I wanna rock! Rock of Ages

May 25, 2009 • No Comments

So on Saturday, I went to see Rock of Ages.  I had very low expectations and figured at least the in seat drink service would provide enough refreshments to make it through the evening.  But from the moment I entered the Brooks Atkinson I realized I had stepped on board of a roller coaster ride unlike any I had really experienced.

I was handed my requisite LED flashlight (to be used concert fashion during the show).  Eighties music was making the entire theater pulsate – made me realize most shows don’t use preshow music much anymore.  As soon as we were in our seats a cocktail waitress in an 80s leather-mini and fishnet hose took our cocktails order – mixed drinks!   We ordered.  A woman from mid row charged over us to get to the waitress with a quick apology, she hadn’t ever been to a Broadway show so she didn’t know how the waitress got orders for the folks in the center of the row.  While the foot she stomped on smarted I smiled politely and said, “no worries, I didn’t know either.”  Over the music I heard the cocktail waitress tell the patrons behind me that in seat drinks was the future of Broadway and next year everyone would be doing it.

A quick look around the house revealed an audience that was younger than most.  A dozen or so sailors from Fleet week, lots of under forties couples and packs and pack of female groups obviously having a girls night out.

The lights went down a bit, and I was worried we didn’t have our drinks yet, but the waitress assured us she would get them to us during the first number, so I sat back as the band was introduced.  The audience went nuts and the roller coaster reached the top of the first hill and began that high speed decent that creates a thrill.

Yes, a thrill.  Now perhaps as a child of the 80s I am predisposed.  When Quiet Riot’s Cum on Feel the Noize started i remembered my mom snapping off the music in my room, telling me it was a “trashy” song, so I put on my big old headphones to listen to it.   I had this huge desire to sing along to every song and this odd feeling that it would have been accepted, in fact several audience members did.

The plot is so simple that the show makes fun of it throughout, but it is also more or less the same plot of EVERY musical from the Golden Era, boy meets girl, boy falls in love with girl, rich villain tries to close club where boy works, boy loses girl, girl becomes a stripper, boy and girl reunite, rich villain has change of heart, club is saved – okay maybe the stripper part was unique.

But despite the predictability, the camp, the interruption  to pass drinks down the row, and the over the top, well everything.  I was actually having more fun than I remember ever having in a Broadway house.   Constantine Maroulis and Amy Spangler led a cast that belted out 80s tune after 80s tune that I not only listened to throughout high school, but that I still listen to much to the dismay of my husband who has much better taste in music than I do.   For all the articles written about Idol performers being on Broadway (and how often the shows judges use the term Broadway as a criticism), I wasn’t surprised to learn this morning on the TODAY show when the cast performed that Constantine Maroulis actually started out WANTING to be a musical theatre actor, his performance was subtle and engaging – the best on the stage the performance I saw.   That’s not to say the rest of the cast wasn’t entertaining because they were really truly having fun on stage and it was infectious.

The only downer of the night was on the projection screen at the back of the set during the intermission and post-show – an advertisement for discount tickets for future performances if you retained your stub from that evening.  A grim reminder that box office on Broadway needs all the help it can get and that this super fun show cost an outrageous 100+ bucks.  Suddenly I was yearning for a strong off-Broadway where an affordable version of the show would run for years and years, but alas we are in different times.

All in all it was a full out right experience with a little Broadway show tucked in, and that was more than all right by me.

Kudos to the producers for wringing out every possible marketing opportunity from the show.  I even used the LED flashlight when I got home to find my keys in my purse!

Moments to remember

March 30, 2009 • No Comments

I have been asked a lot recently about why I work in theatre…here are just a few examples why…

Each time I walk into a theatre I haven’t entered before, whether for work or simple pleasure, I am awed by the sacred space in which artists do their work. No matter how small, how large, or how odd a space is, the magic that is created within it engulfs me in feelings and sensations. It is equally exciting to walk into a space that has been utterly transformed for a specific production –space that has been transformed to support a vision and convey a message.

Above all else I cherish the first moments I walked through the doors of theatres I have worked for, lived in. I remember vividly the first things I saw, the smells, the people who were there, and my stomach fluttering with excitement – whether it was MCC, Union Square, Vineyard, Signature, WCP, or the three academic institutions that shaped my love of the world of theatre. I hold those first moments in the deepest part of my heart and soul.

The show that had the most significant impact on my life professionally and personally was the original Off-Broadway production of Wit. I remember lying on the floor of my New York sublet reading the script and knowing it was something special. Of course the script has some flaws – there are no perfect scripts — but I knew just from the first reading that it would reach into audience members’ hearts and remind them to connect to the people in their lives with love and respect. The company of artists on the show became a true family – theatre people often say that but in truth, it’s a very rare occurrence. I remember the break-through moment that took the show from good to great – when the set designer eliminated the rolling walls from the set and added the curtains on tracks. That simple but profound decision visually and psychologically opened the staging in a way that tied together all the elements — the writing, directing and acting — and fully served the arc of the piece. It was a wonder to behold.

Kathleen Chalfant led the company with grace and taught me that kindness, equity, respect and dignity were the most important tools a person could possess. It was my first show to transfer to a commercial run. I worked with all three New York companies, even after I had left MCC. I was so proud when I was introduced to Judith Light and she told me how glad she was to finally meet me because the entire company kept telling her I was the one who knew the show best and held it together. I fell in love with my husband on the show and was honored that Kathleen did a reading at our wedding and most of the members of the three companies were there to see us married, years after the show and tours had closed. Most of all I love that Maggie Edson told the story she wanted to tell, said goodbye to a dear friend after helping him achieve a directing legacy, and went back to teaching kindergarten.

At the Vineyard, I recall reading the treatment for Fully Committed and knowing it would either be brilliant or a disaster. Thank goodness it ended up the former. For weeks on end Mark Setlock (the actor playing tens of roles) and Becky Mode (the playwright) would run from the rehearsal room to our administrative offices and gather us quickly so they could run an idea by us to see if it was funny. It was a period of great spontaneity, collaboration, and fun. It was wonderful to watch the audiences each night laughing at the rudeness or foolishness of the play’s restaurants’ customers some of them unaware they had acted in the exact same manner towards the box office when purchasing or picking up their tickets. Our box office even wrote their own version of the show which was performed for Becky and Mark after the closing performance.

I am grateful that I got to hear Anika Noni Rose, Mandy Gonzalez, Ronell Bey, and Judy Kuhn sing the songs of Laura Nyro in Eli’s Coming every night (except Mondays) for ten weeks. I hadn’t even heard of Laura Nyro when we started creating the show, and although the storyline never pulled together, the music and performances were among the best I have ever witnessed. It was on this show that the true art of orchestration and arrangement was taught to me.

I was at the Vineyard on September 11, 2001. I couldn’t get into the City from Brooklyn and watched it all from my roof just across the river. Our crew had gone in at 8 am that day and the master carpenter’s wife worked in the North Tower –so everyone worked together to find her (thankfully we did). I remember Doug Wright who had written and directed the show that was in rehearsals at that time was also stuck in Brooklyn and we spent most of the day on the phone. We were talking when the Pentagon was hit, and I can still here Doug saying, “Jodi the world will never be the same, what is happening?” We were back in rehearsals two days later, bound together forever by the experience of walking through Union Square each day looking at the posters of those missing and the vigils. I think we all survived that week by being in the theatre working on a show.

I am one of the fortunate people in this world to have lived on Avenue Q. I learned all the ups and downs of enhancement deals on the production – if it could happen it certainly did on the original off-Broadway production. We went through six full set design versions before finding the right one for the show. We had to learn an entire art – puppet making and maintenance. We had an actor fall off stage and have to perform all of previews from a wheel-chair on the side of the house. But the entire time we laughed until we cried. I had fractured my ribs right before the tech of the show. During the tech rehearsal for the love scene between Princeton and Kate Monster, I actually laughed so hard that I re-fractured a rib. I spent the rest of the week and previews watching the show with pillows stuffed around me in my chair.

Simultaneously, with Avenue Q, I began work at Signature – working 60 hour weeks covering both jobs for 30 hours each. It was glorious. Downtown, I had the kids on Avenue Q and uptown, the talented cast of Lanford Wilson’s Fifth of July. When it opened I was general manager for both the biggest hit musical in town and the hottest play revival.

At Signature there are almost too many profound, life-changing moments to list: my first conversation with Arthur Miller (very relaxed and inspiring), my first conversation with Edward Albee (very awkward and unnerving), watching Bill Irwin endlessly disappear into that trunk, and on and on.

I do have to talk about the luminous production of Horton Foote’s Trip to Bountiful. The only other cast that was a family to me and still truly is to this day. I am not sure why but of all the playwrights I have ever met and worked with, I connected most powerfully with Horton . Perhaps as a fellow Texan, his words spoke to me in a special way, or perhaps it is simply that he was a true gentleman of the theatre. I am blessed to have known him, and his wonderful words will live with me forever.

There are so many more shows or moments that I could go on and on about good or bad but all cherished – like the night at the Vineyard when the grocery store above the space decided to defrost their meat freezer and the drain poured meat “by-product” that had been in the drain onto the stage and the actors. The night that a prop gun didn’t go off and an actor jumped up and down on stage screaming bang, bang, bang until the other actor picked up the cue. Each standing ovation is its own memory – the ones that were earned and not obligatory as they so often are on Broadway. Or the endless times I sat watching the audience, seeing them lean in as if they could feel the moment even more if they were just a bit closer to the stage. Or the artists who proud of their performances or filled with joy of seeing their work on stage lit up a room with their smiles. And those are just the shows I worked on.

Not included are the wonderful events, galas, readings, and education programs that I carry with me. Angela Lansbury singing “Nothing’s going to harm you,” or David Hyde Pierce singing a John Kander song that had never been heard before by anyone as John had written it for a lost love . Kevin Bacon bringing down the house while honoring Susan Sarandon and Tim Robbins. And there was the magical moment when Harper Lee toasted Horton Foote on his 90th Birthday (and told me to call her Nell).

And all of this still doesn’t include the shows I have seen but not worked on. Those unforgettable moments that are burned into your memory– the frying pan in Beauty Queen of Lenane or the grabber in Well. Or the emotions that well up when I think of a show I have seen, for instance, the sheer anger of Stuff Happens or the pure awe of anything done by Cirque du Soleil. Or the opportunity to see some of the great talents of our time on stage – Paul Newman in Our Town or Meryl Streep in Mother Courage. Or the joy one finds in discovering a new talent – Tom Sadowski in Reasons to be Pretty. The shows that were embarrassingly fun – Mamma Mia and Jersey Boys. Or the shows that hit you so hard in the gut that you can still feel the pain of watching them – Grey Zone or The Baltimore Waltz.

I could write forever on how much I love, crave and belong working in a theatre, watching theatre, and producing theatre. It is in a theatre that I come as alive as the actors and audience. I love the interactions with actors, crews, playwrights, directors, and the staffs who work far more hours than they can ever be financially compensated for. I could write another six pages about the moments where I saw an education program impact and change someone’s life in an instant. I could certainly write a book about how the theatre has changed mine.

What do the artists of theatre do for us?

July 23, 2008 • No Comments

Theatre Artists do us a tremendous favor.  


They bare their souls in telling a story inspiring us to speak or be safe in silence.  

They create a world on stage where they often titter on the brink of destruction or utter happiness. We can experience being on the edge through them, but we don’t have to actually do it to understand it and learn from it. 

They state the unthinkable.  They do the unforgivable.  They act in weakness.  They are trapped in fear and do nothing.

They state what must be said.  They act heroically.  They take risks. 

They make us laugh. They make us cry.  Sometimes they make us do both at the same time.

They teach us about our neighbors, people of distants lands, people from the past, and people from the future.

They make us lean forward in our seats, holding our breathe, waiting for the next word, moment or action.  They make us feel alive.  

And all we have to do is show up.

Measuring Impact???

July 21, 2008 • 3 Comments

In July 2008 I particpated in the Harvard Business School’s Social Enterprises Executive Education program Strategic Perspectives for Nonprofit Managers (SPNM). It was one of the best and most transforming weeks of my life.

Here are all of the links and topics for posts from SPNM:
Overview
Inspiration
Capacity
Leadership
Scale
Strategic Service Vision
Mission and Strategic Triangle – Legitamacy & Support / Organization / Mission
Value Chain
Market Research
Measuring Impact

How do you define the impact of theatre? It seems easy to quantify the work of other non-profits. But what about the arts?

In nonprofits we a talk a lot about assessment and measurement. “You need to do an assessment of your thinking before you invest!”

In business you need to be ahead of the curve. You need to manage situations – be in a constant state of awareness, assess how things affect your organization, and have the ability to act (create change). You are in a constant state of assessment. But can you assess a situation without some form of quantitative analysis.

I can hear everyone screaming – well Jodi, just count the number of people in the audience and you will know how you are doing, but I just don’t think that is actual analysis of whether or not we are fulfilling our mission. Seating capacity has its place, but it comes in later.

So how would you do an auditable analysis of the Playhouse’s attempts to fulfill its mission? What data do we need to tell our story? And how do we get it? How do we add evaluation to the planning of programs?

You can evaluate the process or you can evaluate the impact.

So how do you audit the results?

First and foremost, we can measure outcomes through the audience’s future participation in more Playhouse events. The number of events an individual attends reflects a deeper experience and more engagement. If an individual participates in play club, talk-backs it reflects a deeper experience and more engagement. If they bring their children to the playhouse for education programs it reflects a deeper experience and more engagement. If they donate money or time to the theatre they are having a deeper experience and are more engaged. And yes, if they are deeper engaged they will bring friends of like minds and seating capacity will increase.

Next, we can measure if we are adding to the theatrical canon by the on-going life of plays and musicals we develop and premiere.

We can watch the progress of our education programs participants. We can see if they apply the skills learned in theatre programs to other areas of learning and life.

But if we just count seating capacity without the assessment of audience experience and engagement aren’t we are measuring the effectiveness of marketing and public relations not the effect of the programming.

So, how do you evaluate in the impact. We need to identify what we need to learn about results to assess impact. We need to know the intended impact and search for the unintended impact. We have to talk with people before and after they attend performances or education programs. We have to discipline ourselves to track audience and participants for several years.

In practical terms to plan for such assessment, our staff (the entire staff from interns to, well, the Artistic Director and I) need to know WHY we are producing a particular play or why we are offering a particular education program. The staff needs to decide what we want the experience to be for each “client” from first contact to follow-up contact. The entire staff needs to participate fully in all aspects of programming and be able to talk about the programming if intimate detail and with great knowledge. If the entire staff is not fully versed in the programming – the audience never will be.

So with our crazy busy schedules what should we do? It is pretty obvious. The staff should talk about what we do with each other. We should talk about the community we live in on the local, national, and global level. If we have to schedule these discussions until we learn to do it organically we better start scheduling!

Market Research

July 16, 2008 • No Comments

In July 2008 I particpated in the Harvard Business School’s Social Enterprises Executive Education program Strategic Perspectives for Nonprofit Managers (SPNM). It was one of the best and most transforming weeks of my life.

Here are all of the links and topics for posts from SPNM:
Overview
Inspiration
Capacity
Leadership
Scale
Strategic Service Vision
Mission and Strategic Triangle – Legitamacy & Support / Organization / Mission
Value Chain
Market Research
Measuring Impact


So, let me step away from the Harvard classes…

Back at the Playhouse, we are talking about embarking on a market research study. Let me frame this with the fact that I believe that some people are predisposed to like certain art forms. Just like there are born readers, natural lovers of music, and those with an innate love of visual arts, I think there are people who are drawn to the theatre.

So after we carefully think through what we want to learn and the methods of collecting date, where do we start? It makes sense that we talk to the people who are coming to the Playhouse about their experience with the Playhouse. But who else do we talk to?

Conventional wisdom says we also talk to the people who are not coming to the Playhouse. But what type of person who is not coming? If I am right that some people are drawn to theatre and the other simply are not, the first group of “non-attenders” we should talk to are the people in our area who went at least once to another theatre in Connecticut or New York but not to the Playhouse in the last 3 years. We know from tons of data research that there is only a small cross-over between art-forms, but it might be interesting to talk to people who attend other performing arts disciplines in the area but not the Playhouse (but you may have to convince me).

But what about people who just don’t go to the theatre, any theatre? Let’s assume they tried it at some point in their life. Some school trip or friend got them into the theatre. Let’s assume they saw a GREAT show that was relevant to the things happening in their life. But they just didn’t like the act of going to the theatre. Can you really convert someone into liking theatre? I don’t think so. I would go so far as to say that what form of arts speak to you is genetically determined. So do we just forget about those folks. Can’t we just be happy if they agree that we are doing some good in the community but they don’t have to ever come see a show? It will give us more time to get the folks who are predisposed to attending through the doors.

But there is a lot of talk about getting new audiences. Getting more people to come and experience theatre. I would argue it is our mission to create opportunities for children to see theatre. And give folks their first theatre experience (that way they will probably figure out it they are theatre folks or not). But if I am right up above than that means there is a finite group of people who we can get into shows and our goal should be to get a larger share of that group.

But for any other kind of new adult audiences, I wonder where these we could find them – Mars?

I bet Eric, Beth, Jenn, Marica, and Laura S. can’t wait for me to get back and schedule our first meeting about this!

As promised…Value Chain for the Playhouse

 As promised...Value Chain for the Playhouse

In July 2008 I particpated in the Harvard Business School’s Social Enterprises Executive Education program Strategic Perspectives for Nonprofit Managers (SPNM). It was one of the best and most transforming weeks of my life.

Here are all of the links and topics for posts from SPNM:
Overview
Inspiration
Capacity
Leadership
Scale
Strategic Service Vision
Mission and Strategic Triangle – Legitamacy & Support / Organization / Mission
Value Chain
Market Research
Measuring Impact

Mission and Strategic Triangle – Legitamacy & Support / Organization / Mission

July 15, 2008 • One Comment

In July 2008 I particpated in the Harvard Business School’s Social Enterprises Executive Education program Strategic Perspectives for Nonprofit Managers (SPNM). It was one of the best and most transforming weeks of my life.

Here are all of the links and topics for posts from SPNM:
Overview
Inspiration
Capacity
Leadership
Scale
Strategic Service Vision
Mission and Strategic Triangle – Legitamacy & Support / Organization / Mission
Value Chain
Market Research
Measuring Impact

Third class today revolved around theory of change (causal result of if I do A I will get B).

GREAT article about tools for cooperation. Long discussion about culture shift requiring more than tools – you need agreement! Nothing new here but really interesting framework that broke out the tools. The document is locked so I can’t copy it into this entry. (I promise to post and discuss when I get back).

The final session today (well yesterday now that it is 12:25) was all about mission! Surprise! Imagine that. The real surprise it that a t a nonprofit strategy program we waited until day two to thoroughly dissect the importance of mission and what are the components of a good mission.

We looked at sample missions from some of the program participants. Of course since Harvard is so savvy, they went to the organizations websites to find the mission versus asking the participant’s to provide it. This lead to several vision statements being pulled, organizational descriptions being pulled, or other narratives. Tricky how they slid in a lesson about clarity on communications espiecally your website! You Harvard folks!

Breaking down what should be in a mission with 82 nonprofit peers makes for some interesting discussion. All of the missions answered the question “what the organization does?” Some of the missions answered “who the organziation is?” Some answered “What the organization will achieve – how the organizaiton will transform its community (values and vision are of course inclusive in this)?” We were back to auditable and aspirational – go back to earlier post (I promise I will put links in when I am back and not so tired).

So began the debate – should missions be auditable? Do you include aspirational goals in the mission? What is the place of that value chain (see next post about value chain and the playhouse) we talked about yesterday (I know links). What is the difference between a mission statement and vision statement – do you need both. If mission talks about value and social impact of organization, does vision than talk about the relationship between the results of what you do and how it changes the world?

Of course at this point I think – wow we need to rewrite our mission statement, immediately followed by wow am I too critical of our mission statement.

Why do we have mission statements in the first place? Well we have to have a purpose right? We know it isn’t to fill shareholders pockets or any individuals pockets with profits. We have to have an identity right? A uniqueness? A reason our community needs us? We have to use our resources and capabilities to fill some social need, don’t we. Isn’t is our job to search for the highest value for our organizational assets (this one was Professor Moore’s). I guess that’s why we have mission statement. We need something to guide us in our decisions and work.

But let’s go with Professor Moore…If a leader’s job is to find the highest value use of the organizational assests, what does that mean…

The Strategic Triangle!

Legitamacy and Support / Organization / Mission

The value chain connects organization and mission.

Balanced off of Needs, Task Enviroment, Clients, Donors, and a collective agreement about value reinforced by donor “approval of the collective value!”

Strategic%2BTriangle Mission and Strategic Triangle   Legitamacy & Support / Organization / Mission
Okay so we still don’t have agreement from 82 people about what goes in a mission statement!

So how about this criteria – suggested from class:
1. Mission mobilizes legitmacy and support from a third party (donors)
2. Mission is a direct statement of organizational value (value chain)
3. Mission gives guidence, focus, direction, and measurement to operations

If we go with that it is an auditable mission. But there was a call that it should also make a promise. (absolute vs. relevence)

So back to my thoughts on our mission…

…to transform lives through the power of theatre. Our aim is to enlighten, enrich and engage a diverse community of theatre lovers, artists and students by presenting excellent professional theatre and offering a welcoming experience that perpetuates the long tradition of the “red barn.”

How does it stack up against the above criteria? If that is the right criteria? Well that is certainly something to explore with others when I get back?

Note to self – seriously in the blog not from class – I think our shared vision statement get to some of this…Must check. Thank goodness it is hanging above the desk in my office icon smile Mission and Strategic Triangle   Legitamacy & Support / Organization / Mission On the bulleton board next to this theatre OGSM (Objectives, Goals, Strategies, and Measurement).

Okay it’s 1:00Am I better go to sleep if I want to gain any knowledge from tomorrow’s classes.

Social entreprenuers, Strategic Service Vision

In July 2008 I particpated in the Harvard Business School’s Social Enterprises Executive Education program Strategic Perspectives for Nonprofit Managers (SPNM). It was one of the best and most transforming weeks of my life.

Here are all of the links and topics for posts from SPNM:
Overview
Inspiration
Capacity
Leadership
Scale
Strategic Service Vision
Mission and Strategic Triangle – Legitamacy & Support / Organization / Mission
Value Chain
Market Research
Measuring Impact


Interesting assignment tonight. We had to write about a strategic issue we are facing within our organization. One page only (I used really small type and small margins). And we will work through the living groups issues Wednesday and Thursday afternoon. I will really interesting and I think really helpful to get insight from such a diverse and smart group. I think I speak for us all when I say Living Group 32 is the best!

I feel like I should be humming I wish I could go back to college from Avenue Q. I am really learning a lot and the professors are all really phenomenal. I am so glad that I am recording my thoughts and discussions from class via this blog. It is really helpful.

So it was a really long day of classes (4 of them) and I have only covered one so far…going to be a long night, since I am committed to capturing all of my thoughts on paper (well not really paper, but you know what I mean). You may be wondering what I will write about when I get back home. LOTS. I have raised a ton of questions, and I plan to work through with my staff and board and share what we come up with.

Our second class today centered on Strategic Service Vision. The case concerned a community based organization (that had arts programs -yeah). The founder of the organziation wanted to create a similar organization in every major city – goal of 100 in the United States.

This founder was an amazing man, charismatic, brilliant, visionary, and got things done. He took a simple idea (aren’t the best ones always the simple ones) and built “a miracle” in the worst neighborhood in Pittsburgh.

If the definition of a social entreprenuer is (and Harvard Business School says this is the definition, so I won’t argue) someone who achieves goals by managing opportunity without resources under his/her control – this guy in the case study is that definition!

The entreprenuerial way is to test then invest, experiment then replication, but first you have to know the stategic vision (target market, service concept, operating strategy, support systems – see yesterday’s post).

Now I have to admit I got VERY passionate in class today about this program replicating across the country because I thought it shouldn’t. The success and beauty of it was that it was so organic to its community. The services offered grew from local partnership. The founder was from the neighborhood. I didn’t believe that they should GO into new communities and try to force organic growth (since you can’t) and that they would be better off inspiring and training leaders who might be able to create their own model in a their own communities. Three things set me off on a passionate rant was that it was donor driven and not based on need – hey it’s cool what you are doing want to come in and replicate it in this community instead of what does my community need and the straw that broke the camel’s back was that they were taking planning money from local business to create these sites and there were organizations in the communities that were doing the work and these guys were taking the funding opportunity away! And, finally it was basically all about the founder and his ego – which the follow-up information on the case proved. (My living groups tells me I didn’t embarass them – that they were actually proud – thank goodness).

This does circle back to the Playhouse and theatre. Being a leader in theatre, whether it is managment or artistic means that you accept a responsibility. You must get to know your local commmunity. You must be a participant in that community. You also have the responsibility to bring the national and global community home and explore how it relates and why it is important. Remember that question the other day…What is relevant – well this is step one in finding out. It will never be relevent if it doesn’t grow organically from your community (local) needs or the national/global relationship to your community. It is not something that can be forced.

Organizational Scale

In July 2008 I particpated in the Harvard Business School’s Social Enterprises Executive Education program Strategic Perspectives for Nonprofit Managers (SPNM). It was one of the best and most transforming weeks of my life.

Here are all of the links and topics for posts from SPNM:
Overview
Inspiration
Capacity
Leadership
Scale
Strategic Service Vision
Mission and Strategic Triangle – Legitamacy & Support / Organization / Mission
Value Chain
Market Research
Measuring Impact


Just finished chatting with members of my living group. I have to say the way this program is set-up is BRILLIANT. It is so interactive and we are really building a community here.


Today started with the head of the program Dutch Leonard working through a case about replication in a nonprofit or “bringing it to scale” and for-profit ventures within a nonprofit. Of course this brings up sustainability, but was great was relating it into scalability.

It brought up a lot of interesting ideas – first and foremost what in the world would bringing it to scale mean for theatre? Can we “franchise?” Would co-productions, touring, or moving a show be a type of franchising in the theatre? Is the Playhouse operating at the right scale? Do we know the right scale for the Playhouse as a year round theatre? Or has it not been a long enough period of time? Or have we been so busy trying different things that we don’t have any real idea of what the scale should be? And a somewhat ominous question how much of the scale at which we produce was determined by the building renovation rather than the organic needs of the institution?

The case study led to an interesting concept regarding budgeting for social and profit oriented ventures. Now, I think most people know that for a nonprofit sustainability is not based on the ability to fund the organization through “commercial” activities (but I put it out there since it is important to the next ideas). Sustainability and scalability go hand in hand.

Of course when budgeting you have to budget for all costs (including in-kind). But the organization in the case study separated their costs by social and “business” ventures. In this case they were not very accurate about what went into each column. This is important because the discussion we had today was about should an organization have an aspiration that certain costs will be covered by certain revenues? If you mush all of the funds together, do you have accountability. If you match up certain revenue to certain expenses it helps define the scale of different parts of your organization. It can also help you decide if you need to run with a surplus or deficit on different programs based on their relationship to the mission.

This certainly isn’t shocking concept – we have talked around it in finance committee meetings and board meetings at every theatre I have worked at it. But, believe it or not this is a radical idea if is actually were applied to a theatre’s budgeting process. All performing arts agencies have been trapped by the idea that your revenue should be 60% earned and 40% contributed for decades. What if you threw that out the window and said some expenses have to matched to certain revenue?

Should our box office revenue cover production expenses? Should marketing expenses be included in that? Should they be broken out by show marketing and institutional marketing? If you do this, you can’t do it by show since they have different needs, can you? The process of accountability would require constant and rigorous assessment of revenue and expenses (this would be a very good thing). How expenses should be broken out is a common discussion between board members and myself. Which expenses you count in which column can tell you whether a show or program pays for itself. What would the effect be from a constant tension between sales and programming? Wait, who am I kidding there is a constant tension between sales and programming, could this help balance it?

But if you play this idea out…

Should our building rental income cover the building and systems expenses? Should contributed income cover full-time staff expenses, administration and fund-raising expenses? What about the other alternative revenue streams? I leave out should education income cover education expenses because it actually does (go Debra and Laura S.).


This system could be a key factor in making sure an organization doesn’t have mission drift (taking on random activities), mission creep (taking on seemingly related activities that are really outside of the mission) or mission sheer (systematic pushes away from the mission). I can see how it works for many organizations. I can see that it might be a real key in breaking down our budget. It is certainly worth thinking through.

We went on to talk about the balance score card for businesses (easy definition – thinking about how different perspectives are related to one another).

We looked at the relationship between value/mission, support, operational activities (capacity in motion [love that phrase]), customers, learning/growth, finances. Of course, strategy is embedding in the relationship between value/support and capacity. Needless to say everything serves the value/mission. But the interrelationship of the others is fascinating to map out. It really is more of a loop for nonprofits with finances at the base. Big question is how the relationship between customers and mission and if there is a link between customers and activities (hint – for theatre there sure is). How things are connect though help develop how we measure it! Note if one of the relationships is out of scale – the model breaks…


Of course for-profits it is (top to bottom, hierarchical) finances, customers, operational activities, and learning/growth.

Back to sustainability and scalability.


First in our 7:30AM discussion group (still not a good time for a theatre person). We talked for a while about the definition of sustainability. As leaders of nonprofits, we noted the need for resources to fulfill your mission (appropriate capacity), a strong management plan, guiding principles and values, working capital, etc. No one mentioned breaking-even or surpluses. It was also noted the organizations aren’t infinite.

Scalability offers a couple of different strategies:

1. Get support for fixed costs (and maybe semi-variable costs), and have variable (and maybe or semi-variable) costs covered by earned income.
2. Franchise.
3. Engage in partnerships (or even possibly mergers).
4. Create a subsidiary of a commercial business (many ways this could apply to the Playhouse).


Now I have said for years the “model” of producing in a nonprofit theatre is broken. We have put so many expectations on productions that is exploding our expenses to try to meet them (by “we” I mean the staff, the board, the artists, the audience, the reviewers, the crews – everybody.) I also think the model of how and what we produce needs some work. I took the job at the Playhouse because I was intrigued about working on this very issue. We are a 78-year-old start up with a one-of-a-kind history, but we have so much opportunity on our doorstep. There are a lot of great things happening in theatres across the country (nonprofit and commercial), but there are a lot of bad habits/bad practices too and even more that can be improved upon. This is why I embrace the transition we are in at the Playhouse. We have a chance to forge our own way, to LEARN from others, and to be INNOVATIVE. We can actually create a new model.


It may be a bumpy ride, but I know that when we arrive at our destination, we will have created something amazing for our community and for the world of theatre. Care to join me?

Procrastination – a poor example of leadership…

July 14, 2008 • One Comment

In July 2008 I particpated in the Harvard Business School’s Social Enterprises Executive Education program Strategic Perspectives for Nonprofit Managers (SPNM). It was one of the best and most transforming weeks of my life.

Here are all of the links and topics for posts from SPNM:
Overview
Inspiration
Capacity
Leadership
Scale
Strategic Service Vision
Mission and Strategic Triangle – Legitamacy & Support / Organization / Mission
Value Chain
Market Research
Measuring Impact


I really should be reading. On my shelf in my “dorm” room is a stack of 15 or so case statements. I am procrastinating.

I was just thinking that anyone who is reading this will think it seems messy and little all over the place. It most likely is. I am using this as an exercise for clarification for myself. I am throwing everything out there honestly so that an honest discussion may be had.

Today there was a lot of discussion about leadership.

Some of the interesting concepts:

Leadership’s job is to frame the need for change.

The role of leadership is acting in time. You must notice the problem; formulate a plan; and execute a solution. What are the conditions that you need to act in time? What can a leader do to create those conditions?

Innovation is all about learning to make progress. Who needs to learn what? What are the circumstance for learning?

Leadership is the process of bringing a new and generally unwelcome reality to an individual, group, organization, or society and helping him/her/it/them adapt to it. This produces stress in the organization and the natural response is avoidance (we’re to busy, what problem, it won’t work).

In some situations leaders need to provided a clear answer or direction and in others leaders need to be bold enough to explore, invent, develop, and create.

Of course this makes me question what kind of leader am I. I know I have a lot to learn. Overall I am a good manager, but that isn’t a leader. I think I am able to inspire people when I am on my game. But without question I need to listen more often and I need to learn to let people arrive at knowledge at the own pace and their own method. What is that saying “let your mind catch up with your mouth?” I have the opposite problem, my mind is always going so fast, I have to remind myself to not interrupt or jump to the next topic before others arrive there with me. Unfortunately this means I am good at multi-tasking, but the problem with multi-tasking is that some things need your full attention, especially people. I am pretty self-aware of what I need to work on, I just need to remember to do it!

We talked a lot today about learning as well. A leader should orchestrate the process of learning not dictate it (see things to work on above). But you have to be a rapid learner (see positives above).

What is the question to which this process is the answer? What is the decision process (the weighted criteria)? Exploration, invention, and noticing are longer processes and more ambiguous. It’s all about pacing.

People have to look at the reality. If you learn the reality you can make the decision because you will know the answer. (a little like a fortune cookie).

And finally we ended the day talking about formulate non-profit strategy, in the road from mission to programming there is an interim step a platform/theme.

Which brings me back to a question I have written 10 to 20 times in the last two days.

WHAT IS THE DEFINITION OF RELEVANT? Practical not literal.

Won’t you be glad when I get back from Harvard!