Having Her Say: The Emily Mann Interview

When given the assignment to interview a professional, I wanted to give myself a challenge and see if I could do it. I choose to interview a professional playwright, who has achieved success in their career. I wanted to interview someone who could inspire me, relate to me, and who I could benefit from.  

Sarai, a friend of mine, has always spoken of one of her favorite playwrights named Emily Mann. Upon reading her play Annulla, An Autobiography,  it wasn't hard to understand. The work was lively, active, interesting, frightening, and out-of the box. I've only just begun to delve into the world of documentary theater and with this play, I became excited and intrigued. Ms. Mann writes testimonial theater, which relies on interviewing real people and telling their stories verbatim to the audience. This sense of being in touch with the larger world and people and their untold stories and history, struck a chord in me. As a playwright, I strive to do two things- tell stories that are truthful, honest, and find clever ways to combine my love of history into any play that I write. With this connection, I knew I had to interview Ms.Mann.

Ms. Mann is an award winning playwright, director, and artistic director of one of the most vibrant, risk-taking, and exciting regional theaters in America today. She has several plays including Execution of Justice, Still Life, Greensboro: Requiem, and her smash hit, Having Our Say: The Delaney Sisters First 100 Years. Her artistic home for the past 20 years has been the McCarter Theater, in Princeton, New Jersey at Princeton University. The McCarter has seen many productions including the original production of Thornton Wilder's Our Town, Ruben Santiago Hudson's Lackawanna Blues, August Wilson's Gem of the Ocean, and many others, just to name a few. She has often held world premiere plays at the McCarter of her new works to acclaim. 

As artistic director of the McCarter, Ms. Mann has many jobs to perform including commissioning new works, premiering the works of established playwrights, bring classic theater repertoire to the McCarter subscribers, and upholding the McCarter's mission statement.  Ms.Mann takes her job to a new level and raises the bar for other artistic directors to climb. She is active in bringing the stories of people of color and women to the stage, furthering arts education in schools, providing opportunities for young children and teens to be active in the theater and contributing largely to the national and international theater repertoire. 

To be where she is today as the artistic director wasn't an easy task. Upon accepting the position as artistic director, the McCarter theater was in the midst of renovating, in financial struggle, and not at its full potential. It is a known fact, that her first year as artistic director was challenging and saw the McCarter lose more than half its subscribers. However, under her leadership, she was able to turn it around within 5 years. When I asked Ms. Mann how she turned it around, her first answer was relatively simple. Without missing a beat she said "I called my friends in the theater community, who were experts. I called Peter Zeisler, who then called Bill Windgate." Ms. Mann had Mr. Windgate come in as an advisor and make recommendations to help her flourish in her new role. These recommendations include having someone oversee construction, having someone in marketing, and a complete overhaul of staff. Personally, for Ms. Mann, the hardest part of the process was letting go staff members who had been with the theater for 10 to 15 years. Ever resilient, Ms. Mann continued to lead and eventually brought in a staff that would best help her sustain her momentum and change the McCarter. After 5 years, her luck had changed. She credits a production of  Chekov's Three Sisters with Frances McDormand, Linda Hunt, and Mary Stuart, the McCarter winning the Tony Award for Best Regional Theater in 1995 and the production of her co-written work, Having Our Say: The Delaney's Sisters First 100 Years, for the helping turn the tide of bad luck at the McCarter Theater.

She describes her leadership style as responsible and inclusive. She takes all the credit and all the blame, once a decision is made. Also, she enforces the idea of consensus. She listens to every voice-from the youngest person to the oldest person. Furthermore, she has a staff that very risk-oriented in their choices and beliefs. With such a staff, she demands that her staff argue their points to her and persuade her to go with what they feel can best help the production. She finds that her leadership style of being inclusive is both her strength and weakness as a leader. At times, due to her inclusivity, she has felt that she should have lobbied harder for her staff but didn't.

When asked what makes a good leader, her answer was simple: vision and passion. Ms.Mann feels that her vision hasn't changed and her passion has grown. Sitting next to her during the interview, I can tell you that is true. She says, "My passion grows Through education, commissioning new works, supporting legends in the field , and bringing youth into the theater"

When asked how she decides who is a good artistic leader, her response reflects her mission and the responsibilities she has taken on as artistic director at McCarter. "I look at whats being produced on their stages and how well they are being produced on the stages. If I see plays that are consistently going up there that aren't ready, thats bad artistic leadership.…I look at what they produce, who they produce, how various, exciting risky and dynamic their seasons are, and how they are contributing to the growth and development of the national and international theater repertoire and their complete body of work. " She also looks at the staff at the theater. "If the staff is unhappy, they aren't doing their best work.You have to hire the right staff, trust them, and utilize them to the highest potential. If not, you have bad leadership." 

Ms.Mann, has grown as a person since her appointment. When asked how she has grown, she hesitated but confidently explained to me how she has grown."I came as a single mother with a six year old son, in a theater, that I didn't know, was hemorrhaging money and failing.  Two things had happened. First I had to work very hard to keep a home for us and stay a good mom. Two, my father was dying and I had to help myself through that, my mom through that, my sister through that and my son through that. Three, after my father died, I had been stricken with MS….I realize that my illness was a sign and was asking me to prioritize what was most important in life. …I learned who to cherish, appreciate what I have, and prioritize what was important." She has also learned how to take all of these situations and grow artistically, emotionally, and spiritually, through the rough times and use those feelings in a constructive way.

With such life in her voice and a warm smile, we concluded our interview. But the lessons that I keep referring back to, came from a question about her late father, Arthur Mann, who was a historian. Mr.Mann's work as a historian and parent has influenced Ms.Mann in positive ways. To listen to her speak about her father, touched my heart and gave me lessons and prospective, as his words had touched and guided her. Among the many lessons her father taught her was strength.

"He basically gave me the strength to know that no matter what the response is to the work at the moment, you must always take the long view as a historian. So, he said just do your work.  If you do your work for the right reasons because you love it, you need to do this work, and you need to tell this story, the money will follow and the recognition will follow. If you ever in anyway compromise your standards, you'll lose yourself and he's right. So I always kept my eye on doing the work I believe in….not working for fame or millions." My favorite quote from her father, that she passed on to me was, "In life there is love and work. If you have one, you're blessed. If you have both you have paradise."

Ms. Mann and I share similar views on leadership and collaborating. It was interesting finding out that she has the same writing process as I do: we don't write everyday but once we get in the zone, there is no stopping us. Her favorite moment in the directing process is opening night when the audience leaps to their feet at the curtain call and earlier on before the production 

when the light bulb goes off and she has her entrance into the play. Her favorite moment when she's writing is when the light bulb goes off and she hits the zone. Her favorite moment as a producer is when she tells a writer, composer, director, or any artist- "Yes. We'll produce you're work" and to see the look on their faces and then asking what they need between now and when their project goes into development. What I love most about Ms. Mann is that she is always learning and allowing people to affect her and inspiring them in the process.

Overall, the interview has inspired me to continue to move forward and explore being an artistic director and possibly producing. Also, this interview has motivated me to continue to make the right decisions for myself as an artist and a leader. I am thankful for having met Ms.Mann and for listening to what she had to say.

Bettie Geminder Interview

Having the opportunity to be home, I wanted to take advantage of interviewing a professional leader that wasn't necessarily involved in the arts and who had a career that had nothing to relate to my area of expertise but I was interested to learn more about nonetheless. My neighbor for over thirteen years and close family friend Bettie Geminder was someone I had to pleasure to interview. As I sat down with her and began the interview this is what she had to say:

What is your current job?

I am the Director of the HIllside Health Department and have been for the past ten years.

What are your responsibilities for this job?

I oversee a six member staff: two public health nurses, one environmental health specialist, one registrar of vital statistics and one clerical assistant. These are the people I 'manage'. I make sure the nurses do their clinics (communicable disease investigations, lead poisoning investigations, childhood immunizations, food poisoning investigations...etc) I also have to make sure the registrar keeps record of births, marriages and death certificates. Permanent records are archived and kept in the health department. I oversee to make sure that this person gets that all done. As for the environmental health specialist I make sure he inspects all the food, restaurants, stores, food establishments and make sure the are all compliant with health inspection regulations. He or she makes sure they are safe.

What do you enjoy most about your job?

I would say the diversity. Each day is different. You're not going to get the same problems, resident concerns. Each day is a different problem that has to be solved. You're not going to be bored when you go into work. It challenges you to do something different everyday. I've never been bored in thirty years.

What do you least like about your job?

Probably the politics, dealing with the local mayor and other government officials. And the paperwork. All the stuff you have to do but don't want to do.

What leadership positions have you had in the past?

My first job was a staff nurse in Labor and Delivery at the University Hospital in Newark. I workedd there for two years and then took the position of public health nurse in Hillside for twenty years and then was promoted as Director.

How have these past experiences helped shape you into the person you are today?

I always had the desire to be involved in a lot of activities (I was High School Vice President and Senior Class President) This helped me move into wanting to be a nurse, in order to be a nurse you have to be and outgoing person to help know what your patient is going through. Constantly being involved helped me become a confident nurse that helped me get involved with the public. You're dealing with senior citizens, children, adults...you have to be able to adapt to each person's issues.

Have you ever taken on a leadership where the outcome did not go as you expected? What went wrong? What could you have done differently?

I put together a walking club a couple years ago where everyday during employees 20 minute break we would all meet and map out a route around town hall and walk half a mile. I had opposition from other department heads.Colleagues wanted me to discontinue this program because it was interfering with their work schedule. I could have tried to educate the department heads about the effectiveness of the program. Maybe I should have checked with them to make sure they were on board with the program and agreed with it.

In you mind, what constitutes a good leader?

These are cliches but being fair and understanding are two. Assertive yet flexible where there are certain things I want done. And I can be very demanding. Having that open mindedness gives you that respect from your employees. If you were tunnel visioned then that leadership quality isn't there if you aren't willing to be open.

Leadership in the peanut industry. It's awesome.

While I was home, I wanted to take full advantage of it and interview someone significant and particular to the region. I ended up gaining the opportunity of interviewing the owner of the Hancock Peanut company, Daniel Cartwright. Mr. Cartwright has been the owner of Hancock Peanuts for 14 years now, and has held a hand full of nut related responsibilities. Mr. Cartwright's duties are plentiful, and make him an important leader in Southampton County Virginia. Here I will recreate my conversation as best as I can with him.

Arlen: What are some of your responsibilities as a CEO of a peanut company?

Daniel: Well, I have to manage income, taxation on production, intake of peanuts, output of peanuts, payment of staff, travel costs. Lots of stuff. It's not easy to sell peanuts. You have to be diligent and respectful. Respectful not only to others in the business but also to the product itself.

Arlen: The peanut?

Daniel: Yes, the peanut. It'll beat you up in this business, some years the yield is great, some years it isn't. Despite the yield, you have to try and work with what you got. God gives you lemons, make lemonade...except in this instance he gives you peanuts...and were not really making peanutade. Imagine that wouldn't taste too dandy. Don't get me wrong though, the peanut can be made into lots of products you use everyday.

Arlen: Do you feel your work then makes some sort of difference, whether in the community or more abroad?

Daniel: No. Not really. The peanuts here get shipped off to other countries, and we here in America get our peanuts internationally. Tell me that makes sense. I really don't see how nuts in general change the world, protein for vegetarians I guess. But no, I don't see how my work has influenced the world; maybe I've helped cured world hunger a bit...

Arlen: But you provide jobs for the local community

Daniel: Yeah I do, in that sense yes, I do see a change. Folk around here appreciate labor, and the fact I've helped provide that is nice. Good to help plain folk out. Without this business I manage, can't fathom they'd have much around here to do to feed their families.

Arlen: Then do you see your role as leader of this company, though small, as important to striving communities like ours?

Daniel: Well I don't want to take all the credit, really a business like this functions the way it does by trust in the employee and employer. This trust builds a better work ethic, and therefore produces more. So, yeah, I suppose the fact that I organize and manage funds and shipment helps, but that's only to grease the axles. The engine of my company is the people, the employees here feed themselves, clothe themselves. I just give them work.

Arlen: What sort of things would you like to see change here?

Daniel: More peanuts. More money. I'd love a gumball machine in here, but my wife says it'd look unprofessional. I looked online; you know you can only buy the machines that you have to put quarters in for it to work? Why would I buy a product that requires its users to pay for it again in order for you to use it? I think that's the most unprofessional part of the whole idea, making my guests pay for gum in my office instead of it being available to them for free seems stingy to me.

Arlen: So that's it? Just a gumball machine, money and more peanuts?

Daniel: Um, just about. Honestly, we're a simple operation here. In all honesty I would like to see a change in global economics. I mean, this whole buying from cheaper sources deal has got not on Hancock Peanuts under the weather, but all of the U.S. It has been an issue for a while now, but that's kinda out of my hand. So even if I sound like I'm kidding, those few things are really the only changes I want and can do anything about.

Arlen: Would you say time management and public speaking skills, if those are areas you feel you are fluent in, help keep things tuned in the factory?

Daniel: Yes to time management. It is very important to be sure everyone is here on time, that shipments are exported according to schedule that payments are made on time. Time really is money in this world, and if you can't keep up you go under. That's why I keep a personal calendar and that big one yonder back there to keep track of important dates and events. Before, I never carried a personal calendar, some people thought it was nerdy, but now I know the true value of managing my time. As for public speaking, can't say I'm the best with words. Ain't no Shakespeare or nothin'. You study all that at school right?

Arlen: A bit

Daniel: Yeah never could wrap my head around those fancy verses.

Arlen: Well I don't mean you have to be a poet, by public speaking I mean how well do you feel you can engage a group of individuals, how well do you communicate to groups of people.

Daniel: Yeah I gotcha, I donno, just always thought of people who spoke to large groups of people to always have some sort of profound long speech.

Arlen: Not necessarily

Daniel: Well I gotta know something. I sorta just go into staff meetings with an agenda of what I want to say. Say it. Discuss any matters that need discussing. Then we go our marry old ways. But that helps, the meetings, and being able to get straight to the point and addressing company issues goes along with the whole time is money thing. That's why I do the whole agenda thing, planning what to discuss and having it prepped in my head keeps my speaking skills fit. But, yeah, being able to speak to people is very beneficial, communication is key to any businesses function I suppose.


Arlen: Okay, and for my last question and it is more of just a curious one, how do you feel your position of leadership has altered you as a person.

Daniel: Makes me grumpy. Stressed. I suppose accomplished, but 'round here ain't no one really more successful than the other. I just make things run smoothly, and that's a rough job. Leadership, which I guess you could say I have and is the reason for why I am able to do what I do, is about the one tactic I have making sure everything works like it should.

Juan's Leadership

Event planning is not always the easiest thing to keep track of or pull together. It requires careful organization as well as helpful assistance. When there is a larger event to be held, you need to obtain the support of the group with which you are working. I do not think that what Juan did was right or wrong. In the end, it is implied that he was not able to successfully pull off the event, however without the proper amount of information no true inference as to the reality of the situation can be made. Was it Juan's fault? Partially. Well why is that? What prevented Juan from completing the task at hand with the assistance of an able-bodied crew?
There isn't any one answer, I think. I'm not even sure if my answers are correct. Instead, I can only really say what I would have done in his place. The first thing you do when planning an event is to look at the funds and see what options are open to you. It is wonderful to shoot for the stars, but only if you have the cunning and will to do so. If the group favored an idea that would push the allotted budget, then ways would have to be found to raise more money. There would have had to been a fundraiser in addition to the activity. This was entirely possible but rather difficult in the time constraint. If the leader could keep everyone together, it could have been pulled off.
With that established, it would have been time to divide up the crew and the work and assign everyone something they are good at. A capable leader would have been able to identify, after spending some time with his/her team members, who likes to do what and is most capable of what. For example, in my fencing team, I know who is more violant and who is more timid and how to play these up to their advantages. You assign the groups a task, maybe one to fundraising, one to decoration, one to posters, so on and so forth. Keep this up, and everything would function just fine.
(This activity was a little difficult for me, since it was so vague, I hope I can clarify myself when we have further discussions in class, and maybe learn some other strategies. I feel like this one heavily applies to me because of my fencing team.)

Is Juan a Good Leader?

Juan elected himself to be team leader and began calling meetings. I believe that approach was great and should not be criticized. Bringing people together and taking charge or showing you have the will to take charge is good. It was also good that he considered the other members ideas for the program. Everyones opinion matters when you lead. So you ask yourself how did Juan fail at being a leader?

Well He failed to communicate the focus and the scope of what need to be completed. The brainstorming was good but it was one of many dominos that fell in this story. Because Juan never clearly explained to his group members that the goal was to sponsor educational outreach and peer tutoring to chemistry majors. This left them shooting blanks as I would call it. Which is why they ended up with ideas like buying a bench and putting on a concert. Both having nothing to do with the main goal. When the group members got frustrated over what they role was once again you can blame it on Juan because it was his job to explain all of this and keep a focused train of thought for the entire group.

When you are the leader it is crucial to communicate the main purpose to your peers. Another thing I might add is that the leader must understand the purpose himself before he can communicate it to others. It seems to me that Juan did not have a clear idea of the goal because he allowed the group to agree on a concert that had nothing to do with the goal.

Knowing your budget is also key. Juan and his peers just dreamed up the money for a concert that was supposed to just happen I suppose because when he told them it was a go they must have believed they could do it. Knowing your pockets is being realistic when facilitating and conducting events. You can not say yes to your peers and then say no especially over money. This is why they were frustrated probably in part.

Juan is not the worst leader he just did not have a clear vision and without a clear vision and understanding of what needs to be down how can you expect anyone else to. You can not communicate what you do not know yourself. This is why the group failed.

Don't Blame It On Juan!

Upon reading this prompt, several things stuck out to me. As everyone stated very clearly, the problem with this group was that Juan lacked strong leadership qualities. From the prompt, this is true. Juan was quick to volunteer and  conduct meetings. However, an even more startling problem is that no one else seemed to step up and take a stance and even offer another nomination. Their silence was consent and they didn't really talk about who they feel could have been even more effective as a leader than Juan.

Another problem I found was that the members brainstormed and there didn't seem to be a meeting where the ideas that were proposed, were presented to the group and everyone voted on a project, after having investigated the logistics of every idea/proposed plan.

Money is always a key issue as to how things get done. I feel that as a group, there should have been a person put in charge of coming up with ways to raise money in a separate committee that worked in conjunction with Juan's group. Had each idea been researched and developed throughly, through Juan's guidance and the groups initiative, the idea of fundraising and having money would have not hindered them.

With planning any event or meeting, you always have to have several backup plans in place to avoid the last minute scrambling of finding an idea to do. There is common knowledge that things always do and will go wrong; you can never plan when they will occur, how they'll occur, and what will occur. As a leader of a group, you plan and have fail safe procedures that give you a foundation to stand on and eases the stress level.

Having been a leader of group, once you lose your people, you have to work overtime and its stressful. Juan should have apologized, when he made a mistake and accepted responsibility for the failures, he could have prevented. On the other hand, the members of the group should have tried to support him and not given up on the tasks-despite the frustration and walked away. Also, if the members felt frustrated, someone should have pulled Juan aside, offered to help and him and talked to him about what he needed and how everyone could support him to make the best event possible. Furthermore, if the members of the group had questions, they should have asked them sooner rather than later and asked Juan clear and concise questions about their role, what he wanted from them, their objectives as event planners and how to further their mission.

Overall, the majority of the problem was communication and being open. I have found that you have to prepare for any task-gather data, find out your mission, time restraints, the things that need to be done, and having a backup plan. When you have the meeting, you have to be open to questions, ideas, concerns. At meetings, you have to encourage the members to ask questions, present ideas, and be accommodating and more importantly, delegate and fully explain your ideas, thoughts, concerns, and propose solutions and investigations. For Juan and his group, they failed to communicate. Juan, as a leader, took on a task when he didn't have a clue about what to do and hadn't prepared for the challenge. This lead to issues in communication, which affected the group and the celebration.