Broadway Motivational Quotes

I didn't deserve Jeremy's kindness. I knew that. I suppose that was why I always questioned his motivation. In the beginning, every time he'd done something nice for me, I'd searched for a glimpse of evil behind the kindness, some nefarious motivation. After all, he was a monster. He had to be evil. When I'd realized there was nothing bad in Jeremy, I'd latched on to another excuse: that he was good to me because he was stuck with me, because he was a decent guy and maybe even because he felt some responsibility for what his ward had done to me. If he took me to Broadway plays and expensive dinners for two, it was because he wanted to keep me quiet and happy, not because he enjoyed my company. I wanted him to enjoy my company, but couldn't believe in it because I didn't see much in myself to warrant it.

On Broadway it was still bright afternoon and the gassy air was almost motionless under the leaden spokes of sunlight, and sawdust footprints lay about the doorways of butcher shops and fruit stores. And the great, great crowd, the inexhaustible current of millions of every race and kind pouring out, pressing round, of every race and genius, possessors of every human secret, antique and future, in every face the refinement of one particular motive or essence - I labor, I spend, I strive, I design, I love, I cling, I uphold, I give way, I envy, I long, I scorn, I die, I hide, I want. Faster, much faster than any man could make the tally.

Very well, Broadway, you may whip some, but not me. I’m going to force you to give up.

Broadway will give any beggar a cup of coffee and a sandwich, but it demands persistence of those who go after the big stakes.

I look up from my work, and see before me, less than a block away, the great mysterious “Broadway,” the “Graveyard of Dead Hopes,” and the “Front Porch of Opportunity.” From all over the world people have come to Broadway, seeking fame, fortune, power, love, or whatever it is that human beings call success.

Crazy for You opens backstage at the Zangler Theatre, New York, where Bobby, desperate to break into showbusiness, performs an impromptu audition for the great impresario Bella Zangler. This is not a ‘book number’ – that’s to say, the music is not an expression of character or plot point arising from the dialogue, the defining convention of musical theatre. Instead, more prosaically, it’s a real number, a ‘prop number’: Bobby is backstage and doing the song for Zangler. So it’s sparely orchestrated – little more than a rehearsal piano and some support; it’s one chorus; and its tap-break ends with Bobby stamping on Zangler’s foot. This is grim reality: Bobby is expelled from the theatre. Outside, he makes a decision, and sings ‘I Can’t Be Bothered Now’ – the second song, but the real opening number: the first ‘book number’ in the show. There is an automobile onstage (it’s the 1930s) and, as Bobby opens the door, one showgirl, pretty in pink, steps out, then another, and another, and more and more, far more than could fit in any motor car; finally, Bobby raises the hood of the vehicle and the last chorine emerges. The audience leans back, reassured and content: Susan Stroman’s fizzy, inventive choreography has told them that what’s about to follow is romantic fantasy. More to the point, it’s true to the character of the song, and the choice of song is true to Bobby’s character and the engine of the drama: My bonds and shares May fall downstairs Who cares? Who cares? I’m dancing and I Can’t Be Bothered Now … This lyric captures the philosophy of Ira Gershwin’s entire oeuvre – which is important: the show is a celebration of Gershwin. But it’s also an exact expression of Bobby’s feelings and the reason why he heads to Dead Rock, Arkansas. So the number does everything it should: it defines the principal’s motivation; it kick-starts the plot; and it communicates the spirit of the score and the staging. Audiences don’t reason it out like that; we just eat it up. But that’s why.

The dramatic strategy of the show provides a simple and effective means to blend melodrama with farce (which Sondheim claims as his “two favorite forms of theatre because … they are obverse sides of the same coin”).37 Starkly put, the show develops a pattern of first scaring the hell out of its audience and then rescuing the situation through humor, each time by introducing Mrs. Lovett into a situation saturated with Sweeney Todd’s wrenching angst. This scare-rescue pattern happens twice to great effect, at the beginning and end of Act I, but its real payoff is the devastating conclusion, where there is no comic rescue. The denial of this previous pattern greatly intensifies the darkness of the supremely bleak ending, making the show’s musical profile seem operatic to Broadway audiences even though, ironically in this respect, the denouement unfolds with only intermittent singing.38 But the musical dimension of the show is also deliberately operatic, as it interweaves, Wagner-like, a host of recurring motives, mostly related to each other through a common origin in the Dies Irae, from the Catholic requiem mass. The Dies Irae (literally, “Day of Wrath”; see example 7.1) was taken up as a symbol of death and retribution in music throughout the nineteenth century and continuing into the twentieth (the most important early such use was by Berlioz in his 1830 Symphonie fantastique). Most scene changes bring back “The Ballad of Sweeney Todd,” which includes both fast and slow versions of the Dies Irae (example 7.1) and builds up to a frenetic, obsessive chorus of “Sweeney, Sweeney.

Laszlo Bock, Work Rules (New York: Grand Central Publishing, 2015) David Brooks, The Social Animal (New York: Random House, 2011) Arie de Geus, The Living Company (Boston, MA: Harvard Business Review Press, 2002) Angela Duckworth, Grit: The Power of Perseverance and Passion (New York: Scribner, 2016) Charles Duhigg, The Power of Habit: Why We Do What We Do in Life and Business (New York: Random House, 2012) Amy Edmondson, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy (San Francisco: Jossey-Bass Pfeiffer, 2012) Adam Grant, Give and Take (New York: Viking, 2013) Richard Hackman, Leading Teams (Boston, MA: Harvard Business Review Press, 2002) Chip and Dan Heath, Switch: How to Change Things When Change is Hard (New York: Broadway Books, 2010) Sebastian Junger, Tribe: On Homecoming and Belonging (New York: HarperCollins, 2016) James Kerr, Legacy (London: Constable & Robinson, 2013) Patrick Lencioni, The Five Dysfunctions of a Team: A Leadership Fable (San Francisco: Jossey-Bass, 2002) Stanley McChrystal, Team of Teams: New Rules of Engagement for a Complex World (New York: Portfolio, 2015). Mark Pagel, Wired for Culture (New York: W. W. Norton & Company, 2012) Daniel Pink, Drive: The Surprising Truth About What Motivates Us (New York: Riverhead Books, 2009) Amanda Ripley, The Smartest Kids in the World: And How They Got That Way (New York: Simon & Schuster, 2013) Edgar H. Schein, Helping (Oakland, CA: Berrett-Koehler Publishers, 2009) Edgar H. Schein, Humble Inquiry (Oakland, CA: Berrett-Koehler Publishers, 2013) Peter M. Senge, The Fifth Discipline (New York: Doubleday Business, 1990) Michael Tomasello, Why We Cooperate (Cambridge, MA: MIT Press, 2009)

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