I’m gonna test out a new segment on the Papa Lo Down blog, for folks to ask me questions, advice, etc. entitled “Dear Abby”.  Please email me paloma@papalodown.com and I will answer you to the best of my ability, so holla atcha girl!  (fun fact - I was in a movie called LUMPIA and played a character named “Abby”.)

So, a few weeks ago someone hit me up with questions surrounding her role and responsibilities as a manager to a new group.  Her main question:

“I feel like for the most part, they can manage themselves. But for them to be brought to another level, I believe that’s where I come in. For now, we’ve discussed my role as manager which includes taking up the tasks of: setting up a calendar of deadlines, gigs and what not; being their representative and liaison when someone wants to book them; and promoting them in any way I can (facebook, twitter, youtube, one-sheets, etc.). I think I’ve got that down, but here’s my question:

To what extent should I be there with them? Like is it necessary that I’m with them at all meetings they attend with other people and also, should I know EVERYTHING that is going on with them as a group? Say, if someone decides to make shirts for them, should I be there in the process of it all? Like really… to what extent should I be there for them? ‘Cause there goes that fine line. I don’t want to barge in or intrude if they don’t want me to be there, but at the same time, it feels like I should.”

Well… It depends. How invested are both parties? Do you want to be involved in every detail?  As a manager, you should be at all meetings, and part of every decision making process.  And yes, even at rehearsals and recording sessions.  One of the reasons for this is so that you’re all on the same page.  This is also your research, you have to know your client inside and out, because this will help you make the best decisions for them in the long run. And make sure they’re getting work done, that other people involved are being productive.

BUT, if your gut feeling is saying you’re wasting your time, and your stressing yourself out, you can step back and become a “project manager” or maybe you’re the “booking manager” or “PR manager”.  Breaking up the responsibilities in smaller sections is easier to handle, and defines what it is you are supposed to do, so everyone is clear.

Here are my tips:

- define your role and responsibility like you would a job description. Leave no room for confusion.
- Schedule monthly meetings, to re-evaluate progress, etc.
- Write out a contract/agreement!! This is IMPORTANT!! I don’t care if they are your family or bff’s. Having a written and signed agreement, makes everything that much more real, and holds folks accountable.

As a manager, you are the leader, and you’re on call 24/7, 365/year. And your client needs to respect that, they need to feel confident in giving up some power to you, that you’re making decisions and giving feedback with their best interest in mind.  If they can’t respect you, if they give you grief, then move on, or don’t give yourself that title.

In conclusion, I think this particular manager needs to change her role to a booking manager, and keep it simple. She is still learning the ropes herself, and without any industry background, you will find it frustrating to take on the full role of manager. Take on small roles little by little. Research everything you can about booking, then licensing, and touring, and publicity, and publishing, and networking, etc. It’s a lot!!

Also, if you don’t see this line of work in your future, if you don’t see the entertainment industry as a long term career choice, you might want to reconsider all the time, money, and energy you have to invest.  Supporting your homies can still happen without managing them, and driving yourself crazy…