Is Co-Leadership a Magic Bullet?Posted: September 21, 2020
Let me begin by saying that I think co-leadership is a great idea. It spreads decision making, which is healthy. It brings new voices to the table, and by its very nature it presumes a level of humility and understanding that a solo leader may never grapple with. That said, is it a cure-all for what ails the museum world? I’m not sure.
In his recent blog post, Making the Case for Collaborative Leadership in Museums, Mike Murawski lists a number of successful dual postings from Bowdoin College’s museum to the Five Oaks Museum, and across the pond to the Birmingham Museum Trust. But there are numerous solo director acts that, at least from the outside, demonstrate successful leadership–Christy Coleman at the Jamestown-Yorktown Foundation, Robert Krett at Connecticut Historical Society, Frank Vagnone at Old Salem Museum and Gardens, and Lisa Lee at Chicago Housing Museum. Here’s a hypothesis: It’s not the method; it’s the people, good leadership is good leadership whether it’s brought to you by a single leader, a duo or a trio.
Murawski highlights five qualities that deepen with paired leaders. He lists more effective decision making, cultivating innovation and growth, valuing relationships, promoting shared leadership across an organization, and the way a dual leadership model promotes equity and social justice within museum culture. While these are all important characteristics, they can (and do) and happen with a skilled solo leader, and might not happen with an incompetent duo. In fact, given the museum world’s current turmoil, it’s challenging to think of boards of trustees, hiring duos when many seem to be using COVID-19 as an excuse to off-load directors at an alarming rate. Were the trend toward hiring two to take hold, the pair also need to be great communicators and have enormous trust in one another. They need to acknowledge their own strengths and weaknesses and know how they are each other’s better half because, as in any strong partnership, there will be days when the organization needs the strengths of one more than the other.
And while the empathy, trust, and transparency that skilled co-directors model is important, those characteristics are also possessed by good solo directors. Near the end of Leadership Matters we wrote a chapter titled “How Do We Know What We Know?” There we summarize the characteristics and traits we encountered in interviewing 36 North American museum and heritage organization directors. And what did we find? That leadership isn’t something that comes with age; that perseverance matters as leaders take advantage of repeated practice in recognizing problems, evaluating alternatives, and providing solutions. Our interviewees are risk takers both organizationally and personally.” Last, and perhaps most important here, these leaders see themselves not as lone rangers, but as part of a whole. We quote Melissa Chiu, now Director of the Smithsonian’s Hirschhorn Museum, saying bluntly, “You can’t do it on your own.
As I wrote last week, there is a lot of epically bad leadership in the museum world that’s somehow been unmasked in the COVID crisis. And bad doesn’t just mean, bullies or harassers, bigots and predators. Sometimes it’s just the slow drip of ineptitude and mediocrity. Will co-directorships fix that? Maybe? If they possess all the qualities of a skilled empathetic solo act with an extra dose of trust and humility on the side that allows them to work in daily partnership and collaboration. But one presumes they need that anyway. It’s a leadership must-have.
I wish there were a cure-all for the leadership trough we’re in at the moment, and I wish it were as simple as hiring two versus one. But I don’t believe it is. Leadership isn’t a position. It’s a way of being. It’s a practice. There are people in the museum field who are leaders despite the fact that their title is Associate Registrar or Volunteer Coordinator or Assistant Curator. Why? Because they are self-aware, they are authentic, they’re creative and not afraid to take risks, and they are courageous. Those are the people we need to nurture and mentor. The leadership problem is one that needs to be tackled on so many levels from boards of trustees to graduate programs, to AAM and AASLH. We need to understand our industry is made up of people, people who matter, and we need to nurture and invest in the next generation of leaders before they all leave the field.