everywhere requires that all possible results be gotten from employees. This often involves personality factors and qualities of leadership. Your staff are your assistants. There are two people who think they don't need assistance — one is the "know-it-all," and the other is the monologue artist. The monologue artist is right — he needs no assistance. The "know-it-all" is wrong. Encourage suggestion. Encourage comment. Make every employee feel that he or she has an interest in the theatre. Many a suggestion for an inexpensive remedy, which saved greater expenditure later, has come from the most insignificant member of the theatre staff. No manager can see everything. If he has only seven people on his staff, sixteen eyes are better than two. The manager cannot be everywhere. The staff that is imbued with an interest in the theatre's welfare, and working not for "a boss" but a leader, is a valuable asset. When employees