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« on: Nov 04, 2012, 03:25 pm »
Coming from the position of being both an SM at school and then immediately switching to being the ASM at a professional theatre, I definitely agree with the above. As an ASM, I try to anticipate what the SM needs and stay on top of my department, which is generally props and run sheets for costumes and scenery. While I'm not one to ask very many questions, I do observe a lot as an ASM and have become a second set of ears and eyes on deck, particularly with troublesome actors or crew, when the SM is dealing with designers in tech as most times, people tend to not notice me in downtime. Probably the most important thing is getting a feel of the SM's personality. Being someone they can talk to stressful or less busy moments seems to help.
As an SM, I take everything I learned as ASM and adapt it to my ASMs. While I'm always open to questions (especially as SMs are the primary ones who teach stage management at my university), I try to let each assistant take ownership of their assigned area and help them define their responsibilities as the show progresses. I also give them a sense of what the full extent of my job is, generally by having them come to meetings with me or going to an errand that I generally might do by myself (this came in handy one time when I ran into the master electrician and one of the ASMs witnessed him venting to me about a particularly tense meeting earlier in the day). This way, by the time tech rolls around, they have an idea of why I appreciate it when they deal with problems backstage. I'm always there from them to talk out issues, but it helps when they start handling things on their own as well.