Lesson #2: Prosper From People And Passion
Lesson #2: Prosper From People And Passion
Laliberté believed that if his company was going to profit down the road it was going to be precisely because of its people and their passion. Getting the right people, people who were going to put their all into the company was crucially important for Laliberté.
Once a year, Cirque du Soleil also engages in a hiring campaign to bring new and freshly energized talent on board. For 16 weeks, anywhere between 60 and 70 candidates from around the world are gathered together be tested. Pushed to their limits, Cirque encourages candidates to do things they probably have never done before, evaluating not only their core competencies, but also their values, generosity, teamwork and problem solving skills, and courage. Laliberté wants to hire people who are risk-takers, just like himself. They want people who are passionate and willing to try new things, who are not afraid of the unknown.
Laliberté also insists on hiring people from around the world, creating a staff that is representative of its audience. After all, Cirque du Soleil is now a global phenomenon. To that end, he insists that the core team of staff meet ten times each year. In between meetings, they are supposed to travel to new countries and seek out new staff, people who can help establish new, permanent shows in places Cirque has yet to enter. “We cannot go out and conquer,” says Laliberté. “We need to enroll people that come from those cultures.”
Whatever its size, no company can survive without employees who are energized about their work and the direction it is heading in. That is something Laliberté believes in firmly. He thus makes it one of his top priorities to encourage people to not only believe in themselves, but in their work and their contributions. Collaboration is encouraged over competition. New solutions to problem solving are encouraged, as are the transfer of skills.
To that end, Cirque has also created a self-diagnosis in the form of a Human Resources and Performance Review. Here, five main things are evaluated, namely, “I am creative, committed, responsible, team player, passionate.”
Cirque scours the world for people who will have the ideas and inspiration to take their productions to the next level. Once they have found them, they try their best to keep them energized and creative. After all, says Laliberté, no one single individual makes the Cirque. It is the result of the collective creativity of each and every person behind it. Working together, passionate people can better realize their fullest potentials.
Lesson 2 Prosper From People And Passion
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When Laliberté first went on the hiring hunt for a COO, CFO, and vice-president of creation, he decided to do something risky. He was going to offer them a percentage of the company in return for ten years’ employment. How could he be willing to give up a portion of his baby to someone else? How could he be sure the people he hired would be good for the company in five, let alone ten years from then?
Laliberté believed that if his company was going to profit down the road it was going to be precisely because of its people and their passion. Getting the right people, people who were going to put their all into the company was crucially important for Laliberté.
Once a year, Cirque du Soleil also engages in a hiring campaign to bring new and freshly energized talent on board. For 16 weeks, anywhere between 60 and 70 candidates from around the world are gathered together be tested. Pushed to their limits, Cirque encourages candidates to do things they probably have never done before, evaluating not only their core competencies, but also their values, generosity, teamwork and problem solving skills, and courage. Laliberté wants to hire people who are risk-takers, just like himself. They want people who are passionate and willing to try new things, who are not afraid of the unknown.
Laliberté also insists on hiring people from around the world, creating a staff that is representative of its audience. After all, Cirque du Soleil is now a global phenomenon. To that end, he insists that the core team of staff meet ten times each year. In between meetings, they are supposed to travel to new countries and seek out new staff, people who can help establish new, permanent shows in places Cirque has yet to enter. “We cannot go out and conquer,” says Laliberté. “We need to enroll people that come from those cultures.”
Whatever its size, no company can survive without employees who are energized about their work and the direction it is heading in. That is something Laliberté believes in firmly. He thus makes it one of his top priorities to encourage people to not only believe in themselves, but in their work and their contributions. Collaboration is encouraged over competition. New solutions to problem solving are encouraged, as are the transfer of skills.
To that end, Cirque has also created a self-diagnosis in the form of a Human Resources and Performance Review. Here, five main things are evaluated, namely, “I am creative, committed, responsible, team player, passionate.”
Cirque scours the world for people who will have the ideas and inspiration to take their productions to the next level. Once they have found them, they try their best to keep them energized and creative. After all, says Laliberté, no one single individual makes the Cirque. It is the result of the collective creativity of each and every person behind it. Working together, passionate people can better realize their fullest potentials.
Lesson 2 Prosper From People And Passion
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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