The Year in Review: 2016 (Plus a Look Forward)

new-year-jump

Dear Friends, colleagues, readers,

2016 was a year of unending politics, the unexpected deaths of cultural icons, enough global warming to open the northwest passage, and way too many police shootings. Yet here, in the calmer waters of Leadership Matters, we continued to grow. We more than doubled our views, moving from 23,529 in 2015 to 55, 723 in 2016. Although most of our readers live in the United States, people around the globe, from Russia, India, Canada, Uzbekistan, Malta, Greenland, Rwanda and many, many more, continue to find us. Wherever you are, thank you. We’re honored to be part of a community of concerned, open and interested museum leaders.

If you are new to Leadership Matters, here are some of our most popular postings for 2016: Museums and the Salary ConundrumThe Salary AgendaThe Top Ten Skills for Museum LeadersDo Museum Staff Work for Intangibles?, and When You’re Not a Museum Leader: Seven Ways to Act Like One.

And we didn’t just write blog posts. We finished the manuscript for Women in the Museum: Lessons from the Workplace, which we expect will be published by Routledge in May 2017. We spoke at AAM in May and NEMA in November. We worked with a group of like-minded colleagues to found Gender Equity in Museums Movement or GEMM, and to release the GEMM call for action which you’ll find in a pdf on the right side of this page.

Suddenly it’s a new year, and we have to do it all again, only differently, with equal or more imagination and energy. So we thought we’d begin with a quote from Lin-Manuel Miranda, the force behind the award-winning musical Hamilton, taken from The Daily Beast, December 27, 2016. Miranda was asked about the soul-crushing (for some) results of the presidential election. Here’s part of his answer.

But I woke up with a very pronounced case of moral clarity. In addition to the disappointment, it was like, oh, this does not change the things that I believe in. The things that I believe in that this candidate doesn’t means we’re going to have to fight for them. You don’t want to go backwards when it comes to our LGBT brothers and sisters; you don’t want to go backwards when it comes to the disenfranchisement of voters of color. We have to keep fighting for the things we believe in, and it just made that very clear: I know who I am, and I know what I’m going to fight for in the years to come. That felt like the tonic of it.”

We love this answer. It responds to the sadness many of us felt having ended up on the losing side of the Electoral College, but it acknowledges the hope and the energy that museums need to move forward, meaning if you’re an engaged leader of a value-driven organization that’s plugged into your community, you will move forward. You must move forward. You will fight for what you believe in–in museum offices, exhibition spaces, historic sites, and in your programming–and that is a tonic.

How can being engaged with communities or working for equal pay for women of color, as well as queer and transgender colleagues in the museum field be a bad thing? And how about committing to raising museums’ consciousness about bias? Wouldn’t that be an important goal as well? And isn’t it about time all museums were value-driven? Values are not just something left to sites of conscience. Every community has things it cares about, and its museums (and their leaders) should reflect those cares.

So..as we look toward 2017, we’ll leave you with another quote from the poet Mary Oliver in her new book Upstream. “For it is precisely how I feel, who have inherited not measurable wealth, but, as we all do who care for it, that immeasurable fund of thoughts and ideas, from writers and thinkers long gone into the ground–and inseparable from those wisdoms because demanded by them, the responsibility to live thoughtfully and intelligently. To enjoy, to question–never to assume, or trample. Thus the great ones (my great ones, who may not be the same as your great ones) have taught me–to observe with passion, to think with patience, to live always caringly.”

Take Ms. Oliver’s words to heart. Bring passion to your observations, be patient about your work, and live with care for others especially your colleagues.

Be well and best wishes for good 2017.

Joan Baldwin


Counterintuitive or Ways Museum Workers Can Resist Bias at Work

confirmation-bias

We haven’t written an equity piece in a while, and given that in a few weeks when the administration changes in Washington, D.C., gender equity may move from the back seat to the way, way back, we thought we’d take a final opportunity to remind readers that we all bring biases to the office. Even in museums where we are uber careful to engage and embrace our community at the front of the house, bias may be alive and well in the staff room. And if your hair is starting to smolder, bias isn’t a gender thing, meaning it’s not something men do to women. It’s something we all do, whether we mean to or not.

Think of bias as a lot of small suitcases that we carry around with us. As babies and toddlers, those bags are empty. Over time, experience, our parents, our extended family, our peer group fill those bags. Some are packed with deep-seated angry thoughts with no basis in fact, some with yearning for particular individuals who symbolize larger issues, some with our ability to deflect and hide from situations that upset us. Don’t believe me? Try serving on a jury. It’s an excellent place to see bias at work. Why do you think there are jury consultants? Because whether we admit it or not, we judge people and situations all the time.

But isn’t just going to work difficult enough some days? You betcha. We all wish we had privately endowed funds that would permit us to work or volunteer on our own schedule. And don’t museum workers have enough on their plates? There’s raising money, raising more money, strategic planning, board building, being there for community in contemporary and meaningful ways, connecting to community, being catalysts for imagination and inspiration. And behind the scenes, away from the public, there is strategic planning (again), working in teams, reaching across disciplines and departments, saying thank you, and being respectful of colleagues. And yet through it all those little bags of bias accompany us.

Are you aware that taller people make between 9-15 percent more than their shorter colleagues? That blond women make 7-percent more than their brunette or black-haired peers? That overweight employees make less than their slimmer co-workers? This is especially true for women where extra weight costs women workers between $9,000 and $19,000 annually. It’s doubtful anyone hiring for museum positions would admit to preferring tall blonds who could be extras in Viking movies, but that’s the thing about bias, it’s not necessarily something we control. That’s why it’s called unconscious bias.

As museum leaders, acknowledging workplace bias is the first step in making it less of a problem. So here’s a Leadership Matters to-do list to send bias packing in 2017:

  1. Know yourself. Do you prefer one employee over another? Instead, spend time with the person you prefer less. Make an effort to understand them and their point of view. Identify your own bias so you can keep things equitable.
  2. Remember that as a leader you model behavior for your staff, team, department. Bias toward an employee may lead to the entire group isolating that person.
  3. Research shows that white Americans associate positivity with white folks and negativity with black folks. That may not be what people say they believe, but it is the result when psychologists test for implicit bias. If you’re a white American, unpack those bags before you interview, hire, or do an annual performance review.
  4. A lot of people are biased against women in leadership positions. That is not code for men don’t like women leaders, that’s a sentence that means a lot of men and women are unconsciously more comfortable with a male leader. You may want to take AAUW’s Implicit Association Test to help you sort out your own feelings.
  5. Know that having a diverse team or staff doesn’t eliminate bias. That’s how your staff looks. How they behave is something else. Self-awareness, empathy and understanding are all necessary weapons against bias. Work at developing them.
  6. You may think you’re a great communicator, but find out if that’s true. Provide feedback so you know whether your staff, team, department has the safety and sense of belonging it needs.

Leadership Matters will be back next week with a Holiday Reading List to tide you over until 2017. In the meantime, be well, and tell us how you eliminate bias in your museum workplace.

Joan Baldwin


5 Gender Myths and What Happened at NEMA

gemm-nema-conference-2016-editedAnne Ackerson, Marieke Van Damme and I spoke at the New England Museum Association Wednesday morning at 9 a.m. Our title was Women|Museums: Lessons from the Workplace, and we were among the opening sessions of NEMA’s 2016 meeting in Mystic, CT. We expected to begin our program buoyed by a Clinton victory the night before. We counted on Clinton piercing the proverbial glass ceiling until sometime around midnight when clearly a different choice was underway, a fact confirmed when we woke much too early to the news of a pending Trump presidency.

When we began our program, the mood was somber, as if we’d all partied a bit too hard the night before, which, of course, we hadn’t. After introducing ourselves with a little story telling, we walked the group through five myths of gender in the museum world. Here they are:

  • Feminism is all about women being in power.

  • The contributions of women in museums are self-evident.

  • The salary disparity between male and female museum workers is a thing of the past.

  • There are so many women in the museum field now that gender equity will happen on its own.

  • It’s not about gender anymore; it’s about race, sexual orientation and class.

Then we asked the group to discuss two questions: If they could send a message to their colleagues, institutions, professional associations and graduate programs about gender in the museum workplace, what would it be? And, what is the one thing they are willing to do to make positive change toward gender equity? Each table had postcards for participants to write messages on. There’s a photograph of them at the top of the page, but they also showed up on Twitter, Facebook and various analog spots throughout the meeting.

When the groups reported out, their remarks clustered around some important topics. The hiring process came under discussion as women questioned why they don’t negotiate job offers, and whether that is something that can and should be taught. One respondent pointed out that if you are simply happy to be chosen, you lose all leverage to negotiate.

The road to a museum career also came under fire, particularly the idea that in too many instances students borrow to go to graduate school, and then find themselves working in unpaid internships as part of some additional rite of passage, all so they can earn, at best, a modest salary. One group’s solution: there should be a field-wide refusal to work for nothing. In addition, participants want women to leave graduate programs feeling confident about traditionally male areas of focus like finance. Can’t read a spread sheet from the business office? Grow your skill set.

Sexual harassment in the workplace was also discussed with participants asking where staff at small museums can go when they need help or advice, and what the board’s role is in seemingly condoning workplace sexism. A participant quipped that Boston area museums still have a Brahmin attitude, meaning you’ve been allowed to be part of the boys’ club, now deal with it. And there was also a shout out for not just doing what men do, but finding new solutions to achieve the same end.

And towards the end one woman reminded us all to “Put on our armor and fight like Amazons.” Which brings us to where we were before the election. This fall we created an advocacy group, Gender Equity in Museums Movement, or GEMM. As yet, we have no official affiliation, but we are beginning talks with AAM to see how GEMM can support its equity agenda. If you’re interested in knowing more about our call to action, please read and share our platform paper, A Call for Gender Equity in the Museum WorkplaceIf it speaks to you, join us via email, twitter or Facebook. Let’s make museums the poster child for women’s (and that’s all women, not just white women’s) equity. We’re not giving up and neither should you.

And if you were out of the country, living off the grid or you simply stopped reading post- election, you may want to look at:

What Does President Trump Mean for Feminists

Hillary’s Concession Speech

SNL’s Cold Open Nov. 12

For Women, Glass Ceilings and Glass Walls

Joan Baldwin


Do Museum Staff Work for Intangibles?

intangible

Last week the Center for the Future of Museums (CFM) blog wrote about the museum workplace. Specifically their Tuesday post takes on the issue of   Volunteers and Museum Labor. The piece begins by referencing two earlier posts also about the museum workplace: What Is the Fair Market Value of a Museum Job? and the truly original Museum Sacrifice Measure. As a result, I re-read these two earlier posts.

I almost didn’t respond. We write about the museum workplace a lot here, and more specifically about museum workers, gender, and pay.  But I couldn’t stop thinking about these posts, particularly the one titled “What is the Fair Market Value of a Museum Job?” Here is what I struggled with: First, CFM asks “…why some people are happy with the sacrifice they made (lower pay) to work in a museum, while others aren’t, and in a bigger sense, what constitutes a fair wage for museum work?”

My question: How do you know who is happy? If you look at Joyful Museums, you discover that its creator actually tried to figure out whether museum folk are happy or not, and more importantly, why. Joyful Museums 2014 survey reveals that 88-percent of respondents defined work happiness as either engaging with projects and tasks or enjoying working with co-workers. Among the most happy were the Millennials and the Boomers. When respondents were asked how work culture (and remember this is museum work culture) could be improved, the list is long, but the majority believe they are not getting paid what they’re worth.

CFM writes, “I suspect many people in these roles went into museum work with a vision of the job based museum norms that were anointed as “norms” decades ago. Or they believed in a semi-mythical version of museum work that was compelling and attractive but never entirely true.” And yet according to Joyful Museums, it’s the Boomers who are by and large, happy. We suggest that it is the world that’s changed and museum workplaces have failed to keep up. It seems a dated notion on CFM’s part to think of museums solely as stewards of collections where people work and not workplaces where culture is cared for and interpreted.

CFM suggests fair market value is “is the compensation (cash + intangibles) an employer and a job applicant agree on when both parties are knowledgeable, willing and unpressured.” So if you’re job fails to offer either cash or intangibles it lacks fair market value? The museum world isn’t known as a high-paid paradise. A look at AAM’s salary survey confirms that. Does that mean if you’re poorly paid in comparison to the for profit world you make it up in intangibles? And what does that mean? We’re pretty sure it is not paid maternity/paternity leave,  excellent health care,  or on-site day care. CFM seems to believe that museum workers survive on psychological rewards–creativity, beauty, power, authority. Yet intangibles don’t pay off graduate school loans or write day care checks or car payments so that leaves us with a really dark view of museum workers. Seduced by beauty, history or scientific discovery, they took out loans, received the required degrees, and miracle of miracles found jobs where 88-percent of them say they’re happy.  And they’re living off fumes?

Here is what we think is missing with CFM’s argument: Museums are about meaning yet they remain traditional, hierarchical workplaces because we allow them to be that way. That isn’t the fault of the workers who have every right to enter the field with big dreams. But too often the beliefs we espouse in exhibition halls don’t extend to our offices. We collectively wring our hands about the lack of diversity in the field, but fail to examine long-standing hiring practices. Too many museum employees don’t make a living wage. And as the field reaches a tipping point between gender balanced and pink collar, we allow women to make significantly less than men. Our visiting public may dine on intangibles every day as it wanders galleries, zoos, and historic houses, but museum workers need an equitable, living wage coupled with adequate benefits. They’re smart enough to find the intangibles on their own.

Do you agree?

Joan Baldwin


Museum Salary Equity: If You’re A Woman, What Does It Mean?

eeo_pay_equityWe have written a lot about gender issues in museums on this blog, but the most obvious and also the most difficult is salary equity. Just in case anyone believes that in a field well on its way to being majority women that women are paid on a par with men, think again. This is a case where becoming a majority does not help unless everyone does something about equitable pay. And don’t get us started about how gender, race and sexual orientation influence salary equity. The gap just grows.

Don’t talk about how important it is to “diversify” your staff if you don’t address the salary equity question first. Whose problem is this?  Everyone’s. Those of you receiving your graduate degrees this spring and looking for a first “real” job, and those of you who are board members, HR leaders, directors and staff members.

So what should you do? Well, not to sound too woo woo, but it depends where you are in the circle. If the ink is barely dry on your degree, make sure you have done your research as your job search narrows. Use AAM’s salary survey. If your grad program doesn’t own it and you’re not an AAM member, find someone who is. They can access the 2012 survey for you online or purchase the current survey (2014) for $60. Several of the regional museum service organizations have also issued salary surveys. Guidestar recently published its 2016 compensation report.  With a $374 price tag, it’s beyond the reach of most individuals, but know that many nonprofit associations publish statewide statistics for the nonprofit sector.  Use them. Find the job area you’re interested in and look at the salary range. Then use the MIT Living Wage Calculator to figure out how expensive it will be to live in a particular area. An acquaintance of mine is a finalist for an assistant director position at a big non-profit in Washington, D.C. It’s a chance to work with a mentor and she is one of three semi-finalists. She’s thrilled as she should be. Using the MIT Calculator, she will need to make $32,000 just to meet her expenses (fifty percent of which will go towards housing), and that list of expenses does not include school loans or lunches out or drinks after work or incidentally an apartment with a high charm quotient. If you are looking at jobs in less competitive markets, your living wage will be lower, but so will your expenses.

If you already have a job, but are looking for a new one, you will want all the same information; however, when you get to the interview stage, don’t provide your previous salary information. The relative wealth and culture of your previous employer and its failure to pay you adequately or not isn’t relevant when it comes to your job performance. (If you’re lucky enough to live or interview in Massachusetts, the new pay equity law which goes into effect in 2018 will prevent employers from asking about your previous salary.) And, if you are asked, all your research into cost of living will pay off when you turn the question around and tell the interviewer the salary range you are interested in. Whatever you do, don’t start to negotiate and than back down. There is only one sweet spot, and unless there are a dozen family and personal reasons to say yes, don’t. Your dream job won’t be your dream job if the only rent you can afford is a 40-minute commute away from work, so be prepared to say no thank you if you don’t get the offer you want.

What about women who suddenly discover they’re grossly underpaid? Say you run into the man who had your job before you and find out he was paid considerably more than you are. What do you do? Don’t rush into anyone’s office. Take a breath. Pull all your research together: for the working world, for the field, and for your organization. Ask for a meeting about your job performance. Presuming the results are positive, then reveal your discovery. If your board, CFO, director or HR person says no to a 20-percent raise in a year (assuming that’s the gap) see if you can get it guaranteed at 10-percent annually over two years. Remember, your base salary haunts you forever, prompting future raises, driving Social Security and retirement packages. If they say no absolutely, clearly it’s a red flag.

And what if you’re a board member, director, CFO or head of HR? We presume you believe in gender equity; and that you want to govern and or lead an equitable organization. What can you do? Figure out what the salary imbalance is across the staff, and how long it might take you to even things out. Create a values statement and a wage equity statement so gender equity becomes part of organizational policy. And let people know. Issue a press release, do a session at your regional service organization’s annual meeting. Taking a stand on these issues is rare. Heck, even acknowledging them is rare. How could it possibly hurt a museum, historic house or heritage organization if women knew it was committed to paying equitably? If the worst that might happen is that you are besieged with applications from bright, talented women (and men) who want to work for you, is that a problem? But we have huge capital problems and deferred maintenance you say? Maybe, but if your staff is unfocused and surreptitiously looking for work during the work day, they aren’t happy and you’re not getting your money’s worth. Get the best staff you can afford. What staff member does less for an organization after a salary bump, especially one tied to universal values?

Is your organization committed to a gender equitable pay scale? Write and tell us your story.

Joan Baldwin


Museums, the Gender Question and You

Gender on Pedestals

In May I attended the Connecticut League of History Organizations (CLHO) annual meeting. In November, Anne and I, along with our friend Marieke Van Damme, go to the New England Museum Association’s  (NEMA) annual meeting. According to the Bureau of Labor statistics if we could put everyone who works for a museum in one place, there would be 353,000 of us. If given a binary choice–46.7-percent of us–would identify as women. At meetings and conferences like CLHO, NEMA and huge events like AAM, there are a lot of women, and that visual makes many people believe our gender issues are solved. Done. Finished. There are so many women, what’s to complain about? We’ve arrived. Life is good.

We don’t believe  that’s true, and before we say why, indulge us. We’re going to digress. Every week new readers find this blog. As its writers and designers, our focus is on what we’ve written most recently, but readers troll the archives looking for topic headings that interest them. Sometimes they comment. This week we received a comment from a women in response to the post “Can Museum Women Have It All?” It’s a heart breaker. If you’re inclined, you can scroll the 21 other comments for that post, some funny, some angry, some hoping for change. And if you’ve read it, you’re probably thinking, this woman’s problems are her own and don’t have anything to do with her job, whether it’s in museums or not. Yes. Sort of. Yet a field with notoriously poor salaries, especially for women, and more particularly, weak benefit packages, can leave anyone with family responsibilities (and I don’t just mean children) on the ropes.

Here’s what we believe about the gender question. A growth in population in a particular field doesn’t mean a problem is solved. Open doors don’t mean as much as we want them to–just think about museums and race. Fine to say we hire everyone, but oh, guess what? You need a graduate degree? How hard is that? Very, depending on your circumstances, and whether it’s intended to or not, it acts as a sifting mechanism.

But back to gender. A surfeit of women simply means more women in the late twentieth century invested in graduate school and found the museum field, but it doesn’t guarantee job equity, no siree. Think things are good where you work? Maybe they are. But ask yourself if your museum has the following:

  • An organizational values statement.
  • A board that has ever discussed any aspect of gender for any reason–organization, staff, exhibitions, board composition.
  • An open salary scale, committed to avoiding bias and to equitable pay.
  • Vacation and personal time off that allow staff to care for families and themselves when they are ill.
  • Paid maternity and paternity leaves that allow parents to compete more equally in the job market.
  • A private space for nursing mothers that’s not a bathroom stall.
  • Flex time for staff.

After reading that list is the thought bubble over your head full of –but we have no money for paid leave, and my board would never discuss gender; it wouldn’t know how, and how can you have an open salary scale when your staff is tiny, and, and, and? Stop. Is it so radical to think about making museum human resources the center of a conversation? How might your workplace change if staff were less stressed about family and more focused on work? Think about the time lost when staff (or young directors) leave and the organization needs to re-group, re-hire, re-train. Grapple with the idea that your organization may require a master’s degree to apply, but pay less than a for-profit administrative job where a college degree isn’t required.  Understand that your organization will never have a diverse staff if your job advertisements and subsequent job descriptions are best suited to someone with little graduate school debt and a well-off partner who provides benefits.

These are not problems you or your board will take care of in a day, a week or a month. But a willingness to acknowledge a problem and start down the path toward change will make the field better for everyone. Don’t wait for business to solve this problem. Let’s make museums the place that addressed the gender issue first and worked to solve it.

What are you doing to make museums better, more equitable ,workplaces?

Joan Baldwin


Gender Equity: You Can Help Museums Be Leaders on the Equality Front

gender equity

In a summer that’s seen a White House Summit on the United States of Women, the first-ever nomination of a woman candidate for president by a major party, and the President penning an op-ed on his own feminism for a national magazine, isn’t it time the museum world got on the bus? Can you imagine if museums were the gold standard for gender equity in the non-profit world?

Wouldn’t it be remarkable if museums–that are on the cusp of becoming a pink collar profession or one dominated by women and beset by low-paying, undervalued jobs–reversed course and went out of their way to become leaders in gender equity? For over a century the heroines of this field, from Laura Bragg to the Hewitt sisters, to Susan Stitt, and more recently Elaine Heumann Gurian, Adrianne Russell and Monica Montgomery, have worked tirelessly for inclusivity. Each worked or works within her own time and culture, but the goal remains the same: Museums are for all, visitors and employees. Wouldn’t it be stunning if rather than being places where only those with entitled parents or partners choose to work, museums were an example to all non-profits for their policies about equal pay, paid sick leave, paid family leave and child care?

If you are a museum leader, board member, teacher in a graduate program or an employee, consider what you can do to further the field’s gender equity goals within your own organization. That may mean looking at everything from recruitment and hiring policies to work evaluation, to workplace tone, and mentoring.

As a result of our session, “What we talk about when we [don’t] talk about women in museums” at the 2016 American Alliance of Museums conference in Washington, DC in May, Anne Ackerson, Jessica Ferey, Marieke Van Damme, and I want to continue the conversation about gender equity in museums. If you’re interested too, we would like to hear from you.

If you missed our presentation, you can purchase the session recording here.  (Since a good chunk of the session was audience conversation and report out, the recording might leave you wondering what was happening for 30+ minutes!) But, you can access a free copy of our slides here.

Want to Join in the Equity Conversation?
At AAM, we also discussed the idea of bringing back some kind of women’s caucus–first launched by Susan Stitt in 1972– and we’re continuing to talk about this. One of our ideas is to create a Gender Equity Committee (GenComm) in the coming year. If you would like to help,  please fill out this short contact form and survey, and be sure to tell us what a group like GenComm, if initiated, could do for gender equity in the museum workplace.

Once we’ve heard from everyone, we’ll be back in touch with updates about the the way forward. In the meantime, feel free to email us with any questions, comments, or ideas!

Enjoy the last weeks of summer,

Joan Baldwin with Anne Ackerson, Jessica Ferey, and Marieke Van Damme