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| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 1,625 | 0.00% |
| 2020 | 2,114 | 0.00% |
| 2019 | 2,221 | 0.00% |
| 2018 | 1,931 | 0.00% |
| 2017 | 2,011 | 0.00% |
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2026 | $46,880 | $22.54 | +2.3% |
| 2025 | $45,836 | $22.04 | +11.7% |
| 2024 | $41,049 | $19.74 | +1.7% |
| 2023 | $40,366 | $19.41 | +4.6% |
| 2022 | $38,588 | $18.55 | --1.4% |
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 77 | 11% |
| 2 | Virginia | 8,470,020 | 305 | 4% |
| 3 | Maryland | 6,052,177 | 245 | 4% |
| 4 | Alaska | 739,795 | 29 | 4% |
| 5 | New York | 19,849,399 | 607 | 3% |
| 6 | Illinois | 12,802,023 | 432 | 3% |
| 7 | Pennsylvania | 12,805,537 | 428 | 3% |
| 8 | Georgia | 10,429,379 | 320 | 3% |
| 9 | Ohio | 11,658,609 | 304 | 3% |
| 10 | New Jersey | 9,005,644 | 298 | 3% |
| 11 | Washington | 7,405,743 | 227 | 3% |
| 12 | Massachusetts | 6,859,819 | 225 | 3% |
| 13 | Indiana | 6,666,818 | 199 | 3% |
| 14 | Missouri | 6,113,532 | 194 | 3% |
| 15 | Connecticut | 3,588,184 | 102 | 3% |
| 16 | Arkansas | 3,004,279 | 93 | 3% |
| 17 | Utah | 3,101,833 | 78 | 3% |
| 18 | Delaware | 961,939 | 33 | 3% |
| 19 | California | 39,536,653 | 967 | 2% |
| 20 | Arizona | 7,016,270 | 155 | 2% |
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Winter Haven | 1 | 3% | $28,912 |
| 2 | Grand Rapids | 2 | 1% | $30,117 |
| 3 | New Orleans | 2 | 1% | $39,218 |
| 4 | Palo Alto | 1 | 1% | $48,459 |
| 5 | Redwood City | 1 | 1% | $48,442 |
| 6 | Tallahassee | 1 | 1% | $28,888 |
| 7 | Detroit | 3 | 0% | $30,932 |
| 8 | Atlanta | 2 | 0% | $28,078 |
| 9 | Boston | 2 | 0% | $37,971 |
| 10 | Los Angeles | 2 | 0% | $51,141 |
| 11 | San Diego | 2 | 0% | $51,322 |
| 12 | Washington | 2 | 0% | $45,285 |
| 13 | Baltimore | 1 | 0% | $45,723 |
| 14 | Chicago | 1 | 0% | $37,414 |
| 15 | Houston | 1 | 0% | $33,074 |
| 16 | Indianapolis | 1 | 0% | $35,204 |
| 17 | Orlando | 1 | 0% | $28,590 |
| 18 | Sacramento | 1 | 0% | $44,802 |
| 19 | Tucson | 1 | 0% | $43,115 |
Ohio State University - Marion Campus
University of North Alabama
Dr. Rachel Skaggs PhD: In the entertainment industries, there are few barriers to entry, be proactive to build community with others in the field, focus on occupational community for job opportunities and collaborations.
Dr. Rachel Skaggs PhD: Specialize in a skill that commands a higher salary, consider skills in demand in the industry, learn technical skills like recording, editing, or production.
Dr. Rachel Skaggs PhD: Business, financial or entrepreneurial skills, project management skills, technology skills, networking or relationship building skills.
Alex Wittscheck: Most artist manager positions in the music industry are not filled with a traditional job search where a resume is submitted. However, there are skills that a potential manager needs to demonstrate to earn a job. A manager's job is to represent the artist in all aspects of their career, so a manager must be organized, persuasive, a great communicator, and a quick learner.
My personal experience is with tour management which involves executing a plan for an artist's tour. Most artists want a tour manager to have verifiable experience or a good track record with related positions. Having a personal reference from a mutually trusted professional is always a plus as well.
A manager must know when they can handle a job themselves and when to delegate the work to someone with more knowledge. So, self-awareness is a valued trait. Along with that, the manager needs to have a vast network of other entertainment professionals to call upon when needed. A great manager is always building relationships.
Alex Wittscheck: It is hard to describe which soft skills are most important for an artist manager. Creativity is very important, especially when it comes to creative problem-solving. Being a manager is sometimes art of its own. A manager is on call 24/7. If an artist has an issue, their manager will be the first person they call. Being able to take these issues in stride and solve any immediate issues quickly requires creative thinking. While problem-solving, the manager often has reassured the artist and others that the problems would be handled. An artist that is worried about anything other than making great art is an artist that needs a new manager.
Another soft skill that managers need is the ability to make, build, and maintain professional relationships. A manager must be personable. They will be communicating with all kinds of business contacts and representing their artist directly. A manager that cannot represent themselves well does not have much hope when looking to represent an artist. Being kind, understanding, and empathetic while maintaining quick thinking and decisiveness is a never-ending balancing act for an artist manager.
Alex Wittscheck: Being able to work and communicate in a digital world is important. Managers are constantly communicating via email and text message. Basic computer skills are required. However, beyond that, different managers and firms choose different software to keep up with their work.
Having skills in bookkeeping can be valuable. An artist's manager is responsible for maintaining the artist's money if they do not have a separate business manager. Managers will look toward the next goal the artist has set and make sure there is a plan to fund that project. This means managers will help create, maintain, and execute budgets for every project and tour that an artist will do.
Lastly, digital marketing skills are invaluable in today's entertainment industry. Careers are made (and sometimes destroyed) by content that is posted to social media. Managers must have their fingers on the pulse of digital culture as it progresses. The manager can then take this information and use it to inform marketing strategies for their client that hit the target demographic of their fans.
Alex Wittscheck: Managers make their money off of a commission of their client's income. To make more money as a manager, the manager must find more lucrative income streams for the client. The most important piece of the relationship between an artist and their manager is trust. The artist must be sure that their manager believes in them. The manager must cultivate this trust from the artist over time and prove that the trust is warranted by making great decisions. The manager must be forward-thinking and persuasive. Above all else, the manager has to be someone that the artist wants to partner with.