A Quote by Ken Schwaber
A manager's most important work is helping the people doing the work. Give them a goal and let them work. Remove any impediments that get in their way. Do anything that make them more effective or productive. Then the organization can capitalize on the fruits of their work.
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Basically, a manager's job is to make other people more productive. What's one really good way to do that? Do the work that is getting in their way. Which means find out what kind of important work your developers dislike the most, and do it for them.
It's all about finding and hiring people smarter than you. Getting them to join your business. And giving them good work. Then getting out of their way. And trusting them. You have to get out of the way so YOU can focus on the bigger vision. That's important. And here's the main thing....you must make them see their work as a MISSION.
If you want to get the most out of your men, give them a break! Don't make them work completely in the dark. If you do, they won't do a bit more than they have to. But if they comprehend, they'll work like mad.
The most important thing is that, when you work with somebody, you build a rapport with that person. They have a certain trust in you. You don't have to explain that much. It's very hard when you photograph someone who's a fresh face and then you don't work with them again for six months. All these people I work with over and over again have qualities that I love. There's something very free about them or there are some slight imperfections about them. I think the more you work with someone, the pictures get better and better.
People in my organization were very outspoken about what we should be doing with the Department of Defense. One of them is work on autonomous weapons. That, to me, is something I don't want to work on or have anything to do with.
For most actors, it's such a struggle to get work. Once they have it, they feel that there's an enormous amount of pressure on them to make it work, and have everyone love them. In my case, it was never like that. It was just about working with the people that I want to work with, and telling the stories that I want to tell, you know?
Creative people have to believe in the value of their work. If you don’t have any belief then you can’t give anything—designing is an act of giving, and a belief in the value of the work fuels the desire to express something. It’s important to know what your values are and to take care of them.
Of course we believe these things. We believe in social security. We believe in work for the unemployed. We believe in saving homes. Cross our hearts and hope to die! We believe in all these things. But we do not like the way that the present administration is doing them. Just turn them over to us. We will do all of them, we will do more of them, we will do them better and, most important of all, the doing of them will not cost anybody anything!
Allowing our staff to mix their life with work only makes them more productive and in love with the work that they're doing.
Many people came out and said, 'Boy I'd love to make a film that way.' Well, borrow some money, get some people together - you can get people to work for nothing, just treat them right, treat them as human beings, not stars, give them all an equal share, make them feel a part of what they're doing. There's no big secret to it.
For most actors, it's such a struggle to get work. Once they have it, they feel that there's an enormous amount of pressure on them to make it work, and have everyone love them.
I know I am a human being. I can give myself to one year for a project. That is why I say I'm primitive in the way I work, especially compared to most artists. I came to New York in 1974, knowing that it is the art center of the world. But I didn't go to find people for my work. I do the work, and the people come to me, and I learn from them. That has always been my approach - to do the job first and then to respond to it after I finish and learn what people think about it. That's how I develop, and I'm more of an outsider in that way.
Incidentally, part of a photographer’s gift should be with people. You can do some wonderful work if you know how to make people understand what you’re doing and feel all right about it, and you can do terrible work if you put them on the defense, which they all are at the beginning. You’ve got to take them off their defensive attitude and make them participate.
The bottom line is, when people are crystal clear about the most important priorities of the organization and team they work with and prioritized their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.
In any bureaucratic organization there will be two kinds of people: those who work to further the actual goals of the organization, and those who work for the organization itself. Examples in education would be teachers who work and sacrifice to teach children, vs. union representative who work to protect any teacher including the most incompetent. The Iron Law states that in all cases, the second type of person will always gain control of the organization, and will always write the rules under which the organization functions.
I aspire to be an instrument of the director. I'm happiest like that. The stronger the director, the more I'm willing to give them. It's not just about admiration for their films, it's how they deal with you, and whether they get you or the way you work. If they don't, you better adjust your way of working to suit them. I want to work with people who are good at what they do, and people who are passionate. As you get older, you suffer fools less easily. That's why there's all those cranky character actors. I'm an exception. I'm a sweetheart.
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