The show's over, and we've got a get-together tonight as one of our castmembers moves across the state for a new job. But a few people asked, so here's a link to the
review for Chicago, the Musical.
Overture... Curtain lights... Chicago!
So in my mad ramblings, I don't talk too much about my personal life. I figure there's more important stuff going on in the world besides me.But today, I'm sharing pictures from a recent birthday party.
What makes this party so unique is that the attendees were, for the most part, cast member from a local production of the musical, Chicago.
One cast member, Aaron, celebrated his 20th birthday and invited all of us cast folk to join in the soiree. He's the Blonde in that first picture, standing next to Anthony.
It was such a blast to see the cast reunite for something like this. We spent a few months together working our BUTTS off for this production. Choreography was tough - at least for locals that haven't had a dance class in eons. Music was challenging, but we were blessed with some very talented cast members that could out-sing some of the greats on the karaoke stage - and some of us really tried, believe me. So we ate, drank and had pickles - it's a tradition, the pickles. You'll have to ask me about it sometime.
But why is this in a Marketing Blog, you ask? Well, a couple of reasons. This blog also doubles as an occasionally personal blog (deal with it), and because it emphasizes what a good story (Chicago), a loyal customer base (the cast and crew), and a powerful product (Vertigo Theatrics) can bring about.
Ted, the guy that runs the show over there, is really a humble giant of a guy. In our many conversations, one of the things that he's touched on is the fear that he's not making a difference in the lives of people in our area. Now I've worked with Ted on several other productions where the cast and crew become close in an almost magical way, but he always wrote it off as a fluke. Well, I think the third time's not a coincidence: it's what makes a good theater company GREAT:
Jen and Steve, to my knowledge, have never done a show together before. This show stretched Steve in a leading role. Jen had to dig deep for some amazing choreography. This show really brought them together and gave them a new "thing to do" as husband and wife.
New friendships were forged - some of which transformed lives. People came to this show with broken pieces, and somehow, through the power of theater, shared trials and a good belly laugh, they found themselves on the mend.
Super HEROES came to the rescue. Anthony's folks gave us an amazing set, and raised the bar for all of Ted's future productions. And don't get me started on the amazing job Barb did on the costumes. Selfless giving. Yeah, they'll say it was because they wanted Anthony's first production to be spectacular, but few people give of themselves that way for total strangers - even if their kid is involved. And the tireless day-in, day-out work of Ted's "better half", Jacque is a testament to the passion they both have for this community.
And me? I just took it all in. Making notes so that Ted couldn't backpedal on this one. There was so much joy in a room that never would have been there if it weren't for companies like this, productions like this, and people like Ted and Jacque who found a passion and nurtured it with "Class".There were others in this cast of characters that didn't hang around long enough to pose, and others still that couldn't make it to this seemingly simple birthday party.
But this was a party unlike most. This was a cast of strangers that became friends for a time, who reunited for one of their own to celebrate, remember, and be grateful. These people have their own paths in life and will take new directions now that the show is over.
But I think it's safe to say we were ALL transformed by what a little passion can do.
THANKS, TED! And HAPPY BIRTHDAY AARON!
Home Party Success: The 80/20 Rule Revisited
80 percent of the results are produced by 20 percent of the people.
That staggering (and surprisingly accurate) statistic is the very same philosophy Jack Welch used when he stripped down GE to become one of the powerhouse companies of his day during his tenure as Head Man In Charge of Getting Things Done around there. Jack understood the need to "trim the fat" as it were, to keep his organization lean and prosperous.
The same holds true in nearly every enterprise. Specifically, look at your direct sales business. Are there people in your company that rise to the top because they consistently have more sales, more recruits and more shows on their calendar than anyone else? Of course! Are you wondering how you can be one of them? Read on!
As a consultant, there are two ares of your personal business you must address to be one of these "20 percenters". First look at your time. 20 percent of your activities are going to produce 80 percent of your results. There are always activities you can't avoid doing - it's human nature to occasionally get sucked into a conversation or activity that distracts you from your daily goals. Become aware of what your 20 percent activities are, and spend your time more effectively in those areas. Eliminate distractions as much as possible. I've got kids at home, too, and I know from distractions. There's nothing more distracting than a 2 year old pouring his own glass of juice just out of arm's reach when you're trying to handle a sales call! But the baby won't drown, and you can clean up the mess (and the baby) when the call's over - no need to get upset on the phone.
The second area to address is your customer base. 20 percent of your customers will provide 80 percent of your business and the remaining 80 percent are likely to have a few "headaches" hiding in there. Be very selective and protective over these 20 percenters. I would even suggest going the extra mile and doing something special to celebrate them as your top 20 percenters. Building customer loyalty (not satisfaction) is key in this business age. It's important to stay in front of your most valuable customers so that they become even more loyal and provide you with even more value. But that means providing more value to them in return.
Tip: Many consultants use some sort of "preferred customer" or "VIP" program. Look closely at who those people are, and find ways to connect with them more often.
As a leader, you'll also need to look at your training and recruiting efforts. 20 percent of the training topics produce 80 percent of the results on a team. Sometimes they are the easy areas like order entry. Sometimes, they are more difficult areas like overcoming objections. Take a look at your training topics and compare it to the performance of your team on a month-to-month basis. there should be a correlation. Listen to your consultants. When they indicate a training need, fill it whenever possible. People don't usually ask for help, and if they are, chances are good they're not the only ones that need it!
Lastly, as a leader, you have to look at your team. 20 percent of your team will provide 80 percent of your headaches. Just know that upfront. Identify those people and create ways to handle them - before they become a distraction to the remainder of your team - and your personal business. Remember those "time suck" conversations I was talking about earlier? This is one of those kinds of activities. Make a plan.
And, I'm sure you've already figured out that 20% of your team will provide you with 80% of the results. These are your super stars - and yes, you may be one of your own super stars. Especially if your team is small. I strongly encourage special recognition for these folks - to help insure loyalty to your company - but I also encourage recognition at LEVELS. That way, it's not JUST your top 20% that are producing results. Everyone on a team serves a purpose. As a leader you need to focus on the top 20%, but be accessible to everyone in your organization. Because you never know when there'll be a newcomer to your top 20%.
Ultimately, it comes down to being AWARE of what's going on in your business, whether you're brand new, or a long time veteran. Some companies like to keep things very "hush hush" in the organization, and that's something I can't handle. I use programs like Mark Joyner's Free Simpleology System to help me get a handle on my daily tasks. I know exactly what my top 20% issues are each day, and I can target them immediately when I start my morning.
I pull reports (or create them if I have to), and know who my top producers are, who my top customers are, and then I can take action to say thanks and keep them loyal.
Take a close look at your business. Know who's putting food on your table, and who's making it harder to get your job done. Then act accordingly!
==========
WANT TO USE THIS ARTICLE IN YOUR EZINE OR WEB SITE?
I'd be honored - so long as you include this complete blurb with it: Lisa Robbin Young is Editor and Founder of "PartyOn!", a free newsletter for party plan professionals. A personal branding coach, Lisa is on a mission to educate consultants on big business ideas they can apply to their small business enterprise for stellar success. Get your free tips at http://www.homepartysolution.com.
That staggering (and surprisingly accurate) statistic is the very same philosophy Jack Welch used when he stripped down GE to become one of the powerhouse companies of his day during his tenure as Head Man In Charge of Getting Things Done around there. Jack understood the need to "trim the fat" as it were, to keep his organization lean and prosperous.
The same holds true in nearly every enterprise. Specifically, look at your direct sales business. Are there people in your company that rise to the top because they consistently have more sales, more recruits and more shows on their calendar than anyone else? Of course! Are you wondering how you can be one of them? Read on!
As a consultant, there are two ares of your personal business you must address to be one of these "20 percenters". First look at your time. 20 percent of your activities are going to produce 80 percent of your results. There are always activities you can't avoid doing - it's human nature to occasionally get sucked into a conversation or activity that distracts you from your daily goals. Become aware of what your 20 percent activities are, and spend your time more effectively in those areas. Eliminate distractions as much as possible. I've got kids at home, too, and I know from distractions. There's nothing more distracting than a 2 year old pouring his own glass of juice just out of arm's reach when you're trying to handle a sales call! But the baby won't drown, and you can clean up the mess (and the baby) when the call's over - no need to get upset on the phone.
The second area to address is your customer base. 20 percent of your customers will provide 80 percent of your business and the remaining 80 percent are likely to have a few "headaches" hiding in there. Be very selective and protective over these 20 percenters. I would even suggest going the extra mile and doing something special to celebrate them as your top 20 percenters. Building customer loyalty (not satisfaction) is key in this business age. It's important to stay in front of your most valuable customers so that they become even more loyal and provide you with even more value. But that means providing more value to them in return.
Tip: Many consultants use some sort of "preferred customer" or "VIP" program. Look closely at who those people are, and find ways to connect with them more often.
As a leader, you'll also need to look at your training and recruiting efforts. 20 percent of the training topics produce 80 percent of the results on a team. Sometimes they are the easy areas like order entry. Sometimes, they are more difficult areas like overcoming objections. Take a look at your training topics and compare it to the performance of your team on a month-to-month basis. there should be a correlation. Listen to your consultants. When they indicate a training need, fill it whenever possible. People don't usually ask for help, and if they are, chances are good they're not the only ones that need it!
Lastly, as a leader, you have to look at your team. 20 percent of your team will provide 80 percent of your headaches. Just know that upfront. Identify those people and create ways to handle them - before they become a distraction to the remainder of your team - and your personal business. Remember those "time suck" conversations I was talking about earlier? This is one of those kinds of activities. Make a plan.
And, I'm sure you've already figured out that 20% of your team will provide you with 80% of the results. These are your super stars - and yes, you may be one of your own super stars. Especially if your team is small. I strongly encourage special recognition for these folks - to help insure loyalty to your company - but I also encourage recognition at LEVELS. That way, it's not JUST your top 20% that are producing results. Everyone on a team serves a purpose. As a leader you need to focus on the top 20%, but be accessible to everyone in your organization. Because you never know when there'll be a newcomer to your top 20%.
Ultimately, it comes down to being AWARE of what's going on in your business, whether you're brand new, or a long time veteran. Some companies like to keep things very "hush hush" in the organization, and that's something I can't handle. I use programs like Mark Joyner's Free Simpleology System to help me get a handle on my daily tasks. I know exactly what my top 20% issues are each day, and I can target them immediately when I start my morning.
I pull reports (or create them if I have to), and know who my top producers are, who my top customers are, and then I can take action to say thanks and keep them loyal.
Take a close look at your business. Know who's putting food on your table, and who's making it harder to get your job done. Then act accordingly!
==========
WANT TO USE THIS ARTICLE IN YOUR EZINE OR WEB SITE?
I'd be honored - so long as you include this complete blurb with it: Lisa Robbin Young is Editor and Founder of "PartyOn!", a free newsletter for party plan professionals. A personal branding coach, Lisa is on a mission to educate consultants on big business ideas they can apply to their small business enterprise for stellar success. Get your free tips at http://www.homepartysolution.com.
Kim Duke Says: Quit Being A Cheeseball!
I love Kim Duke, aka The Sales Diva. She's smart, sassy, and a boatload of fun.
She appeared recently on a teleclass for my mastermind group, and I've been a fan of her newsletter for months. Anywho, I've only recently discovered her blog, and Kim's recent post on conventions really got me going.
I just completed a Women's Expo in my local market - it's one of the big events I used to attract new customers each year. It keeps me out of my family and friends, puts me in front of new people, and grows my business handsomely - and for a minimal investment, it's DEFINITELY worth the time.
But you have to do it right. And Kim's post is dead on the money.
For almost a year now, I've been doing a particular type of activity at my booth that draws in attendees - and sends them out advertising for my booth. It works well, and every consultant that works with me walks away with warm leads they can use - and new shows on their calendar. All in a no pressure, fun and inventive way.
But as I walked around the event, there were other consultants not so savvy.
I walked into a candle booth, and within 60 seconds of starting a conversation, she had asked me to book a party, asked me why I wouldn't book a party, and shoved her information in my face. I stepped into her booth admiring her display. I wanted to compliment her and even offer to email her a picture of it (It was REALLY nice and I had my camera with me), but I changed my mind and made a bee-line for the aisle.
This is what most consultants dread: being pushy. This girl did it in spades.
A better approach? Try asking me if I've heard of the company. Ask questions about what I like from your display? THEN tell me if that item's on special. ENGAGE me BEFORE you try to sell me.
Then it's not being pushy, it's being helpful. Only AFTER you've tried to help me do you offer to book a show or take an order - or recruit me.
Seriously. I went to another booth, and within seconds, the lady was telling me that for only $250 I could sign up that very minute and become a consultant - for a product I didn't even understand. I stopped because the sign said lose 3-4 inches in 45 minutes. Heck - who wouldn't stop for that? But she didn't even give me a chance to ask about the sign until AFTER she tried (poorly, I might add) to recruit me.
Give me a chance to know what the product is about, people! Let me know how it works. Get me as excited as YOU are about it, THEN try to sign me up. People join opportunities for two primary reasons (and a third reason that should be primary):
1. they LOVE the product
2. they LOVE the way you work and believe you can help them be successful
3. they believe they can make money as a consultant, or that they'll at least get a return on their investment.
It's not always in that order - in fact, many times, it's YOU they sign up for, not the money or the product. They want to work with YOU.
But when I returned to my booth - I was witnessing the same thing!
GADZOOKS!
Two consultants from another team had signed up to work the event with me. And there they were out in the aisle asking people to book before they had even gotten into the booth! Don't get me wrong, if someone knows your product and is ready to book a show right on the spot, then by all means go for it, but these ladies had deviated from the plan... then they started to complain that people weren't as responsive as they had hoped.
So I suggested moving back into the booth and inviting people in to try our incredibly wonderful products.
Funny... things started to turn around.
Yes it's a little more work on the front end to invite, encourage and engage potential customers, but the rewards are far greater, too. I walked out with 5 recruit leads, 3 parties confirmed and 12 more to pass to my team for follow up. I had so many leads I couldn't handle them all!
And people were coming back to our booth because of the other visitors to our booth wearing free advertising for us!
I may not be the sharpest tool in the shed, but then you don't need a chainsaw to sift through hundreds of leads.
She appeared recently on a teleclass for my mastermind group, and I've been a fan of her newsletter for months. Anywho, I've only recently discovered her blog, and Kim's recent post on conventions really got me going.
I just completed a Women's Expo in my local market - it's one of the big events I used to attract new customers each year. It keeps me out of my family and friends, puts me in front of new people, and grows my business handsomely - and for a minimal investment, it's DEFINITELY worth the time.
But you have to do it right. And Kim's post is dead on the money.
For almost a year now, I've been doing a particular type of activity at my booth that draws in attendees - and sends them out advertising for my booth. It works well, and every consultant that works with me walks away with warm leads they can use - and new shows on their calendar. All in a no pressure, fun and inventive way.
But as I walked around the event, there were other consultants not so savvy.
I walked into a candle booth, and within 60 seconds of starting a conversation, she had asked me to book a party, asked me why I wouldn't book a party, and shoved her information in my face. I stepped into her booth admiring her display. I wanted to compliment her and even offer to email her a picture of it (It was REALLY nice and I had my camera with me), but I changed my mind and made a bee-line for the aisle.
This is what most consultants dread: being pushy. This girl did it in spades.
A better approach? Try asking me if I've heard of the company. Ask questions about what I like from your display? THEN tell me if that item's on special. ENGAGE me BEFORE you try to sell me.
Then it's not being pushy, it's being helpful. Only AFTER you've tried to help me do you offer to book a show or take an order - or recruit me.
Seriously. I went to another booth, and within seconds, the lady was telling me that for only $250 I could sign up that very minute and become a consultant - for a product I didn't even understand. I stopped because the sign said lose 3-4 inches in 45 minutes. Heck - who wouldn't stop for that? But she didn't even give me a chance to ask about the sign until AFTER she tried (poorly, I might add) to recruit me.
Give me a chance to know what the product is about, people! Let me know how it works. Get me as excited as YOU are about it, THEN try to sign me up. People join opportunities for two primary reasons (and a third reason that should be primary):
1. they LOVE the product
2. they LOVE the way you work and believe you can help them be successful
3. they believe they can make money as a consultant, or that they'll at least get a return on their investment.
It's not always in that order - in fact, many times, it's YOU they sign up for, not the money or the product. They want to work with YOU.
But when I returned to my booth - I was witnessing the same thing!
GADZOOKS!
Two consultants from another team had signed up to work the event with me. And there they were out in the aisle asking people to book before they had even gotten into the booth! Don't get me wrong, if someone knows your product and is ready to book a show right on the spot, then by all means go for it, but these ladies had deviated from the plan... then they started to complain that people weren't as responsive as they had hoped.
So I suggested moving back into the booth and inviting people in to try our incredibly wonderful products.
Funny... things started to turn around.
Yes it's a little more work on the front end to invite, encourage and engage potential customers, but the rewards are far greater, too. I walked out with 5 recruit leads, 3 parties confirmed and 12 more to pass to my team for follow up. I had so many leads I couldn't handle them all!
And people were coming back to our booth because of the other visitors to our booth wearing free advertising for us!
I may not be the sharpest tool in the shed, but then you don't need a chainsaw to sift through hundreds of leads.
Direct Sales Success: What You Can Learn From The NFL
The crisp autumn leaves and the sounds of marching bands means that school - and football season - are once again in full swing. It's also the biggest selling season of the year for those of us in Direct Sales. In fact, statistics show that over half of the direct selling business for the entire year is conducting during the last quarter. Much like a football game, those final minutes can mean the difference between big gains and big fumbles. Here are the top six tips you can take from the gridiron and take your business to the next level.
1. Direct Sales requires sacrifice.
Like football, you have to give 110% of yourself to be successful. It can be very easy to make a good living in this business, but don't be fooled into thinking you can just hang up a shingle and watch the leads come pouring in. There's some work involved. It's not as hard as digging ditches, but there will be times, especially early in your business, where you'll have to make choices, sacrificing time energy and money "on the front end" to generate a bigger return on your investment.
Napoleon Hill researched the content for Think and Grow Rich for about 20 years before Andrew Carnegie ever paid him one red cent of the million dollars he promised for the work. But when the project was done, Carnegie paid in full. Hard work at "the front end" will go a long way toward improving your sales consistency over the long haul of your sales game.
2. Direct Sales requires teamwork.
Make no mistake, you can be very successful as a salesperson - a regular consultant on the showroom floor, but when you utilize the power of teamwork, everyone achieves more. It's the reason for monthly (or weekly) meetings, coaching calls, mentoring and development programs. Each component builds character, skill and ability. And when leaders are training their recruits properly, everyone prospers. Trying to go it alone will only create more work for yourself.
When your leaders say "you're in business for yourself, but not by yourself" hold them to it! Seek out trainers and leaders that can build your skill level at presentations, host coaching, closing a sale, signing a recruit and more. Don't sit stagnant just because you're out of the area. Unless you are the only person in your company, there are others out there ready willing and able to help you grow your business, because when you succeed, THEY succeed.
If you are a leader, take that role seriously. Make contact with your team a regular, ongoing thing. Know your team - their wants needs and goals - even if they are not your direct recruits. The most successful leaders know their team mates, and their team mates know, like and trust their leader!
3. Direct Sales requires discipline.
Even when your calendar is full, you get on the phone to schedule appointments. Even when your shows are successful, you're making networking connections. Even if you have zero recruits and zero shows on your calendar, you're practicing the scripts and doing all the things you need to do consistently to bring in the sales. Highs and lows are a fact of life in sales, but all of that can be evened out by remaining consistent.
It's so easy to get complacent when things are going well (I've done it - I'm sure you have too). It's even easier to give up when things are going bad. Before you do either, check yourself in the mirror. Prepare a weekly audit of the things you must do - and see if you're really doing them. Consistency - and disciplining yourself to stay consistent - are the most important aspects of building a successful direct sales business.
4. Direct Sales requires participation.
Selling is not a spectator's sport. In football, no man rides the bench the entire season - there's practice, training, and games to be won! Are you a fan? Spectators sit on the sidelines letting the pros do all the work. You need to get your hands dirty, do the work and win the game. Like football, selling is not a game for cowards.
5. Direct Sales has opposing teams
Ah! Now we come to it: competition. Every market has competitors - and in direct sales, you can be competing with other consultants within your own company. It can be tough to beat the opposition. You have to develop special skills and abilities to outpace - and outplay your competitors. Develop your personal brand much like a football team develops their own play book. Dig deep into what you've been taught and be creative in finding ways to win the sales game.
There are also other competitors: fear, doubt, guilt, anxiety, and even our family and friends can come between us and a successful direct sales business. The key is to recognize these obstacles and again - dig into the knowledge and training you've gained from your leaders, coaches and mentors - and whip the competition no matter how stiff!
6. Direct Sales requires ongoing conditioning.
A football player doesn't attend one session of pre-season training and figure they're all set to go to the Super Bowl. Heavens no! These guys are in the gym, on the field, and in their own heads on a regular basis, learning, growing, developing, picking up new skills and better ways of being the best they can be on the gridiron. The same holds true for Direct Sales. Sure, you can buy a kit, read the manual and start selling products, but imagine how much better you can become when you take the time to go to training events, invest in personal development materials, and even coaching programs designed to strengthen your best attributes and build on your opportunities!
Ongoing conditioning ensures you always stay at the "top of your game" and that you are the first person that comes to mind when customers think of your products and services. It's about getting strong in product knowledge, client rapport, and understanding your direction and role in meeting the needs of others.
No one is born a star salesperson, much like no one is really born with a pigskin in their hand. It takes consistency, team work, sacrifice, hard work and focus. With ongoing training and a commitment to participate fully, you will find yourself on the all-star team that is your Direct Sales organization. You can't beat that!
No I didn't fall in a hole...
I've been absolutely swamped with a plethora of new activities to keep me occupied. My eldest is back in school - and already on his first suspension today. Oy.
We just finished Chicago, the musical to RAVE reviews and a sold out house. I ended up doing TRIPLE duty on this show. I had originally signed on to play the role of Matron Momma Morton (yes, the Queen Latifah role, but please do not compare!) and help out as vocal coach for the show. About a week before opening, I was also asked to take over as BAND DIRECTOR.
Talk about a humbling experience. I haven't directed an instrumental ensemble since my college days. For those of you that think you just wave your arms and music comes out, well, you're partly right.
I was put in front of some of the best musicians our town has to offer - and to direct Kander and Ebb is no small feat - but with a 5 piece ensemble - and at least ONE of them is a band director himself in real life - and did I mention they were all guys?
Yeah, I felt a wee bit intimidated. I mean, the drummer has played with some of the biggest names in modern rock and roll history. The sax player has more years experience than I have been living on this little rock. And did I mention the trumpeter is classically trained and is the high school band director in a Flint Suburb?
My palms weren't just sweaty because it was hot on that stage.
Opening night was more of a trial by fire for me than anything else I've experienced in my life. In my two (Count 'em TWO) conducting classes I had at college - only ONE was for instrumental music - I was taught the very rudimentary basics of conducting:
1. Mark the score for changes in tempo, key, mood, etc.
2. Analyze the music to know what's going on where (see #1 if you're unclear)
3. Note any cues
4. Practice conducting the music BEFORE your do it in front of your ensemble.
Well, I could pretty much scrap #4 because I had to jump right in on a dress rehearsal. Being part of the musical already was helpful because I already knew some of the music, but the incidental, between scene music (walk-offs, etc) I had never heard before, and well, let's just say I'm not the world's greatest sight-reader.
So I over counted, gave too many prep beats, and tried to be OVER helpful with my band. Some of the guys didn't mind, but I could tell there was a bit of derision in the ranks.
The whole show was cues - and with actors sometimes coming in on time and sometimes not, it was a new arrangement every night.
And we pulled it off to thunderous applause every single night.
But the guys who deserve the applause sat behind that bandstand. I waved my arms, and THEY made me look good.
And now that it's over, I'm glad - and I'm gonna miss 'em.
Tom, Frank (and Glenn for one night only), Larry, Gary and Chris: Y'all rock. Thanks for helpin' a girl overcome herself.
But next time, I want more notice.
We just finished Chicago, the musical to RAVE reviews and a sold out house. I ended up doing TRIPLE duty on this show. I had originally signed on to play the role of Matron Momma Morton (yes, the Queen Latifah role, but please do not compare!) and help out as vocal coach for the show. About a week before opening, I was also asked to take over as BAND DIRECTOR.
Talk about a humbling experience. I haven't directed an instrumental ensemble since my college days. For those of you that think you just wave your arms and music comes out, well, you're partly right.
I was put in front of some of the best musicians our town has to offer - and to direct Kander and Ebb is no small feat - but with a 5 piece ensemble - and at least ONE of them is a band director himself in real life - and did I mention they were all guys?
Yeah, I felt a wee bit intimidated. I mean, the drummer has played with some of the biggest names in modern rock and roll history. The sax player has more years experience than I have been living on this little rock. And did I mention the trumpeter is classically trained and is the high school band director in a Flint Suburb?
My palms weren't just sweaty because it was hot on that stage.
Opening night was more of a trial by fire for me than anything else I've experienced in my life. In my two (Count 'em TWO) conducting classes I had at college - only ONE was for instrumental music - I was taught the very rudimentary basics of conducting:
1. Mark the score for changes in tempo, key, mood, etc.
2. Analyze the music to know what's going on where (see #1 if you're unclear)
3. Note any cues
4. Practice conducting the music BEFORE your do it in front of your ensemble.
Well, I could pretty much scrap #4 because I had to jump right in on a dress rehearsal. Being part of the musical already was helpful because I already knew some of the music, but the incidental, between scene music (walk-offs, etc) I had never heard before, and well, let's just say I'm not the world's greatest sight-reader.
So I over counted, gave too many prep beats, and tried to be OVER helpful with my band. Some of the guys didn't mind, but I could tell there was a bit of derision in the ranks.
The whole show was cues - and with actors sometimes coming in on time and sometimes not, it was a new arrangement every night.
And we pulled it off to thunderous applause every single night.
But the guys who deserve the applause sat behind that bandstand. I waved my arms, and THEY made me look good.
And now that it's over, I'm glad - and I'm gonna miss 'em.
Tom, Frank (and Glenn for one night only), Larry, Gary and Chris: Y'all rock. Thanks for helpin' a girl overcome herself.
But next time, I want more notice.
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