Over the years, I have hired several dozen full-time employees and hundreds of musicians, singers, engineers, and other session personnel. Here is a list of principles to consider when job-seeking and, even more, when on the job. I’m going to focus on assistants, but the principles are the same no matter what the title.
1. Attitude is (almost) everything
My studio used to be in the basement of a building in NYC. One Monday morning, a city water main broke and flooded us. By coincidence, it happened to be the first day for three audio engineering interns who came from a local school, there for a few weeks for course credit. Two were utterly useless, sitting around watching my assistants and me pump water and blow-dry circuit boards. I sent them home the second day because they were, basically, in the way. The third though, Matt, was a little older (I think he’d been in the service before school) and more thoughtful than the others. By the end of the second day we had a severe mold problem in the sheet-rock walls and I didn’t know how to deal with it. The third day, Matt showed up – early – with a half-dozen things he had bought at the hardware store that were recommended to him to fight mold. One by one he tried each solution until he determined which was the most effective. For the next three days he worked almost non-stop and, by end of day Friday had stopped the mold…cold!
By coincidence, a colleague who owned a multi-room recording studio called me at the end of the day on Friday and said he was looking for a new assistant – could I recommend anyone? I had never heard anything Matt had recorded and didn’t know if he knew a compressor from a compact car. But I sure knew his attitude. I suggested they interview him and, a few days later, he got the job.
One of my catch phrases is, “If you’re doing everything I asked you to do, you’re not doing enough.” No boss can detail every aspect of what is expected of his/her employees. A good leader will define the general objectives but it is up to you to figure out how best to achieve that even in the absence of specific instructions. The quality of initiative is probably the single most important character trait I look for. Couple it with enthusiasm, dedication, and a little common sense and you’re already ahead of 90% of the other people out there. If you happen to actually know stuff, make that 99%.
A year and a half later, I happened to do a job at that studio. Guess who was now the chief engineer? Yep, Matt. It turned out he was an outstanding engineer. Big surprise, eh? The same attitude that propelled him to find the best way to kick mold patootie also propelled him to learn everything he could about audio engineering.
Matt’s rise illustrates another of my favorite catch phrases: How you do anything is how you do everything. There are rare exceptions, but, usually, how you go about doing any task usually gives an employer enough information to know whether you’re worth keeping.
2. Don’t spike the ball on the yard line
DeSean Jackson is a talented American football player who plays for the Philadelphia Eagles. But his name will live in infamy for one dumb thing he did as a rookie. The quarterback threw DeSean a long pass, after which he triumphantly ran into the end zone. The only problem was he forgot the ball. So sure he had already scored, he actually spiked the ball (threw it down) on the one yard line.
Ironically, for many years before this, I had urged my assistants not to figuratively “spike the ball on the one yard line”. I never thought a pro would literally do just that!
Once, I had an important commercial music session on a Tuesday to be used as backing tracks for a voice over session and mix on a Thursday at a studio across town. From there it was to be shipped and aired Friday night. The session went well and the tape – this was some time ago – with the 2 mix and “stripes” (stems) was prepared and put into a package to be messengered to the other studio the next day. Except that the new assistant whose job it was to call the messenger forgot to do so. Meanwhile, I had blithely gone on to the next job, thinking it was all done.
The next I heard of this job was when I arrived at the studio on Thursday to a machine full of panicked messages. The upshot was they had to let their v/o talent go and reschedule because our music wasn’t there (the v/os had to interact with the music cues, so they couldn’t do them wild.) Terribly embarrassed, I offered to pay whatever additional costs they incurred. The bill, including talent, studio, engineer, rush dubbing, and rush shipping came to over $2000. But that was peanuts compared to the damage I had done to my reputation for reliability.
I want to make it clear that although the assistant was definitely at fault, it was my responsibility. I had entrusted a crucial task to a rookie with no backup because, in my mind, the job was done. Both the assistant and I had spiked the ball on the one yard line.
3. No one cares why you didn’t do what you should have done
One of my friends has a saying: “If you’re on time, you’re already late.” Meaning, that if your work day starts at 10 am you should be working at 10 am – not chit chatting with your colleagues, or getting coffee, or checking your iphone.
I had an assistant who was chronically late. When pressed about it, he had an explanation for every instance: there was a traffic accident, his car had a flat, there was a domestic emergency he had to deal with, and so forth. Despite being late almost ever single day, it wasn’t his fault. He explained that he couldn’t be held responsible for all the random things that happened in the universe. I pointed out that if these things were entirely unpredictable, his on-timeness would be a bell curve – he’d be early as often as he was late. In fact, for him to be on time required that absolutely everything go perfectly. And when was the last time that happened?
Recently, I did an overhaul of my computer set up. The assistant whose job it was to make the switch did everything he was supposed to do according to the directions the manufacturer gave him. Despite instructions from me to torture test it, he left for home after a cursory run-through because he knew he had done everything “right” – it was supposed to work. Except that it didn’t, as I discovered at 7 am the next morning with a noon deadline. He, too, explained that it wasn’t his fault