Leading from Where You Are: When Theory Meets ApplicationPosted: April 20, 2020
By Andrea Crivello, Guest Blogger
There have been overwhelming and challenging day-to-day realities in my professional and personal life as I, like all of us, navigate the presence of COVID-19. As I also juggle being a soon-to-graduate graduate student, there is a ‘business as usual’ characteristic to my coursework that, to my surprise, is equal parts stress and stabilization in such an uncertain time. With the global pandemic attacking from all sides, I’ve observed that reactive is to management what proactive is to perseverance and leadership…and completing my degree with sanity intact.
There were two influencing factors that prompted me to pursue a master’s degree at the University of Pennsylvania: The first, its motto: Leges sine moribus vanae or, “Laws without morals are useless.” …I’ll let that be as it may. The second, its Non-Profit Leadership Program (NPL).
Maybe it’s a kudos to UPenn’s marketing team, for swapping “leadership” for “management,” but in all seriousness, I researched degree programs for three years before landing on one that aligned with my personal and professional values and career goals as an Associate Curator/aspiring ED in the museum field. The NPL program has all the makings of an MBA: courses in finance, law, statistics, entrepreneurship, marketing; but it also includes courses like social norms for social change, design thinking for social impact, ethics for social impact, and the difficult art of listening. **
There is a saturation of scholarly articles, thought pieces, and webinars that all aim to profile what good leadership looks like, and increasingly so in the museum sector. I had the good fortune to experience first hand what it is like embodying leadership characteristics at a non profit museum during the program’s Leadership Practicum. The Practicum is the culmination of rigorous study with intensive application before receiving the degree. More explicitly, the goal of the practicum is to engage in a professional learning process, while enhancing my understanding of how leadership happens in a social impact organization. The goal is to contribute to the practicum organization utilizing skills learned in the NPL program. This was an opportunity to witness leadership in action and benefit directly from individual mentoring and personal leadership development.
Weekly mentor meetings were to include definitions and requirements of leadership, guidance on management of an organization, in-depth status of organizational conversations, career planning and guidance, and conversations on the social impact landscape locally, nationally, and globally. After working with Anne Ackerson as my mentor while completing 500+ hours of practicum work over five months, I was asked to write a thought piece about the experience.
Here are the key takeaways:
The need and commitment by current museum leaders to support emerging professionals cannot be overstated. Not only are their institutions the direct beneficiaries of activating innovation and cultivation, but they help transform next generation leaders.
Exposure to Museums at Every Level Matters
Museum professionals only wear one hat (said no one ever). Yet as a museum professional functioning as a curator-volunteer manager-archivist-registrar-collections manager, it was an entirely different experience to engage in a new strategic plan for an organization, partake in development project planning efforts, have a voice in a COVID-19 related marketing campaign, and join horticulturists researching a cultural landscape report to inform future public use of museum grounds. I think, due to the busy and intensive nature of museum work, it is easy to become siloed in our positions. Participating in these comprehensive projects and experiences not only made me stronger in my personal work, but made me a stronger colleague through leadership’s “soft-skills”: understanding and empathy.
Agility and Resilience in Leadership at Every Level Matters…Perhaps More Than Management Itself
Given my background, exhibition development was a large component of my practicum, during which there were many changes and additions to the number of pieces in the show due to hesitations on the part of private donors. Despite the consistent addition of manual labor as a department of one, and circling back with fine art and insurance companies, the importance of quickly shifting gears and rising to the occasion of timely completion for public benefit was clear. Similarly, resilience came into play when the irony of having never-before-seen works newly accessible to the public, now inaccessible due to COVID-19 stay at home orders, resulted in a quick pivot to a virtual exhibition opening.
While this may not be new information or experiences, I hope it sparks more critical thought and dialogue that everyone can and should embody leadership right from where they are.
**No, I am not a paid advertiser for UPenn.