A confession: I adore English television mysteries. Not the kind with the dithering, elderly amateur, but the darker more urban variety. One of the tropes of these dramas is the main characters often suppress a ton of personal feelings to get their job done. They go to work–without guns–this is the UK after all, and deal with the sad, the lonely, and the psychologically messed up. Meanwhile, their marriages fall apart, their children are angry, and their lovers are sick of being neglected for the job. I thought about those characters when I listened to CBS’s recent report on mental health post-Covid. Families and individuals are dealing with unresolved grief, leading to deaths from overdose, resulting in four times the rate of anxiety and depression overall. It’s a full-blown mental health crisis. This week the Centers for Disease Control released a report saying that 4 in 10 adolescents feel persistently sad or hopeless. Arthur C. Evans Jr., head of the American Psychological Association says this will be with us for seven to 10 years, in other words a second pandemic. And I’m pretty sure this segment was taped before Russia’s invasion of Ukraine, and the now ongoing devastation and threat of chemical or nuclear warfare.
What does this have to do with museums? Only this: Museums are held together by humans, who are likely suffering, while also serving communities who also suffer. We’ve been over the laundry list of what’s undone us many times: pandemic, racial injustice, gender inequity, epic inflation, wealth disparity, and now war and a mental health crisis. Is the answer that we’re too busy as Robert Weisberg posits in a recent post? Maybe. Honestly, I’m no longer sure about this or much else. I know many of us are overworked. I know staffs have contracted, and many people are doing two times the work of the pre-pandemic era, and because no one found them breathing into a paper bag in the supply closet, everything is supposedly okay. Being asked to do more for the same crap salary is debilitating. Pay isn’t everything, but salaries are still inequitable. In many institutions leadership makes a gazillion times what the front-of-the-house makes, and yet daily the front-of-the-house workers shoulder a good portion of the community’s anger, yet another facet of the country’s mental health crisis.
I respect Weisberg’s argument, and I love his “Time, Money, People, Resources,” but I don’t share his assurance that busyness is the culprit or at least the only culprit. For me there are too many intersecting circles, each part of an overlapping problem. It strikes me that when field-wide salaries are dismal, the museum workplace promotes to reward. That means you move up the food chain, receiving a bigger salary and a title change because you succeeded in your first position. The problem is that being able in one position doesn’t always translate into being an able at leading people. If the organization needs a leader at whatever level, it should hire a leader, not reward staff by throwing them into the deep end. How would the picture change if museums could acknowledge and reward good work, allowing individuals to stay in their lane, while making more money and perhaps receiving a title change. Logically, that should happen, but it rarely does. We have a culture that teaches us success comes with managing others. (Some state HR laws are written such that an employee’s desire to be salaried as opposed to hourly, hinges, in part, on whether they supervise staff.) In the museum world we don’t train for leadership. So when promotions work, we pat ourselves on the back. When they don’t, we scratch our heads. And sadly, it’s staff who suffer in these circumstances.
In all our moaning about what Covid did to us, and it did plenty, it also taught us that flexibility is a key workplace resource. Not everyone can work away from their museum or heritage organization, but many can. In the first month of Covid we learned how much we could get done from our home offices. But Covid taught us something else. It isn’t just a binary choice between remote vs.on-site employees. It’s an acknowledgement that, particularly for women, flexibility matters. Many have life situations which make flexible hours a necessity. We know the failure to flex meant many women who are also caregivers and parents left the workforce over the last two years. But we don’t need to be workplace thought leaders to imagine that when staff are happy and not worrying about child or elder care, their work is better. If you have an employee who needs to begin work later because of family responsibilities, would it kill you to make that happen? And most importantly, can flex time become not just an individual exception, smacking of favoritism, but an organization-wide trend?
I wonder too, whether in a field like museums where jobs are hard won, if we expect too much from them. They represent huge investments and when they don’t speak our love language daily, we’re convinced they’re not for us. I am the first to admit this field has its share of bad leaders and boards, but even the best job isn’t Nirvana every day, nor should it be. I’ve written about this before, but your job, however intellectually stimulating is not your family. It may include some in your friend group, but hopefully it isn’t substituting for your friends as well.
The Canadian writer/researcher Paul Thistle has done a ton of work on the museum workplace and self-care. In addition to the high expectations and ridiculous pace of many museums, something that comes through loud and clear in his writing is our responsibility to ourselves. Yes, I know it’s often impossible to seek mental health care when you have no insurance or when the one counselor who takes your insurance is miles away, but we need to try, and our organizations need to try too.
Decades ago I remember a conference conversation where having heard a living history site was thinking of interpreting an 18th century workhouse, the cynical and jaded in the group opined we could go there when we “retired” because by that time we’d be so burnt out, role playing someone who had had a breakdown wouldn’t be a stretch. Not funny, but also darkly funny, and an indication that the constant search for perfection, coupled with too little time and too few resources has been a theme in museum work life for decades.
I’ve made a tradition of adding to-do lists at the end of blog posts with ideas for individuals and organizations, but I think this isn’t a one size fits all scenario. So here are some links and resources:
- If you’re not already reading Dr. Laurie Santos, start. A Yale psychology professor whose classes are consistently oversubscribed, Santos offers practical tips for leading a happier life in her podcast “The Happiness Lab.“
- Read Mike Murawski. Not everyone can let go of the security of full-time employment, but if you need a positive role model for making change, it’s Murawski.
- If you supervise staff, you may want to read AAM’s 2022 Trendswatch, particularly the chapter on mental health. I am not a fan of putting leadership in the position of acting as a mental health counselor, but I do think it’s important for leaders to model wellness behaviors, and be transparent and open about their own challenges.
- Remember to lobby for improved healthcare and childcare at the local, state, and national level. It may seem out of your lane, but knowing family is cared for at a price you can afford is a stress reducer.
- If you’re a reader, try also On Being, NPR’s Lifekit, and The Marginalian, and Henna Inam. And keep in mind, if your stress was a disfiguring rash, you’d undoubtedly see a doctor. If you find yourself beset by stress and mental health issues, try to see a caregiver.
- If you’re a leader, be careful not to talk about the importance of your front-line/hourly staff unless you are willing to regularly make them part of museum decisions. Their work experience is part of your organization’s DNA. Respect it.
Spring is coming. Take some time to be outside. Sit, walk, run, whatever works for you. Your work will be better for it.
It’s a month since my last post. In that time Covid and all its attendant problems took a back seat to Russia’s invasion of Ukraine. To quote Thomas Campbell, Director of the Fine Arts Museums, San Francisco in a recent Instagram post, “Against the backdrop of the atrocious Russian invasion of Ukraine, and the appalling suffering it is causing, it seems almost disrespectful to speak of anything else.” A week ago, a quote from the Ukrainian Library Association made the rounds of social media. The Association posted to cancel its annual meeting writing, “We will reschedule as soon as we finish vanquishing our invaders.” How about the rest of us, would we be that brave?
It’s against that background–the idea that in an instant you can be forced to flee home, family, friends, and your known world–that it’s time to put the dipstick down on our own. So what’s the latest on the museum workplace? What I’m reading seems to offer some diametrically opposed messaging. Nationally inflation is at a 40-year high and as of December 2021, 61-percent of us were living pay-check-to-pay check. Among that group, those who are Gen Z’ers, have an average savings is $1,158. On the other hand, LinkedIn News reports that 38-percent of employees in the arts plan to leave their jobs in the next six months, along with 37-percent of those working in recreation and travel. I think it’s safe to assume some individuals in either group are museum folk.
These two data lines don’t necessarily seem to intersect unless we believe poor pay makes us more mobile, and maybe it does. Couple that with AAM’s survey of museums post-Covid where some 73-percent of respondents reported that thanks to PPP funding, their staffs were back at pre-March 2020 capacity, although hourly positions continue to be hard to fill. That group may overlap with the 38-percent of employees planning to switch jobs. They were the most discounted at the height of the pandemic, and, since they couldn’t work at home, the first to be let go, so it’s no surprise they aren’t rushing to return, and hopefully have found work elsewhere. Not to mention yesterday’s stabbing at MoMA. It redefined, in the most horrible way, the reason we call them front-line workers, and the risks they take in dealing with the public.
I want to pause here and say that when AAM released its Trendswatch report in the winter of 2021, I wrote a post expressing concern that it had missed the boat when it came to women. I felt women deserved more of a mention since they were disproportionately affected by Covid. Not that it’s all about me (it’s not), but it was such a relief (and a pleasure) to find AAM’s new Covid survey devotes time specifically to the pandemic’s effects on women and women of color.
So, so far, we know what we know: We’re struggling, everything costs more, 40-percent of us lost income during Covid from which we’ve likely not recovered. Women, who account for 51-percent of the museum workforce, bore a greater increase in responsibilities as staffs contracted. They also report they are less optimistic, more burned out, and, although the survey didn’t put it this bluntly, in many cases their poor compensation is overlaid by the gender pay gap. In addition, we’re still working through a lot of post-Covid fear and weirdness at returning to work or returning to work in person, and yet many museums are open or extending hours to something resembling life pre-pandemic times.
So clearly another shoe will drop. And apparently it’s the same old shoe: race, gender, and class aka income disparity, a subject highlighted in AAM’s post-Covid survey. In addition to its Covid data, AAM is also partnering with the Andrew W. Mellon Foundation, and AAMD to try to understand how or whether the field has moved the needle on staff diversity. As Mellon puts it, “More than a marker of progress to date, this data serves as a tool for the future—whether quantifying the challenges we still face, establishing a baseline against which to measure impact, or equipping museums with the insight they need to structure and implement pipeline-building programs.” Mellon acknowledges that while there has been progress, it’s uneven. I would add that it’s uneven because too often museum boards, and in many cases their leaders, feel that if it ain’t broke don’t fix it. Many of them see their institutions as fine. Maybe not perfect–more money would be nice–but fine, and what’s fine to those at the top of the food chain, is often untenable to those further down.
So what’s to be done? Clearly the work begun on diversity and gender in the summer of 2020 remains unfinished. AAM, AAMD, the Mellon Foundation, the American Association for State & Local History (AASLH) and the National Council on Public History (NCPH) are all gathering data, but the randomness of equitable and humane work conditions remains a problem, a problem that is most acute for women and particularly women of color. I’ll close with the same suggestions I made a year ago:
- Does your organization post its values statement so visitors, donors, tradespeople, trustees and staff know where it stands on issues of DEI and specifically gender equity?
- Does your organization list salaries when posting positions? Within the institution, are your salary levels transparent?
- Does your museum offer equitable professional opportunities and mentoring?
- Does your museum have a policy on employee participation in public protest for gender equity and other forms of social justice?
- Have you completed an equity audit of your institutional salaries?
- Have you reviewed your human resource policies and procedures to reveal and address discriminating behavior?
- Are you confident, that an employee with a problem or a grievance can navigate your organization, and be treated equitably and fairly?
- Do you offer sexual harassment training along with DEI training in your workplace? And is your organization clear on its definition of sexual harassment, and how such cases are handled?
- Got time for a podcast? Listen to HBR’s Women at Work.
See you next month. In the meantime, be well, be kind, and do good work.
This week the Berkshire Museum posted a job announcement for a new Executive Director. The museum, a small-city, art, history & science museum, founded in 1903, and located in Pittsfield, MA, has been without a full-time director since last September when Jeff Rogers abruptly stepped down after two and half years in the top spot. For anyone with memory loss, in 2018 the Berkshire Museum became the poster child for monetizing collections when it summarily sold $57 million worth of art, earning censures from the museum world’s governing bodies, and condemnation, gossip, and ire from the museum world at large.
From the outset, the Museum said it wanted a new direction, adamant that it couldn’t be who it wanted to be unless it sold a piece of itself. The decision left a gaping hole in its collections, and four years later, an organization that still seems to lack intent and self awareness. It hired M Oppenheim, a San Francisco-based search firm, to find a new ED. This week they released a five-page position description. Oppenheim is not without museum experience–the Philbrook, Peabody Essex and the American Visionary Museum are among its current and past clients–but the kindest thing you might say about the Berkshire’s position description is that it’s odd.
I used to work for a leader who liked to tell me, “Joan, people don’t change.” I found those four words truly disheartening because I really wanted people to change. I wanted them to be better, to do their best, to be humane. The unspoken words behind that sentence were “unless they want to.” In this case, I have to assume, based on this strange job description that–despite a five-year interval–the Berkshire Museum’s culture remains unchanged, a place in search of itself in a city it doesn’t much care for.
The job description begins with this sentence: “The Berkshire Museum offers in-person and online visitors a gateway to the natural and cultural history of the Berkshires and the world,” a weirdly grandiose sentence (the world?) built around a curiously passive verb. One of the themes that comes through in the five-page job description is board leadership. We learn the Board has installed strong financial controls, and that it’s hired a design firm whose work will be well underway before the new director arrives. The job description requires (their word) an experienced fundraiser, and explains the ED will manage curators, who curiously are listed separately from staff and volunteers, as well as collections, operations, exhibits, programs, systems and processes to ensure financial strength….” Community partnerships are barely mentioned. In fact, community seems to take a back seat except for a sentence about Pittsfield’s population. And the re-centering of whiteness, decolonizing, and doing the work of dismantling patriarchy that has permeated much of the museum world’s narrative over the last three years is absent. Nor does the job description point to towards success. Instead it seems to suggest the new director’s time will be spent shoring up unfinished projects. And despite the fact that the museum appears to have multiple curators, the new director will be responsible for a monster amount of collections management.
Absent from this executive vision is a museum value statement, the idea of community partnership and participation, of creating a place where Pittsfield’s people are resources. The idea of the citizens of Pittsfield and Berkshire County as independent beings with agency who deserve respect doesn’t come across. Perhaps most frighteningly, the Museum is portrayed as a place unmoored from the museum world’s ongoing themes of partnership, participation and not being neutral. After reading all five pages, imagining the Berkshire Museum as a place for voter registration, for discussion on Berkshire County’s wealth disparity or as a lynch pin in community collaborations around the subject of race feels close to impossible. It reads as though the Museum’s biggest accomplishment was raising a ton of money by monetizing the collections’ treasures, and the Board, like folks hallmarked by the Depression, remains fearful the money, and thus their hedge against a board’s relentless work, will vaporize.
The museum workplace is having a moment, and it’s not a good one. Numerous directors have either been pushed aside or have left as part of the Great Resignation. I recognize as well that for some this entire post could be considered a cheap shot, but Oppenheim makes it clear on its web site that they want the job description shared, which is how I ended up seeing it through social media.
The Berkshire Museum is in the unusual position of having a strong endowment, and yet somehow it has ended up with a job description that, rather than emphasizing the Museum, Pittsfield, and Berkshire County as places of possibility and avenues for change, reinforces the same scarcity mindset that prevailed four years ago, and still seems to hang cloud-like over the building. To quote Amy Edmundson’s The Fearless Organization, (recommended by Museum Human) “The problem solving that lies ahead is a team sport, and so you want to start by identifying and naming what the creative opportunity might be…” Creative opportunities in this job description are absent. Instead, it’s mind the money, mind the store, expand and diversify revenue streams, and maintain best practices.
Words matter. A lot. Few organizations are where they want to be, but many can point to what they’re proud of, what they’ve accomplished, what matters, and why. For many in the museum world, people matter: people who visit and people who are part of the workplace. Is this job description an anomaly? How many other museums and heritage organizations, especially those who can’t hire a search firm, don’t have enough self-understanding to identify their faults alongside their creative opportunities? I worry the answer is too many. Yet doing that work is the first step toward change, and that’s how we grow.
Be well, be kind, and do good work, and I’ll see you in March.
First, the announcement: In December this blog will be a decade old. As I’ve said more than a few times, it was started to support and augment the original publication of Leadership Matters. Later, when I worked for an epically bad leader, it helped me unpack workplace problems, and later still when I became an interim leader, it served as another type of sounding board. When I started this blog, I was literally alone. Yes, there were leadership blogs written for the business community, but there were few, if any, about the museum workplace. In fact, a decade or more ago, I would argue the field was actively engaged in NOT talking about working conditions.
Thankfully, that has changed. Today it’s a relief to share space with writers like Mike Murawski (Agents of Change,) Robert Weisberg (Museum Human,)and Paul Thistle from the country that’s friendly, foreign, familiar and near, and many more, including all those who confine their opinions to the Twitterverse, as well as organizations like Museum Hue, National Emerging Museum Professionals, and @changethemuseum. Together, I believe we all help change the culture of silence in the museum workplace. So with this good company, I’ve decided to take a tiny step back. Beginning February 14, Leadership Matters, will appear monthly on the second Monday of each month.
In keeping with my own pursuit of change–accepting, learning, growing–I realize there are other things I’d like to do on a weekend besides worrying my thoughts about museum leadership into a six-hundred word piece. So I’ll be here this week, next week, and then, going forward, monthly.
And now to some thoughts on work. Long ago, in another lifetime, I was a ballet dancer. Like many girls I took daily classes while trying to decide whether I had the courage and talent to move from avid student to something more. Clearly I didn’t, but that’s not the point. Ballet dancers–at least female ones–are used to pushing themselves beyond what’s normal. They are the people choreographers make pieces “on” as opposed to “for.” Their teachers and choreographers push and push, and feet bleeding, muscles aching, they take it.
I thought about that this week when I realized I’d reached the proverbial wall. Shouldn’t I know better? Yes, but since the beginning of January I had said yes repeatedly, often to things outside my workplace lane, and the result? It was too much and my work was suffering. And let’s not even talk about work/life balance.
There is some kind of masochistic pride in overwork, and like many workplace behaviors, I believe it’s gendered. Women are used to “doing it all.” They are the finders, the doers, the schedulers, the nurse, and while I’m sure there are households where work is equitably shared, they are often cook, maid, and primary child, pet, and elder minder as well. Those same skills show up in the workplace, where no matter their job description, women fulfill roles as schedulers, planners, cleaner-uppers, and counselors, all while trying to preserve enough brain space for a few big thoughts.
Let me pause here to acknowledge my own position of privilege. I’m White, reasonably well-paid, my children are launched, and I have a solid benefit package. So my hitting the wall is a hang nail compared to what some women cope with. McKinsey’s January report on Burnout for Women in the Workplace reports that the rate of burnout between women and men has almost doubled since last year. The Report also says that despite their own increasing weariness, women take action more consistently than men to fight it, all while–at the corporate level, at least–delivering results, but at a great personal toll. It would be nice to know how these trends and behaviors play out in the museum world, but even with a workforce that’s 50.1-percent women, the field seems disinterested in spending money on knowing what its workforce thinks.
If you’re a woman and a woman leader, what can you do?
- Keep talking. Speak with your colleagues–particularly women– your direct reports and those up the workplace food chain– about what you’re experiencing.
- If you’re a leader, acknowledge women who do extra work, whether it’s workplace housekeeping, mentoring and counseling or logistics and planning.
- Look at your HR policy. Policies aren’t one and done, they need to grow along with your team and your organization. If it’s been awhile, work on your HR policy.
- Acknowledge how the current health crisis may propel your organization into a talent crisis, and what the costs might be.
- Many museums want to diversify their workforces, but be alert to how being the only BIPOC woman can put a new hire in a space of otherness that as White on-boarders you never even thought about. Learn–which is a process, not something you get from reading an article–how to be an ally. Be a mentor, open doors, and explain the Byzantine rituals and culture of your organization.
- When you lobby this month for your institution and museums in general, remember to mention how important societal supports are for working women, like maternity/paternity leave, childcare, and oh, how about the gender wage gap?
1.8 million women have left the workforce since the beginning of the pandemic. As far as I know, until the Bureau of Labor Statistics comes out with its 2021 numbers this spring, we won’t know how the museum world has been affected. But you might. You might be a woman or know a woman, who’s feeling like this world she struggled to enter has let her down, and she doesn’t have the best-job-ever any more. What can we do to change that?
Be well, be kind, and do good work.
There’s a blizzard here in the northeast this weekend, and it’s hard to think about anything except comfort food, a heat source, and a good book. But despite the relentless wind, blowing snow, and the fear we may lose power, it’s time to say something, and ironically it’s something about moving forward despite the circumstances.
Self-care and wellness permeate the online world of information exchange, preaching to the choir as it reminds us what a huge emotional and mental health toll three years of COVID has taken. I’m about to add to that. If you’re a regular reader you know that since the New Year, I’ve been a bit obsessed with change. In considering change, I’ve also thought about what holds us back, individually, organizationally, creatively, physically and emotionally. What keeps us in place when we find ourselves paralyzed, procrastinating, and frozen, unwilling to disrupt the current moment, which, while maybe not perfect, is at least familiar? Sailors call this “being in irons,” when a boat turns into the wind and stalls. The sails luff and you’re stuck. It’s not good. The only way to move is to turn so the wind hits you sideways, into the sails.
So what can we do to feel the wind in our sails again? And more importantly, why are we holding back? Well, the short answer is probably COVID. Along with being a pandemic, COVID was also a change agent, highlighting faults, issues and problems in the museum world and in society at large. Maybe you remember your college literature classes where the novels were filled with change agents. Frequently, a character left or arrived, their addition or absence acting as a destabilizer. Characters went to war, were enslaved, ran away, or found themselves somewhere new. The point being that movement often prompts behavioral change.
But back to real life. For some, COVID provided an opportunity to move. Having discovered we could work remotely, if we were lucky, we moved sometimes in the company of family or friends. Some found new jobs. The act of physically separating took us away from old habits, offering, whether we realized it or not, a new beginning. If you experienced this, you may find yourself a year later, already looking back on the original lockdown as a hinge point. By providing time you never meant to take, by putting you in a new environment–even if that meant 40 hours a week at home instead of in the office–it offered a chance to think, and perhaps to think differently. But now, for what seems like the third or fourth time, we’re beginning again. How can we use what we learned and not hold back?
- Take some precious time and think deeply about the last two years: What did you learn? What do you want to hold onto? What habits hold you back? Is your volunteer work suddenly more meaningful than your career? Ditto your COVID hobby? Can you nurture it rather than see it subsumed by work?
- Did you learn to work more mindfully? Maybe you had to create space between your playroom, the kitchen table and the sink to work, and because uninterrupted time was at a premium, you had to plan. You may want to read this, yet another reason to let go of your devices for 10 or 15 minutes at the beginning of your work day.
- Shed Load: Borrow from the power companies, and learn to shed load. For many, the pandemic underscored what is really important as opposed to what seems important, both at home and at work. Try letting go of what’s not.
- Can you take the creative time you had at home to work? How would your colleagues react if they were encouraged to take time every day to think without devices in the room? Is that possible?
- Did you discover new subject areas during COVID? Did you read astronomy and Rumi when you used to only read history or material culture? What can you do with that? Recently I read a piece in The Atlantic called Your Bubble is Not the Culture by Yair Rosenberg. My favorite line is “But when critics lose sight of why most people consume culture, they start missing what makes most things popular. In their search for significance, they forget about the fun.” The same could be said about curators, yes? Can we just be regular folks and put collaboration ahead of significance, working collaboratively with our communities to build bridges between collections and community? We might discover our bubble isn’t our community’s bubble, and low and behold we might find the wind in our sails.
Be well, be kind, do good, and do good work.
Wednesday I was sitting in a doctor’s waiting room scrolling through email when an announcement for George Washington University’s Museums Today popped up. The title was 1,000 Ways to Reshape the Future of Museums with Mike Murawski, author of Museums as Agents of Change. I registered on the spot, which seemed appropriate since one of the things Murawski has encouraged his readers to do is reflect on their own relationship with change. Change is not something I adore, but encouraged by Mike’s writings and others, I am trying to live more in the present and not always anticipate the future as its own special brand of disaster.
Promptly at 6 p.m. Murawski appeared on screens around the globe. He opened by asking us to breathe while reflecting on an ancestor, mentor or guide who’d been important to us in our journey. He followed up by reminding us that for him (and for me too) museums are human-centered. I am old enough to remember when that would have been considered a completely wackadoodle thought. The immediate response would have been about the primacy of collections, their importance, and their meaning. A decade or more ago, museum humans’ only role was to be the air beneath the wings of the collections they served. A noble cause, but ultimately futile because it is humans–as care givers, people who see, people who love, people who bring their own stories, people who transform things–are the ones who make collections do their work.
As the talk continued Murawski reminded us to be disrupters, to celebrate the questioners among us, and to–where we can– break down hierarchies within our own institutions. So in that spirit, here are 22 ideas for creating change in 2022. What would you add? What would you delete? Share them here or with Mike.
- Consider cross-training both as a way to augment staffs decimated by COVID and by plummeting budgets, and as a way to increase understanding and empathy across your staff.
- Prioritize your HR policy: Does it reflect your organization’s values? If not, why not? Does it reflect life in 2022?
- Put your organizational values front and center. Are they something the staff knows about, talks about, lives and breathes? If not, why not?
- If you’re among the many museum folk preparing to advocate for the field in front of state or federal legislators, consider letting them know how important the American Families Plan will be to your organization in terms of parents, families and caregivers who make up your staff.
- If you’ve never done a gender equity audit, consider doing one now. Women make up slightly more than half of museum staff nation wide, and the gender pay gap remains a critical and unsolved problem.
- Model praise for questioners and creative thinkers.
- Always say thank you.
- Support your colleagues. Build empathy.
- Support going outside. It’s 4 degrees where I am, but when it’s appropriate, take your meetings on a walk or out-of-doors.
- Take a page from Murawski’s book and begin a meeting with a breath. Or more than one.
- Nurture creativity by looking at time. Are you and your colleagues always rushed? Are you ever encouraged to sit and think? If not, can that change?
- Make sure planning meetings include your colleagues across the spectrum so doers, not just deciders, are in the room.
- Work to make discussion equitable.
- Stand up and advocate when a colleague is bullied or harassed.
- Consider how your organizational values connect with your larger community? Does your museum help with issues around citizenship, food insecurity, childcare, or the environment? What would that look like?
- What work have you done recognizing historical and implicit biases ingrained in your catalog, in the narratives dominating your collections, and in the presumption of privilege permeating your organization?
- How does your museum or heritage site work against neutrality? When was the last time you took a stand?
- How is your museum or heritage site working to recenter its whiteness? See also La Tanya Autry’s recent article for more questions.
- How do new ideas germinate at your museum or heritage site? Is it an easy path or a risky one? Does everyone from security and housekeeping to curators understand how to broach an idea?
- Is your staff is safe, and do they know what to do if they’re not.
- Are your colleagues are seen?
- Are they are supported?
Be well. Be kind. Do good work, and do good at work.
There is a saying that we’re all dying, just maybe not today. Something similar might be said about the nonprofit/museum workplace, that we’re all looking for a new job, just maybe not today. Unless you see retirement’s taillights gleaming in the distance, I would hazard a guess that everyone else has their periscope up more than they’d like to admit. It’s a way of day dreaming, of trying on new professional identities. Is that museum really as pleasant as it looks in the photos? Is living there a lot more expensive? Could I do the job? Could I move? What about my partner, children, parents? Is it reasonable to think about a new job in the middle of a COVID spike?
But the fact that a lot of us look casually or seriously isn’t the point. It’s what drives the looking: curiosity, better pay, new goals, a change in a partner’s position are likely a few of the positives. People also seek new jobs because they’re miserable. Maybe they are harassed or bullied at work; maybe their work is monumentally boring or maybe they work for a control freak where their only creative choice is choosing lunch. In fact, if we believe Resume Builders recent report, 23-percent of currently employed individuals plan to find a new job in 2022. Another 9-percent already have new jobs, while an additional nine-percent will retire. That’s 41-percent of sturm und drang, which is a lot of workplace churn.
And then there is this: In addition to all the other ways it’s complicated the museum workplace, COVID has tightened budgets to the point where many people do their original job, plus bits and pieces from staff who resigned or retired, leaving current staff with a constant feeling of whiplash. There is a direct connection between the speed with which those additional tasks become permanent and a staff member’s ability to perform them well. Succeed and they are yours forever. Fail, and you’ll get additional tasks as leaders spitball work at the overtasked. Funny thing though, these random tasks are most often assigned to the so-called rising stars, the driven, the scarily competent.
Then why do the leadership–otherwise known as your organization’s deciders–always seem surprised when those same scarily competent people look elsewhere and leave? Do they really think having a job that’s like a daily game of Jenga is the way to entice talented employees to lean in? Have the deciders forgotten that overloading current staff–even if it’s only until COVID is over–means they may loose staff in whom they have an investment? How does it make sense to have a multitude of tasks that need filling, but say you’re in a hiring freeze, and yet it’s the addition of those same tasks that cause current staff to look for work elsewhere, putting the entire HR picture into a kind of death spiral? Where’s the logic in not being able to hire for work that needs to be done, but allowing that to put you in a position where you loose staff with training, institutional history, and talent precisely because you’ve overloaded them? And it’s not like hiring doesn’t cost. At a minimum, it’s a time suck. Even doing 75-percent of a search on Zoom, you still need to bring finalists to your heritage organization or museum, and that costs money. Sometimes a lot of money. And then there is the time current staff invest in searches, in mentoring, in training, and onboarding. Time taken away from their already overloaded to-do lists.
So what do I think the deciders should do? Well, in a perfect world, communicate up so trustees understand the organizational employment picture. Make sure they’re clear about the costs associated not just with hiring, but in keeping talented, engaged, creative, competent staff. Make sure they understand that not hiring brings its own costs, and further, that an individual who is depressed and dissatisfied because their job mutated because of a staff freeze isn’t a bad person. Wanting to do what you were hired to do isn’t a character flaw. I’m not saying one conversation or even a series of conversations is a panacea, but at least when you have those conversations you’ll have something to report when you communicate down or across to your colleagues and leadership team. And that’s key. You’re asking for sacrifice in a situation that’s gone on for two years and shows no sign of let up. Your colleagues need to understand that a) the shared sacrifice applies equitably (even to the leadership), and b)what the organization’s plans are for moving forward.
- If you have an HR person, consider involving them in discussions regarding future planning. Ditto your CFO. There is more to both of those jobs than the bottom line and benefits.
- Make sure your board and your CFO understands a hiring freeze can lead to loosing staff, and what a talent drain means in terms of both overall expenses and your brand. If you emerge from the COVID years, a pale imitation of your former self, unable to hire the talent you once had, will the hiring freeze be worth it?
- Emphasize or re-emphasize your organization’s core values. Does the combination of freezing some positions while overloading others fit your organizational value statement? If not, this might be the moment to talk about it openly and transparently.
- Is your hiring freeze global or does it apply only to new positions? Whatever decision you make, be transparent about it, and stand by it. If you suggest it only applies to new positions, and then refuse to back-fill an existing position, your ability to maintain trust can be sorely damaged. Why should staff believe you moving forward?
- Your staff and your colleagues aren’t stupid. Explain the why. If you’re an organization whose endowment grew during COVID, and yet you’re still tightening your belt, explain why. Again, trust your staff to listen and ask questions.
- Be authentic, truthful and honest. Offer a future check-in. If the bulk of your money comes in between May-September, set a meeting now for early October to update colleagues on staffing.
COVID continues to damage the workplace as it damages families and individuals. If there is any lesson to come out of this period, it’s that we need to be truthful with ourselves, those close to us, and our workplace colleagues about our capabilities both individual and organizational.
Be well, be kind, and do good work.
I want to begin this post with a brief comment about this blog. It’s called Leadership Matters after my book with Anne Ackerson of the same name. If you’re a regular reader you know this blog isn’t only for people in leadership positions, nor is it written only for folks who believe in leader-modeled leadership. Instead, it is for humans who understand change begins with you, no matter where you are in the museum food chain or as Halla Tómasdóttir, former Icelandic presidential candidate put it, “”There’s a leader inside every single one of us, and our most important work in life is to release that leader.”
Those of you who know me or who read this blog weekly, know I suffer from a bit of an organization streak. I love lists. The strikeout feature gives me chills. My love language is planning. I am happiest when it feels like the future is laid out, and might actually move according to plan.
In the workplace, these attributes sometimes win you kudos because you appear organized and forward thinking. In some cases that may be true. You finish the project on time. You come in under budget. You don’t drive your colleagues mad by changing your mind every few seconds and never having a plan. You are orderly. You may be this person or you may know this person. If so, you should have no trouble imagining what COVID has done to them, myself included, because COVID is the great unsettler.
I have two exhibits waiting in the wings. One which focuses on generosity and justice, with a nod to Darren Walker, and another explores the color blue as mood, hue or symbol through the work of 24 contemporary artists. Needless to say, COVID lurks in the background of both like a fault in the earth’s plates. From paint, to plexiglass, to gas prices, to the very presence of other humans–And what artist doesn’t want or expect an audience for their work?–to staffing, there’s literally nothing COVID hasn’t messed with. If you’re a planner, COVID redefines the word disruptive. You find yourself planning not just for one future, but for many. If this happens, I will do this, but if something else transpires, I need to do that.
The Generosity and Justice exhibit was supposed to follow our school community’s Martin Luther King Day activities. The day, traditionally one of no classes, dedicated to exploring the man, his mission, and Black culture as a whole, was derailed by a post-winter-break quarantine. Changing a date in the age of COVID means working around completely unreliable schedules because thanks to the Omicron variant, at any moment one or more staff could test positive while not feeling actually sick. So what do you do? You plan for all the possibilities you can imagine, and the future becomes not a path ahead, but a hydra headed beast.
I think we’re way past the age of the hero leader, the lone individual who works everything out in the sanctity of her office before sharing decisions with her staff. Successful museum leaders in the age of COVID are the ones who say “I help lead the blah de blah Museum,” not “I run the Blah de Blah.” In a world that’s continually changing no single human can master everything they need to know. They depend on a team to navigate the volatile nature of the pandemic world. So what does that mean for people like me who adore planning for the future, and really love having those plans work out? I think it means:
- Living firmly in the present because no matter how much you want the future to comply with your wishes it likely won’t. I mean did we ever think there would be a time when our loved ones could be hospitalized and die without our being there?
- Working to protect our teams so they feel safe.
- Working with our teams, creating a variety of answers to every problem so we can pivot, maybe not happily, but easily, knowing there isn’t one path, but several.
- Acknowledge our mistakes speedily and publicly to earn trust and thus increase colleague’s feelings of safety.
And for those, like me, who live for checking the box, living a little more in the present, with all its possibilities, might not be the worst thing.
Be well, get boostered, keep your colleagues safe, and do good work.
We’re only a few days into the New Year and already it’s deja vu all over again. In fact, if I were cleverer this is the moment to cue the music and hear “COVID is Here to Stay,” to the tune written by George Gershwin and made famous by Tony Bennett and Diana Krall. I mean doesn’t it feel like….???
In time the Rockies may crumble
Gibraltar may tumble
They’re only made of clay
But COVID is here to stay.
It’s hard to believe this winter could be more difficult than the spring of 2020, but it may be. This week I read an NPR article quoting Gaurav Suri, a computational neuroscientist at San Francisco State University who studies how humans make decisions. Suri says humans are tuned to make decisions around stability, not surrounded by rapid-fire change. No kidding. And you don’t have to be a neuroscientist to know uncertainty makes us anxious. That, coupled with the real-life possibility of giving or getting the COVID virus, makes life super stressful.
How are museum and heritage organization leaders supposed to lead when everyone is constantly on edge? How can we keep work from becoming a relentless marathon of worry and anxiety as we spend days trying to do our jobs, often in new ways, while trying not to get or spread the virus? There are likely a million different answers to that question, but one might be to make 2022 a year for workplace wellness.
Not everyone can follow the Cincinnati Art Museum’s lead and press pause, but it is a great example of how an organization prioritizes staff health and wellness. It’s especially farsighted since it now appears many organizations will need to either reduce visitation or close entirely this month. CMA is closed from January 3-12 and staff is fully compensated. According to the article, the museum suggests employees “choose to reconnect with family or work in a food bank, this pause allows us to grow individually while we all grow collectively.” Awesome, right? Not only because it acknowledges what staff gave their community over the past 18 months, but because it says CMA prioritizes staff well being, not just as productive museum educators, exhibit designers or shop sales assistants, but as good-hearted humans.
Maybe you can’t institute an organizational wellness pause. Maybe no one would listen even if you suggested it. So…. what can you do instead? First, start with yourself. As a leader, do you model wellness and self care? Think about how hard it might be for staff to ask a leader (you) for time off when you arrive early, stay late, send after-work emails, and seem permanently stressed. So start by modeling personal self care coupled with some sharing and transparency.
Sharing doesn’t mean an exhaustive account your toddler’s gruesome stomach virus, you and your partner’s lack of sleep, or how food makes you vaguely nauseous, yet you still soldier on. Instead, it might mean saying “I have a sick child, an exhausted partner, and for the next two days I’ll be leaving early. Please let me know if you find yourself in a similar position.” And remind everyone that the rules from when they were in day care or kindergarten still apply: Even if you don’t have COVID, stay home for 24 hours after a fever or vomiting.
Think about taking meetings out of doors, while walking, if possible. Many of us work in beautiful places. Encourage your team to take 15 minutes a day to walk–inside or out–to change perspective or feel the sun on their face. Even walking to a favorite gallery or room in a heritage site and doing some slow looking can help break the relentless cycle of stress, more stress, crabbiness, repeat. If it helps, encourage staff to listen to music. Some organizations have a room for quiet study, where staff can retreat when they need uninterrupted me-time to re-focus and regenerate. And encourage staff to share anxiety-coping ideas with one another. For example, begin a meeting by asking everyone to share an app, a tool, a practice for stress relief that works for them. Supporting one another is increasingly important as the workplace fluctuates between home and office, causing the personal and professional to overlap in ways it didn’t prior to the pandemic.
I say this often, but if you lead an organization, as opposed to a team, when was the last time you looked at your HR policy? Sometimes small changes mean a lot. Does your policy offer personal time off (PTO) as opposed or in addition to sick time? Offering sick time as the only way NOT to come to work is different from providing personal time-off. PTO gives employees the agency to make their own decisions, something every adult needs. Granted paid sick time off is better than no time off, but why should an HR plan encourage employees to be less than truthful? And if it’s a choice between coming to work feeling stressed over leaving a sick family member or losing pay, what do you think employees do? They come to work stressed and quasi-sick. They aren’t their best selves, and they open the door to making others sick, not just with COVID, but with everyday viruses as well.
Whether you’re dealing with staff who are clinically ill, caring for others, or weary and stressed, you need some self-understanding. To return to neuroscience, remember what Brené Brown says about connection: “Shame is the fear of disconnection,” and we feel shame when we think we have to explain we’re not up to the task. Brown says we all feel that we’re not enough. We’re not thin enough, fit enough, smart enough, cool enough, and on and on. Yet people who have a strong sense of love and belonging believe they are worth it. Some how they learned vulnerability makes them beautiful and necessary. Brown reminds us we can’t treat others with compassion if we don’t treat ourselves compassionately. If you haven’t heard her Ted talk on vulnerability, start your New Year with that. Start with not being certain, start with being compassionate, start with being whole-hearted. It won’t end COVID, but it will help take your team through what promises to be another challenging year.
So…begin 2022 by making sure your HR policy provides a structure for empowerment on the part of your employees. If you’re into New year’s resolutions, make one about finding the courage to access the vulnerable part of you, and give it a little daylight. And then take that courage and compassion and pay it forward. Your colleagues, your team, your staff will thank you, and they will pay it forward too.
Be well. Stay safe. Get your booster. Wear your mask. Do good work, and despite the mess the world is in, or maybe because of the mess the world is in, I hope 2022 is a year full of creativity, kindness, and compassion for all of you.
In 10 days 2021 will be in the history books and we will be living 2022. At the moment though, with Omicron duplicating, it feels like a meaner, angrier version of 2020 where every choice demands serious thought. Should I go? Should I stay? Are they vaccinated AND boostered? How much do those home tests cost? What was my life like the last time prices were this high? And on and on.
Today, I went back and read my final post from 2020. In it, I laid out five ways I hoped to make change in the coming year. They were:
- Be the point person for a director search that starts by recognizing implicit bias, conducts an equitable search, resulting in a diverse, creative candidate who challenges us in new ways.
- Continue to diversify our collections, art, photography and rare books, through acquisition and in cataloguing language.
- Continue to shift our organizational lens so white privilege isn’t always center stage.
- Grow empathy.
- Nurture creativity.
Although I don’t feel hugely successful, I did, weirdly, succeed in at least three out of five. We hired a new leader, someone who’s smart, kind, empathetic and supportive. Having worked for someone who was none of those things, I can tell you it makes a huge difference. I continue to work at acknowledging and then shifting my own white privilege so the lens is more inclusive and empathetic. I try daily to nurture my own and other’s creativity while also being empathetic. Creativity needs time, however, and some days it feels as though it is trapped on a container ship off the coast. The area of change that’s proved hardest is diversifying our collections mostly because turning that wheel means money. Our donors are often older, white and male, making them not always enthusiastic about building collections that are non-white and female. Nevertheless, it remains a written goal, and one that’s easy to point to when we’re offered a gift.
Over this year, I’ve written about workplace bullying and crying at work specifically for women because I believe they are sometimes caught in COVID’s crosshairs in ways men are not. I wrote about taking grief to work because this has been, and remains, a deeply sad year for me. I also wrote about creativity and trust, and I wrote about Nina Simon, who remains a she-ro for me mostly because she has the courage to walk away from all this museum stuff and write a novel. At least I think that’s what she’s doing because periodically I answer her probing questions on Twitter about one of her characters who seems to be about my age.
It’s time to say something about the coming year so here is my hope: My hope is that every museum leader, whether they lead a program or an organization, whether they lead 1.5 people or the equivalent of a small town, can, when they’re alone, say honestly and truthfully, “My staff is safe, seen and supported.” If that’s not true, if there are tiny things that need to be changed or great gaping holes, my hope is they make that sentence a truth in 2022. If your staff is safe, they are not harassed and bullied. Should they be, because you can’t control everything, you will have implemented processes to support and help them. If they are seen, they know you believe in them, in the person they really are, not some artificial version of themselves. And if they are supported, they are mentored, encouraged, and given space to be creative, no matter their assigned tasks.
If you–because you are important too–and your staff are safe, seen and supported, the constant gnawing need for self care will also lessen. It won’t be perfect. Life rarely is, but it will be a long way toward better. So think about what you need to do to move the needle toward those three simple words: safe, seen, supported.
I’ll close this end-of-year post with a poem. Given the space we’re currently in, we probably should read more poetry, and the title is fitting. In the meantime, be well, take care of those you love, and I’ll be back here in 2022.
Instructions on Not Giving Up
Ada Limón – 1976-
More than the fuchsia funnels breaking out
of the crabapple tree, more than the neighbor’s
almost obscene display of cherry limbs shoving
their cotton candy-colored blossoms to the slate
sky of Spring rains, it’s the greening of the trees
that really gets to me. When all the shock of white
and taffy, the world’s baubles and trinkets, leave
the pavement strewn with the confetti of aftermath,
the leaves come. Patient, plodding, a green skin
growing over whatever winter did to us, a return
to the strange idea of continuous living despite
the mess of us, the hurt, the empty. Fine then,
I’ll take it, the tree seems to say, a new slick leaf
unfurling like a fist to an open palm, I’ll take it all.