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Management

In the spirit of Akoha‘s Python Wranger video, I too am going to give video recruiting a try… Many of you might not know I’m the founder of Cat’s Corner, one of the most beloved dance schools in Montreal, and we’re hiring. So here we are, a video job ad for our open Studio Manager position:

Making this video was fun and easy. Etienne from E Motion Productions came to our studio and went right to work, shooting all the raw dancing footage in about one hour. The shooting for the talking parts of the video took another two hours, for a total of about three hours of shooting time. After all the raw footage was taken, it took Etienne a total of about two days to do all the editing and voila; magic!

I was concerned at the beginning about how much effort it might take from my already overloaded staff to produce the video, but it turned out to be minimal when you have the help of a professional videographer. Besides, it was fun for everybody involved! I do hope in the video we’ve shown that we’re a fun bunch of people to work with.

I’d love to hear your comments so please comment below… and please let your friends know if you think they might be a good fit for this position.

The full job description follows (also available on the Cat’s Corner website in English and en Français).

Cat’s Corner is hiring a Studio Manager!

We are looking for candidates for the Studio Manager position which will be available in the coming weeks. This is a well paying job for which the schedule is flexible and requires about 30 hours of work a week.

Here are the qualities we are looking for in our candidates:

  • Excellent spoken French and English.
  • Excellent written French and English.
  • Extremely organized and responsible, with an attention to detail.
  • Experience in customer service is an asset.
  • Experience organizing events is an asset.
  • Available to work some evenings during the week.
  • Computer skills including Word, Excel, Illustrator, and excellent Internet research skills.

The main responsibilities are:

  • Customer service and public relations.
  • Course management.
  • Studio rentals management.
  • Studio schedule management (practices, courses, rentals, etc.).
  • Daily administrative tasks of the studio.
  • Maintenance of the studio.
  • Communication of all information to Cat’s Corner’s staff members.

If you are interested in the job, please forward us your resume and a cover letter.

Cat’s Corner
486 St. Catherine W. #303
Montreal, QC
H3B 1A6
www.catscorner.ca
info@catscorner.ca

Cat’s Corner recherche un gérant de studio

Nous sommes présentement à la recherche de candidat(e)s pour le poste de gérant(e) de studio qui sera disponible dans les semaines à venir. L’horaire est flexible, requiert environ 30 heures par semaine et est bien rémunéré.
Voici les qualités que nous recherhons chez un(e) candidat(e) :

  • Excellent français et anglais, oral et écrit.
  • Très bien organisé, responsable et minutieux.
  • De l’expérience avec le service à la clientèle est un atout.
  • De l’expérience à organiser des événements est un atout.
  • Disponible pour travailler certains soirs en semaine.
  • Possède des habilités informatiques incluant Word, Excel, et apte à faire des recherches efficaces sur l’internet.

Les principales responsabilités sont :

  • Le service à la clientèle et les relations publiques.
  • La gestion des cours à chacune des sessions.
  • La gestion des locations du studio.
  • La gestion de l’horaire du studio (pratiques, cours, locations, etc.).
  • Les tâches administratives quotidiennes du studio.
  • L’entretien du studio.
  • La communication des informations aux membres de l’équipe de Cat’s Corner.

Si vous êtes intéressé(e) par l’emploi, veuillez nous faire parvenir votre CV ainsi qu’une lettre de présentation.

Cat’s Corner
486 Ste-Catherine O. #303
Montréal, QC
H3B 1A6
www.catscorner.ca
info@catscorner.ca

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In his latest blog post, Austin Hill talks about staffing your startup by only hiring swingers.

Personally I don’t understand what’s new here. I’ve only ever hired swingers at Cat’s Corner. <Channeling Seinfeld>What’s the deal?</Channeling Seinfeld>

Seriously though, when hiring someone you better make sure that your new guy’s swing is the same as the rest of your team’s swing. And what happens then? If you remember your differential equations, when the frequency of the forcing function is the same as the natural frequency of the system, you get a phenomenon known as resonance.

Resonance

And resonance is a great thing to have when you’re talking about a team’s efficiency and productivity.

Stay tuned: I have a sneaking suspicion we are going to have a lot more to talk about hiring and job seeking in the next little while. :)

The other day Chris Sacca of Google proposed that Whole Foods should harness the talents of its workers by giving them more autonomy. The idea is to take advantage of the resulting bottoms-up bubbling of ideas, i.e. The Google Way ™:

At Google, the employees are encouraged to constantly innovate and create new and better products. Small teams are given the resources to experiment with new product ideas and have the freedom to launch new initiatives even at early stages in their development. There is very little centralized planning. Instead, innovation bubbles up from the engineers and product managers themselves as they dream up new ways to solve end-user problems.

That is all well and good, and sounds great in theory. But having had several leadership experiences under my belt, I know managing this process would not be easy. I wonder how this really works in practice? I posted the following comment in reply:

This is what we have all heard about Google as well… But how does it work in practice?

What I mean is, new services from Google are always launched in an orderly fashion. This implies some “culling” of ideas before they are officially launched, and it also implies that some initiatives are NOT launched. If every team truly has the freedom to launch anything, then your service offerings would, it seems to me, be a huge unruly mess.

Where/how does this culling take place? How do you avoid bruised egos from canned initiatives, if everyone is “supposed” to have the freedom to launch anything?

If anybody has an opinion on this, I’m all ears.

As an aside, I met Chris Sacca at Startup School ’05 hosted by Paul Graham, and he is a top-notch speaker. If you ever have the chance to hear him speak, go!