Trustees: Museum Leadership Isn’t One-Size Fits AllPosted: July 3, 2017
Recently the Metropolitan Museum announced a change in its leadership structure. You’ll recall that former tapestry curator Thomas Campbell, the Met’s director since January 2009, resigned under pressure in February. Since then, the art museum world has been awash in speculation about who might succeed Mr. Campbell. The answer (sort of) is Daniel Weiss who is currently the Met’s president and CEO. Weiss’s new title will be president and chief executive. Most importantly, the museum’s new director–a position that’s still open– will report to Weiss.
Not surprisingly, this change set museum tongues wagging. For some, making Weiss top dog means the Metropolitan’s board is putting business (and money) ahead of content and mission; however, both Weiss and the as yet unnamed director will serve on the museum board and collaborate on its priorities. For others, there’s also the implication that the Met’s problems are all of Tom Campbell’s making. While Campbell may not have been the most able leader, it seems too easy to blame everything on him. Clearly he wasn’t prepared to move from leading the tapestry department to leading the whole museum, and his choices regarding relationships with women on the Met’s staff seem unprofessional at best. But the idea that Tom Campbell alone led the museum into its financial morass seems too facile. Where was the Metropolitan’s board in all of this? Were they so bewitched they forgot their fiduciary responsibilities, allowing Campbell to spend willy nilly?
The Met is the size of many small towns. In that, it’s unlike the vast majority of American museums. At least one museum blogger suggested that the Met’s new division of leadership runs counter to the American Association of Art Museum Directors’ (AAMD) guidelines which state, “The board should appoint the director—to whom it delegates responsibility for day-to-day operations—to be the chief executive officer of the museum.” AAMD’s guidelines may be the right path for most art museums. But the lesson here is that while guidelines are important, leadership for individuals and organizations is specific, and in many ways, personal. Museum boards need to choose the best possible leadership path for their organizations, and who’s to say that in this new, lightning-fast world, where ambiguity and change wait at every corner, that bigger museums wouldn’t benefit from a made-to-order leadership plan? The Met’s bi-partisan model is found more often in academia than museums, yet it makes its own kind of sense. The beauty of the Met’s solution is that in Daniel Weiss it found a person with a PhD in art history and an MBA from Yale, someone who has reportedly earned the trust of the Met’s chief curators, and someone who walks the walk.
How do leadership decisions like this flourish? They happen where boards aren’t wedded to old hierarchical models, where boards are interested in the challenge of change and cooperation. They happen when boards are willing to try and understand organizational culture. And, last but not least, leadership changes when boards invest time in actually finding the best solutions for their organization, rather than hiring someone so they can revert to doing what they’ve always done.
At the director/CEO level, leaders who truly embrace change need to be collegial and collaborative; they need to be as interested in serving as leading. The Met’s solution may not be the model for your organization, but the point is that the lone director, reporting to a board of trustees, is not the only model.
The world has changed. It’s global. It’s fast. Museums need alert, responsive leadership. That happens when boards and museum leaders collaborate, creating leadership models tailored to their organizations. That takes courage.
- Know your organization. Really know it.
- Use that knowledge to create a leadership model that works for the organization, not one that makes life easy for the board.
- Be bold. As trustees you want to do more than hand over a mediocre museum to your successors. Your community, museum staff, donors, and volunteers deserve the best. Figure out what that is.