Unlikely managers

Choreographer Mark Baldwin, Artistic director, Rambert Dance Company

by
Last Updated: 31 Aug 2010

When did you become a manager?

When I started my own company in 1993. I've been artistic director here for over a year.

What does management mean to you?

Managing the workflow of all the departments - technical, sound, marketing, dancing, stage management, rehearsal and education. It is my responsibility to programme the work. I decide on the pieces and I hire the dancers.

I have to co-ordinate the conductor, the orchestra, the rehearsal staff, the technical crew, the visiting choreographers and the 22 dancers. I have to manage the dancers' egos and personalities. It's really about pushing the dancers as far as they can go to see what they can achieve, to allow them to do what they do, not to stand around criticising. I manage the performance when everyone is on stage - if you cast right, it all goes well. It's about keeping the dancers engaged and pleasing the audience.

As a choreographer, I'm hungry to achieve my artistic ambitions.

What do you love/hate about it?

I love it when you get a fantastic audience response. I don't like disciplining the dancers if someone isn't pulling their weight.

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