A Lack of Vision is a Failure to CommunicatePosted: March 11, 2019
Everybody knows leaders need vision. Perhaps you’ve had the pleasure of working for someone with vision. If you have, treasure it because to understand what vision means, you have to experience not having it. You might not even realize its absence at first. After all, you’re caught up in your job–you’re designing, you’re putting clever images on Instagram, you’re unearthing things in the collection that haven’t seen the light of day in decades and getting them to talk to one another. And then suddenly you run into a wall. It could be your board, who gives you the old we-really-don’t-do-things-that-way run around. Or it could be your executive director, who looks at you like she has no earthly idea what you’re talking about, when she asks how science, work by an artist of color and rare books will mesh in the gallery. To paraphrase a line from Cool Hand Luke, a lack of vision is a failure to communicate.
Last fall while teaching in the Johns Hopkins Museum Studies program, Anne Ackerson and I received comments from some of our students who felt we were too picky when it comes to the written word. Our response? You’re going into the museum field! So much will depend on how you communicate. If your institutional vision exists only in your head and only when you’re alone, that bodes trouble. Vision can’t be like singing in the shower. It’s got to be shared.
As a leader, you are the listener, the synthesizer. You’re the one who’s out in the community, taking a current need and linking it to your organizational narrative, to artistic process, to your mission. You’re the one making connections. But once you’ve done that, it’s your job to make folks understand where your brain went, why it matters, and how following that path might engage your community. Clearly. And concisely. Persuading people–whether trustees, staff, or volunteers–to understand the Venn diagram that’s in your head and why it matters is a key ingredient of leadership.
This week I was reminded how important vision is when I was asked for funding priorities for a potential donor. It’s always nice to think someone might give you money, but making sure your thoughts don’t sound like a scrambled word cloud is important. Here’s where the Venn diagram has to translate to someone outside your bubble. Does your shopping list of wants link to the larger organizational mission? If not, why not? Is that mission clear, concise and beautifully expressed? Would it make you intrigued even if you weren’t the executive director or a member of the leadership team? Or does saying it out loud make you weary because you know it’s going to involve explanations, counter explanations and side bars?
Vision doesn’t need a lot of flowery language. It needs clarity. Your listeners need to see what you’re saying. Then they’ll want to follow, participate, and give. And that’s the point isn’t it?
P.S. We rant on and on about how important it is for museum folk to read often and widely. Here are some things that floated across our screens this week:
- A Totally Inclusive Museum by Cecille Shellman
- The inimitable Colleen Dilenschneider on museums and trust
- A clear and well-thought out explanation of benevolent sexism from The Muse.
- For those of you who identify as female and are over 50 or who lead women over 50, and interesting discussion of invisibility vs. finding a new voice.
- Last and maybe most important especially for those who live in the northeast, a heat map of political prejudice by county.