In a service business, such as management, there is a fine line between being paid to be right vs. being paid to make things happen.
Typically, managers are paid to make things happen, not paid to be right.
Artists hire us to grow their careers – In order to do so, most decisions have to be in the right direction.
However, it’s impossible to know what will be right before a scenario plays out. Therefore, it’s essential to understand a client’s vision completely and use it as your roadmap to managing them.
I love the way Pat the Manager described this process during his Complex Blueprint interview – He talked about the importance of bringing the client all the information and then, letting them ultimately make the decision.
Typically, when an artist has all the information, they make the best decision, or defer back to their representation to do so for them.
As managers, we need to trust our artist’s intuition – an artist usually knows what is best for them. At the same time, we also need to sense when to push them to take the occasional necessary risk to propel their career. This is a delicate balance.
There are times when you need to stand up for a decision if you believe it is the right one, even if it may not be popular with your artist. However, the best managers know when to put their ego aside as they know in the client’s eyes they are paid to make things happen, not paid to be right.