Today, we’re looking at stories from the heart of the arts business. Make no mistake — the arts are big business, to the “tune” of about $1.1 trillion or 4.3% of GDP (Gross Domestic Product, the measure of the value of goods and services produced within a country in a given period of time). This is according to the Bureau of Economic Analysis’s Arts and Cultural Production Satellite Account. Surprisingly to some, that’s more than the sports industry which contributes about $700 billion or 1% of GDP.
What impresses me most about the heart of the arts is what I worry the most about business — community. By community, I mean treating and thinking about the people we work with in ways that enhance productivity, performance and effectiveness. It means having their back, helping them when they need it, listening and paying attention to them. This does not mean you have to be their “bestie,” nor does it mean you are letting them take advantage of you or enabling their bad behavior. It’s old-fashioned caring for another human being.
I’ve said several times in this column that I believe community-at-work is eroding. I’ve also said that while the pandemic made things worse, it’s not the primary cause of this phenomenon. I believe that companies have the largest share of responsibility. The cost of their hyperfocus on productivity and profit is employee alienation from the organization and from one another. On the other hand, community-at-work thrives in the arts. Here’s how.
Community in the arts
Since most of my experience with the arts is primarily in theater and film, that’s where I’ll focus our discussion. I have directed and/or produced more than 50 theater or film productions. In addition, I have been a participant in at least a dozen more. In all of these productions, community has been present and a driving force for success.
I can share two recent examples: One from theater and one from film.
In partnership with Reading Community Players, my play, “Rocky Road Ain’t Always Sweet” was produced this past May. Five talented actors were cast to play 13 roles. This is because as you can imagine, there aren’t an abundance of resources to produce a play with 13 actors. Anyone trying to commercialize a play today will tell you there’s a better chance of success with a small cast. But to do this well, especially with an original piece, requires a lot from the actors.
The actors I cast were excited about the work, shared ideas and notes about the script, and agreed to participate in a workshop reading of the script after the production had finished. All of this without any compensation (which is usually the case in most community theater productions). From this experience, I have collected exceptionally helpful feedback that I believe has charted a path for me to take the script to the next level — commercialization.
This fall, I just returned from Italy where we shot the bulk of a documentary about my adoption story. Again, with very limited funding, we were able to contract a small crew of five talented individuals through Red Sled Films, an Italian production company, in addition to our director and director of photography.
The people who we contracted were more than a crew, they believed in the story that we were telling together. We filmed 11 locations and interviews in four-and-half days. This happened not just because of their talent, but because we worked as a community.
In both cases — the play and the film — my experience with the participants was the same. Community was present. And, I believe it was through community that we were able to achieve our parallel goals in a way that all of us felt proud and accomplished.
If you asked me what I think is different about theater and film groups that is so conducive to creating community, I would say it is the result of three factors: Passion, collaboration and commitment.
Passion is a visceral affinity to the project — it means that people feel emotionally connected to the project. Collaboration is not just cooperation. It is an openness that resolves conflict, finds consensus, generates solutions and creates possibilities that seem unlikely. And, finally, commitment exceeds the expectation of doing what you said you would do. In commitment, people go above and beyond (trite, I know, but in this instance, accurate) what they promised — longer hours, more tasks, different responsibilities. It’s getting the job done, and getting it done well.
Notice I didn’t say anything about pay. Money is not the driving force, community is. Money is necessary for our sustenance, but community is necessary for excellence! And, community is alive and flourishing in the arts!
If you have a story from the heart of business that you would like to share, let me know: [email protected]. I’d be happy to feature it in an upcoming column.
Next Column: More Stories from the “Heart” of Business!
Dr. Santo D. Marabella, The Practical Prof, is a professor emeritus of management at Moravian University and hosts the podcast “Office Hours with The Practical Prof … and Friends.” His latest book, “The Lessons of Caring” is written to inspire and support caregivers (available in paperback and eBook). Website: ThePracticalProf.com; Twitter: @PracticalProf; Facebook: ThePracticalProf.
SOURCES & FURTHER READING:
Bureau of Economic Analysis, 2022
