The demands placed on crew members in the old school touring model were often extreme. It was standard practice for crew members to arrive a day before rehearsals began and remain on-site until the day after the final show. This expectation created a grueling schedule that left little room for rest or recovery. The rationale behind this practice was to ensure that everything was in place for the artist's performance, but it often came at the expense of the crew's well-being. 

This relentless schedule meant that crew members were frequently away from their homes and families for extended periods. The emotional toll of being away from loved ones was compounded by the physical exhaustion  that came from long hours of work. Many crew members found themselves in a constant state of fatigue, struggling to maintain their energy levels while juggling the demands of the tour. 

Moreover, the lack of flexibility in scheduling meant that crew members had little control over their own lives. Personal commitments were often sidelined, leading to feelings of frustration and resentment. The expectation that crew members would simply accept this lifestyle contributed to a culture of silence, where individuals felt they had to endure the hardships without complaint. 

As the industry began to evolve, it became clear that this approach was unsustainable. The need for a more compassionate and flexible approach to touring became evident, leading to the emergence of practices that prioritize the well-being of crew members. This shift has allowed for a more balanced approach  to touring, where individuals are encouraged to take care of their personal needs while still  fulfilling their professional responsibilities. 

This white paper snippet is part of a series of 20, the full paper can be found at: