Cross-footing is an accounting term that seems ripe for more abstract usage and applicability. Traditionally, cross-footing refers to a technique for double-checking numbers. The idea is that after you total up a column of numbers, you then do that calculation from another dimension. If both calculations yield the same result, you can be reasonably sure that they are accurate. If the totals vary, you can be positive that you’ve made an error somewhere.

For example, say that a pianist wants to calculate daily expenses for a three-stop concert tour. He sets up a spreadsheet showing all the expenses, with a total column at the right. Then, he totals up the daily totals (below, $650, $675, $695) and arrives at the overall tour total: $2,020.

  Hotel Food Car Rental Piano Tuning Camera Rental Assistant Total
Friday

150

60

100

40

300

650

Saturday

100

60

100

75

40

300

675

Sunday

150

30

100

75

40

300

695

TOTAL

 

 

 

 

 

 

2020

To double-check this calculation, he can total up each of the expense categories and list them at the bottom (or “foot”) of each column. Hotel expenses, for example, add up to $400. Then, to cross-foot the calculation, he can do a second total calculation across the bottom total row: 400, 150, 300, 150, 120, 900. If that foot total matches the total arrived at by adding together each line total, then he can be pretty sure that the resulting number of $2020 is correct.

  Hotel Food Car Rental Piano Tuning Camera Rental Assistant Total
Friday

150

60

100

40

300

650

Saturday

100

60

100

75

40

300

675

Sunday

150

30

100

75

40

300

695

TOTAL

400

150

300

150

120

900

2020

If the two separate calculations don’t give the same result, it means that somewhere, he’s made an error, and so he needs to go back and check the numbers to figure out where. But if the cross-footing calculation yields the same total, then he’s good. That’s cross-footing.

In an abstract sense, this process of cross-footing—of examining something from multiple dimensions—can serve as a helpful reality check for many kinds of significant calculation, strategy, or other problem or circumstance being explored.

Some examples:

  • To double-check that there will be enough chairs and music stands onstage, after reviewing the stage setup diagrams, a stage manager examines a concert program and counts the number of musicians listed. Do those numbers match?
  • When doing quality control on a CD master, in addition to listening all the way through, an artist does a pass focusing on only the transitions between tracks, listening to the last ten seconds on one into the first ten seconds on the next, just to check that one dimension of the mastering engineer’s work.
  • When developing a set of songs, to make sure she’s keeping up sufficient variety and not getting into a rut, a songwriter draw a chart of various technical characteristics of all songs on the table, and look for trends. She lists the key, tempo, subject matter, meter, mood, and whatever else she wants to track. If the current set is all E-minor slow love ballads, it’s worth considering whether breaking out of that would be an improvement.

Song Diversity Matrix

Song Key Meter Tempo Style Mood Subject
Song 1 E minor 4/4 (swing feel) 54 Slow Blues Sad Lost Love
Song 2 E minor 4/4 66 Ballad Sad Unrequited Love
Song 3 E minor 4/4 72 Ballad Really Sad Loneliness

The natural tendency with most kinds of work is to be more reactive than strategic, making decisions based the information immediately in front of us, acting solely on intuition, and taking the quickest route possible to resolving the current issue. Sometimes, though, it’s also important to take a step back and consider matters from a more strategic perspective.

Musicians often naturally have many ideas, particularly regarding their art. Applying this same native idea-generation ability towards improving problem-solving and planning issues can help reduce risk and ultimately improve results.

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    Project Management is one of my most important things to deal with. I’ve trained myself how do do a lot of things by doing them better each time. The projects go from idea to completion and then I say what needs to be done to make this the way that it is supposed to be? For me it’s usually the economics, lack of better equipment, time availability & interruptions that causes the finished product to not be (near) store-bought quality. ANY WAY I’D LIKE TO KNOW MORE BY PICKING YOUR BRAIN ABOUT THIS STUFF…SO SEND ME E-MAILS ABOUT UP COMING ON LINE COURSES. THANK YOU Darren Kelly themasterofthrowdown@yahoo.com

    Hi Darren,

    Here’s a link to my Project Management for Musicians course.

    http://www.berkleemusic.com/school/course/project-management-for-musicians?program=music_business

    The process you’re describing maps pretty well to the formal PM approaches, going from vision through execution (doing the work), and then carefully allocating resources (time, money, gear, people, etc.) to address the needs of your intended end result. There are many good systems and clearly defined approaches that bring all this under control, reduce risk, and generally simplify logistics to help you focus on your art, and that’s what my course attempts to cover. Feel free to email me if you have any specific questions. Thanks for writing!

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