I’m not a George Balanchine who walks in and says, “Now, dear, you do this, you do this,” and, boom, it’s genius. I come in and say, “I like this movement at the beginning. Let’s work awhile and see what you do with variations on that.” You’ve got to have people you trust. With Janet, sometimes I just say, “Well, you know what has to be done. I’m dreaming about what I’m going to do tomorrow, but this is not finished, so you’re going to do it, then I’ll respectfully acknowledge and critique your work.” When one has a problem—this comes from a social therapist named Freda Rosen—a good leader knows how to ask the right questions, listen carefully, and organize the answers the team gives back. On my good days, I relax and think, “You don’t have to have all the answers or win this argument. What’s the best idea on the table?” One thing about being an artist: The ego is ferocious. It’s my company, my name. That’s true, but it’s not going to get done without these people. So I lead by throwing out: “How can we do this?” And when the time is right, I give that passionate embrace, that “Come on!” that “Free at last!” that “Let’s move!” The group doesn’t need it every day. But at times they’ve got to feel like your heart is on the line.