Acing the Theatre Manager Interview: Top Questions and Answers

So you have an interview for a theatre manager position. Congratulations! Managing a theatre is an exciting creative role. But the interview will test your leadership skills and passions.

Theatre is about transporting audiences to new worlds. To do that, every element must come together seamlessly. As manager, that’s your job.

I’ll guide you through the theatre manager interview questions you’ll likely face. Master these answers to prove you have the vision and drive to lead a winning theatre team.

Why Theatre Manager Interviews Matter

The theatre manager oversees all aspects of the theatre’s operation. That includes:

• Scheduling performances and managing the production calendar

• Hiring training and supervising staff

• Overseeing food/beverage and box office operations

• Ensuring compliance with safety codes and regulations

• Managing budgets, payroll and accounting

• Directing sales, marketing and public relations

• Coordinating maintenance and repairs of the facility

• Booking talent and negotiating contracts

• Ensuring superb customer service standards

With so many responsibilities, they need someone up for the challenge. The interview assesses critical management competencies like:

• Leadership – You can motivate and rally a team behind a common vision.

• Organization – You juggle many complex, moving parts flawlessly.

• Communication – You concisely convey vision and instructions to your staff.

• Creativity – You constantly brainstorm innovative ways to improve the audience experience.

• Business acumen – You understand the theatre as both an arts organization and business.

• Problem-solving – You think quickly and adapt when things don’t go as planned.

This interview is your chance to demonstrate these abilities. Read on for sample questions and answers to help you shine.

8 Common Theatre Manager Interview Questions (With Sample Responses)

Here are insightful responses to some of the most frequent theatre manager interview questions:

1. What do you enjoy most about live theatre?

For me, the magic of theatre is its liveness – both the ephemeral experience for audiences and the teamwork required behind the scenes. Unlike film, theatre is different every night, dependent equally on performers and patrons sharing that moment together. I love the thrill of that risk and vulnerability. And I’m drawn to the collaborative nature of theatre – how it takes the unified efforts of many diverse people and skills to transport audiences, even for just a few hours, to a story’s emotional truth. That symbiotic, creative process inspires me.

2. What experience do you have managing people and facilities?

In my previous role as an associate theatre director, I oversaw a 15-member staff including box office and concessions personnel. Responsibilities included scheduling, daily assignments, onboarding new hires, and resolving issues. I also managed offsite ticket sales and coordinated with our PR director on subscription campaigns. On the facilities side, I worked closely with our operations manager to identify and triage maintenance needs, maximize rental income, and ensure we operated safely and legally. I successfully managed a transition to new ticketing software and expanded our social media presence by 35%. Overall, I have 5 years of escalating management experience in nonprofit arts.

3. How would you handle an angry customer complaining about a poor experience?

First and foremost, I would listen carefully and let the customer fully express their dissatisfaction without interruption. I would then apologize sincerely for the experience and thank them for bringing the issue to my attention. I would ask clarifying questions if needed to fully grasp where things went wrong. Depending on the circumstances, I would offer a suitable resolution – whether complimentary tickets to a future show or a refund. My aim is turning the negative experience into a positive one that restores the customer’s trust. I would then investigate internally to understand how the issue occurred and put steps in place to prevent its recurrence. Managing grievances promptly, compassionately and fairly is critical.

4. How would you go about recruiting and hiring a new artistic director?

Hiring an artistic director is one of the most important decisions for a theatre. I would start by consulting with the board to establish the ideal qualifications, skills and traits we are seeking to meet current needs. I would then leverage industry contacts and local arts organizations to source candidates. After screening resumes and conducting phone interviews to narrow the applicant pool, I would arrange in-person interviews with the board’s executive committee.

In the interviews, I would want to assess the person’s artistic vision, programming ideas, leadership style, and ability to collaborate. I’d give the final candidates a small programming challenge to judge their creative thinking. Throughout the process, communication with the board is vital to ensure we find the best fit for the theatre’s mission and community. Securing an inspiring artistic director can reinvigorate the theatre for years to come.

5. What would you do if key staff members quit right before opening a big production?

This crisis would require swift and decisive action. My immediate priority would be assessing how to get the production to opening safely – could remaining staff cover any critical roles or might we need to postpone? I would communicate clearly to both staff and cast how we plan to regroup. Morale is crucial.

To fill the vacancies, I would tap contacts and former staff to find qualified substitutes ready to step in quickly. For longer-term solutions, I may look at restructuring roles or hiring temporary contractors. Throughout the ordeal, I would be fully transparent with the board while highlighting our recovery strategy. With openness, care for my team, and quick contingency planning, I’m confident we could pull together and deliver an excellent show despite the adversity.

6. How would you handle conflicts that arise between creative staff and technical crew?

Creative friction is normal, but unchecked conflict can be toxic. If serious issues emerged between my creative staff and tech crew, I would address it immediately through frank yet compassionate 1:1 discussions with all involved parties to understand their perspectives.

I would remind everyone that we share the same goal – an incredible production – that should always come first beyond any interpersonal differences. I would facilitate an open dialogue for both sides to find common ground and establish norms for working cooperatively moving forward.

As a last resort, I would reinforce that my door is always open but make clear that unresolved issues could warrant dismissal. While creative debate is healthy, I cannot allow personal conflicts to put the production or our patrons at risk. Our work depends on teamwork and mutual respect.

7. How would you handle a situation where a long-time staff member was not meeting performance standards?

Compassion and direct communication are key here. I would schedule a private meeting with the employee to better understand why they are struggling and see what support they need to succeed – perhaps additional training or shift changes due to personal issues. I want to confirm there are no unaddressed problems negatively impacting their work.

If inadequate skills are the root cause, I would establish an improvement plan with clear expectations and deadlines to correct deficiencies through training and mentoring. However, if their performance remains below standards after reasonable effort, I would consult with HR on next steps such as probation or dismissal.

Separating people is a last resort. I strive to connect individually with each staff member and give every opportunity for them to excel. But ultimately the theatre’s quality relies on an engaged, high-caliber team. I must make tough calls when needed.

8. Where do you see opportunities to build new audiences for our theatre?

I see tremendous opportunity to broaden our reach both generationally and culturally. For example, we could attract more millennials by focusing one production slate per season on contemporary, socially-conscious works that reflect their values. We can also design evenings catered toward young professionals including special “Mix & Mingle” events before performances.

In terms of cultural diversity, I would focus on building partnerships with community organizations serving minority groups to create theatre experiences resonating with their heritage and stories. I envision theatergoers from all backgrounds seeing themselves represented on our stage. Making theatre truly accessible and welcoming to all requires creativity and outreach. There are inspired people out there we have yet to reach.

With preparation and practice, you will shine at your theatre manager interview. Here are my top tips:

• Know the role – Research the theatre’s history, programming, staff structure, budget, and challenges. Understand their managerial needs inside and out.

• Refresh your resume – Update your experience, skills, and accomplishments tailored to the role. Quantify past achievements.

• Practice aloud – Rehearse answers out loud to get comfortable with the wording. Ask a friend to conduct a mock interview.

• Review credentials – Bring certifications, licenses, letters of recommendation, awards, and other documents that substantiate your qualifications.

• Dress professionally – Wear formal business attire, limiting accessories and fragrance. You want the focus on you, not loud fashion choices.

• Arrive early – Plan to arrive at least 15 minutes before your scheduled time. Punctuality matters.

Crush your theatre manager interview and start bringing amazing theatre experiences to audiences. You got this!