You're a what…?

I get it - it's hard to quantify. And being a director is not a profession that many people understand. Sure, they may have seen the results of it - on their tv screens, at the movies and performance spaces across the country. But really 'getting' what is involved? That's a little more challenging. In fact, most people quip: "Don't you just tell people what to do?"

Well, yes - sort of. But there's a lot more to it than that. You see, I'm a professional theatre director. And I'm also a speaker, leadership communications innovator, facilitator, trainer, coach, mentor, author, singer, actor, entrepreneur - and paradigm shifter.

This month I'm speaking at a corporate event in Singapore on "How to Increase the Value of Human Capital and Profit at the Same Time." A topic that is very close to my heart.

I can hear it now... “What does a creative type - a theatre director - know about increasing the value of human capital in order to increase profits?” Well, unless you’re a theatre industry or creative arts professional, you probably have limited understanding or knowledge of the skillsets required to flourish in this very challenging, fast-paced and oftentimes chaotic environment. And flourish I have. For over 20+ years I ran my own theatre company with an average ROI of 30-40% net profit on every production. Without government subsidies - purely on box office takings. I learned a lot of very valuable lessons about #leadership and #humancapital along the way.

A professional Theatre Director is the theatrical equivalent of a CEO.

To put that into perspective. As a professional director my primary responsibilities include making major artistic and commercial decisions in collaboration with the creative team and producer (CFO). I am also responsible for managing the overall production (Chief Operations Officer) and human resources (HR Manager), as well as acting as the main point of communication between the board of directors (the production company) and cast, crew & orchestra (the human capital). In addition, I work with a creative team of music director, choreographer, designer, costumier, vocal coach and technical manager (departmental heads), as well as venue management (Property) to ensure that all areas of the production are working cooperatively and effectively to a common goal (the production). The experience I've garnered while helming major productions such as The Phantom of the Opera, Les Misérables and Sound of Music, to name just a few, have given me a keen insight into the human psyche.

It has also brought into stark and often painful awareness, the shortcomings of my own leadership skills. Where I failed to lead with heart and conviction. When I made decision born out of fear rather than curiosity.

And there were also the moments that brought me to my knees, while the audience were leaping to their feet. Such is the power and potency of theatre. And the potential it has to be the greatest teacher of them all.

I learned that a production, like any company, rises or falls on the strength and valour of its human capital.

And that's why I want to share what I have learned. It's time to rewrite our organisational script.

I’ve learned a lot about how NOT to do things in my 35+ years career.

I’ve also learned the secrets of ‘the ask’ – how to get people inspired, invigorated and involved – and increase your profit at the same time.

If you'd like to find out how to do that, then join me for this unique event.

Find out more in the link below.

https://lnkd.in/didhS4D

And if you'd like to listen to an example of how this can benefit you and your organisation, check out my video here.

You can also find out more about how I support leaders, entrepreneurs and organisations on my website: simonedehaas.com

Cheers

Simone

#leadership #theatreofleadership #communications #humancapital