Showmen's Trade Review (Apr-Jun 1944)

April S, 1944 SHOWMEN'S T R A 13 li R ?: V 1 E W PROCRASTINATION, THE SABOTEUR In these trying times a theatreman has to be on his toes continuously; must not relax his vigilance or permit his initiative to flag for a single moment with respect to matters concerning the efficient operation of his theatre. It may have been all right in the pre-boom days to put off some odd job because there would be plenty of "spare" time tomorrow or even next week. Not that such action (or lack of it) was or is commendable but, business being what it was, you could always generate enthusiasm some morning and catch up on everything needing attention. This, however, is another day and another era! This is the time of pressure and increasing stress. A time when nothing can be put off — because many other somethings will arise to call for attention. Thus, after putting off only a few things, you soon find that the tasks to be done have reached the jamming stage. Procrastination is one of the greatest evils of this or any other time. When you are under severe pressure and permit things to pile up, it stands to reason you will have to decide which are the most important, and let the others continue to drag. Working under such a process you are never caught up; are constantly in danger of trouble and break-downs; cannot delegate some of the responsibility because of manpower shortages or green help. The little things of yesterday are the big things of today and tomorrow, and the only way to avoid serious difficulties is to keep your slate clean by taking care of each and every detail as it develops. Allow yourself to fall into the procrastinating class, and you will soon find yourself incapable of keeping pace with times and conditions. This is true regardless of whether you are the owner of your theatre or its paid manager. Another great evil of procrastination is its effect on the members of your staff. If you don't think something is important enough to get immediate and efficient attention, why should any of your aides think differently? Thus, in a comparatively short time the disease has spread until the entire staff is suffering from this debilitating malady — and those who have experienced such an epidemic will testify that it is one of the toughest of ailments to cure. The kibitzers like to say that running a theatre in busy areas today calls for nothing more than opening the doors and ducking out of the way of the crowds. Smart theatremen know that such thinking is downright stupid. It is during the busiest times that a theatreman's peak ability is required. True, the equipment manufacturers and supply dealers have done more than an excellent job in keeping theatres operating. But they cannot be expected to carry the full burden and responsibility. You, Mr. Theatreman, must take some of it on your own shoulders by maintaining a close and careful watch on your theatre's equipment, thus to avoid trouble by discovering the weak spots before the breakdown stage is reached. This cannot be accomplished by procrastination. A generator, rectifier or projector that needs attention may not continue to function just because you want to put off taking care of it until next week or next month. Maybe not even until tomorrow. Therefore, if you are on your toes and inspiring your staff to be equally as attentive and careful, you'll avoid serious trouble, breakdowns and admission refunds. Your job cannot help being a tough one these days. Regardless of how good business happens to be, all are confronted with pretty much the same problems. But we must, individually, try our best to cope with conditions and keep our business operating smoothly. So if you feel tired, or even "rushed to death," don't put off that something that requires attention. Better to get a little more tired and eliminate one more item from your perhaps busier tomorrow. And the same goes for every phase of your operation, not just the equipment. It a^'^lies to those ideas for selling your shows; each little detail for the comfort and relaxation of your patrons; every industry drive on behalf of the war effort; and in the proper teaching and guiding of those green hands you have to break in. In fact, it applies to the operation of the theatre in its every department. Avoid the urge or the feeling that precedes procrastination. Make it a practice to meet each situation and task as it occurs and thereby prove that you are, in every sense of the word, a practical and efficient theatreman. Be sure, also, to spread that same doctrine throughout your organization. Set the example and the pace by showing the staff how easy it is to meet each emergency or issue and dispose of it competently — right then and there, if it can be done that fast. It is an example your staff will understand and will follow. Here's your slogan: "Do It Now . . . Don't Procrastinate. —"CHICK" LEWIS