How Do You Track Accomplishments and Make Meaning from Them?

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When someone asks what you do, what do you say? If you’re a curator, an education curator, a digital curator or museum director how do you explain your job to your great aunt or that family friend whose children are surgeons and investment bankers? And having explained your work life in two sentences and gotten a look of pure puzzlement, do you know what you actually do? By that I mean, do you have any sense of what you accomplish in a given day, week or month?

My colleague Anne Ackerson does. She has an accomplishment jar on her desk. Every time she completes a project or does something worthwhile, she drops a piece of paper in the jar with a note about the accomplishment. On New Year’s day, she re-reads her year through the lens of jobs well done. I am not so organized, but I work for a large organization that requires weekly reports, bi-annual check-ins, and annual performance reviews. But even with all that reporting take it from me: It’s possible to think about your job only in generalities or worse–and this is very, very gendered–to see it only in terms of what you haven’t accomplished. The result? It’s easy to lose sight of what you’ve achieved.

Why is this important? First, seeing progress is a morale boost. At the end of a bad week, it can seem as though the needle never moved, and you accomplished nothing. And that same week can feel so long that activities completed Monday may have disappeared in a fog of what went wrong by Friday. Plus, how often have we talked about leadership and self-awareness in these posts? A lot. And what is an accomplishment review except an acknowledgement of your strengths?

In 2011 two Harvard Business Review researchers, Theresa Amabile and Steven Kramer,  looked at how the for-profit world drives innovation. Focused on individuals on the creative side of things, they asked 238 individuals at 26 different companies to answer a daily email about their workday ups and downs. Data from 12,000 emails yielded some important conclusions. First, workers are more creative when they’re happy, and that happiness spills over to colleagues and to the organization itself. Second, they discovered that many of their subjects’ “best days” directly correlated with days when there was perceptible progress on a given project by them or their team.

It’s tempting to conclude that happiness comes with the conclusion of a project–the moment when Anne drops the paper in her Accomplishment Jar–but that’s not what Amabile and Kramer’s work showed. In their study, it was the small wins, the daily movement of the needle that brought happiness. Understanding and charting those small wins over time is important in understanding our own sense of accomplishment.

What can you as an individual do?

  • Make a chart: Divide your work life into its major headings–collections care, team management, professional development, and list the things you’ve done each week, month or year. Or just use a jar. But be sure to remember to empty it and read the contents.
  • Progress and a sense of accomplishment are intimately linked to creativity. Do you have a job where you check your brain at the door? Then look for ways to raise the creativity quotient. Chart your accomplishments in your off hours–miles run, words written, volunteer hours logged.

And if you’re a leader?

  • Check-in on your employees, don’t check-up. Look for what’s holding them back, and see how you can help. Remember that leaders remove barriers. Be a resource not a sheriff.
  • See work as iterative. We learn, we accomplish, we get better at what we do. Don’t make one-on-one meetings a laundry list of work yet to be done.
  • Use the  progress checklist from Amabile and Kramer @ HBR:

Remember this equation: meaningful work+clear and reasonable goals=workplace happiness=creativity= meaningful work.

Yours for accomplishment,

Joan Baldwin

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Museum Women: Take Care of Yourselves

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This is for all the museum women out there because, to be honest, you do a crap job of taking care of yourself.

It’s almost the end of the year. If you’re in academia, you’re either taking exams, finishing papers or grading them. If you work in development, it’s the annual nail biter where you find out if people like your organization more than last year. For some of you it’s budget season or planning season or holiday no-school programming season. Wherever you look it’s stressful. And somehow we women are excellent at owning stress–ours and everyone else’s. Why is that?

As we reach toward the third decade of the 21st century, you might imagine that for women at work things might be better than they were 70 years ago. Not really. According to the Bureau of Labor Statistics, 74.6 million women work, an increase of 24-percent since WWII; 40-percent of women in the workforce have college degrees; and one in three lawyers are women. Okay, you say, what’s so bad about that? It sounds like progress. And it is except that: Women are the primary or sole earners for 40-percent of households; women are more likely to stop working to care for an elderly family member; the United States is the only industrialized country without a national paid leave policy for mothers; and women are paid less. According to the Brookings Institution’s Hamilton Project, “after adjusting for factors like labor force experience, union status, race and ethnicity, and occupation, much of the gender wage gap remains unexplained, suggesting that labor market discrimination plays an important role. In fact, almost 60 percent of women would earn more if they were paid the same as men with equivalent levels of education and work hours.” All of that is stressful, and that is before you add in the peculiarities of individual circumstance.

Last week our students completed emotional budgets. Essentially they are maps of what’s going on in your life. They chart how you spend your time. They are as different as the people who make them. Some are computer generated pie charts that could have come from Google. Others are the size of wall maps and decorated with glitter. Why do them? Sometimes it’s useful to put your life down in color and confront the fact that if 50-percent of your time goes to your soul-sucking job, 25-percent to being a parent; 20-percent to partner and home, then there is a measly 5-percent left over for you.

And don’t think it doesn’t matter. We all need more than 5-percent. Life is challenging and so are museums. That’s part of why we like working in them. But poor self care makes you mean, and sometimes cranky, and if you’re not nice at work you get a reputation for impatience and snappishness. So what to do? Here are five things to think about as we roll toward the end of 2018.

  1. You need to take care of yourself. You, your family, and your friends will all benefit from a happier, healthier you.
  2. Put your health first. Somehow women don’t. It’s something embedded in our DNA that says, I can do this. My temperature is only 101. I haven’t pick one: (thrown up, cried, coughed up a lung) for at least an hour. No you can’t. Stay home. Ask for help. Take care of yourself.
  3. Give yourself some alone time. Even if it’s only a short walk in the middle of a work day, take time alone. Let your thoughts settle. Regroup.
  4. My mother used to have a little note near her phone. This was the era of landlines so the phone never moved. The note said, “Say no.” I thought it was hysterical, but in retrospect, we all should have that note. It’s your internal monitor that says, I don’t have time, energy or the skillset to do that. (It also might say, I’m not going to enable you, you do it.) It’s a learned skill to say no nicely, and not to judge yourself for bowing out.
  5. Make a tiny change. Promise yourself that in the coming year you will do something different that’s just for you. Don’t make it so grandiose that it feels impossible, make it doable. Try a new recipe once a month. Walk every day that it’s sunny. Read a poem before bed. Whatever floats your boat and is for you.

And last, be helpful and supportive to your women colleagues at work. Everyone has bad days. Learning to shoulder stress, individually and as a team, is part of leadership.

Joan Baldwin

P.S. Leadership Matters will be on vacation next week (December 24-30). It will return Jan. 2 with some wishes for the New Year.


What We’re Reading, Watching, and Listening To…

reading is fun

Leadership Matters was on the road over President’s Day Weekend, heading south to the Small Museums Association meeting in College Park, Maryland. There, we talked about “Lessons from the Workplace: Women in the Museum.” We’ll be back next week to report on the audience reaction to issues of gender and the museum world, but in the meantime, here are some things that have captured our attention recently.

Books: Women & Power-Manifesto by Mary Beard. A short (128 pages), but blistering account of how women have been silenced throughout history. Don’t want to spend the money on the book? Here’s the backstory from the New Yorker: The Troll Slayer.

Managing People and Projects in Museums: Strategies that Work by Martha Morris. Morris rightly states that “The majority of work in museums today is project based.” So, why not combine the topics of projects, people, management, and leadership in one easily accessible book from a veteran museums studies educator? In addition to a whole chapter on museum leadership, Morris takes a deep dive into creating, managing and sustaining teams, including the team leader’s critical role.

Articles & Blogs: Not enough ethical challenges in your leadership life? Read this: The Family That Built An Empire of Pain

#MeToo and the nonprofit sector:  Vu Le is the fertile mind behind the blog, Nonprofit AF. If you’re not reading, you’ll want to make this one of your weekly must do’s. In the post we highlight here, Vu offers up his thoughts about creating safe environments for staff, volunteers, and community members. “We must examine our implicit and explicit biases,” Vu writes. “We need to confront one another and point out jokes and actions that are sexist. And we need to do our own research and read up on all these issues and not burden our women colleagues with the emotional and other labor to enlighten us.”

In this Harvard Business Review article, the fastest path to the top of an organization usually isn’t a straight shot. The authors rely on extensive research to explore why big, bodacious, and bold may feel counterintuitive sometimes, but are usually the keys to CEO success.

The Women’s Agenda is a regular shot of women’s empowerment reading from across the big pond (Australia, that is). News and research is gathered from around the globe on women in leadership, politics, business, and life.

Are Orchestras Culturally Specific? Jesse Rosen, League of American Orchestras president and CEO, recently led a discussion with four thought leaders about orchestras and cultural equity. From the intro: “While diversity, equity, and inclusion (DEI) are complex topics that require thoughtful consideration and strategic action, the concept of equity can be especially nuanced. It challenges us to fundamentally reconsider what it means for orchestras to play a constructive and responsive role in their communities—a role that acknowledges and responds to past and current inequities in the arts and in society.” Museums and other cultural institutions, take note.

Video: This video features CharityChannel’s Stephen Nill and members of the Governance Affinity Group of the Alliance of Nonprofit Management discussing their research on nonprofit board leadership. The discussion centers around a ground-breaking survey representing the second phase of research on this topic. The first phase, the widely acclaimed Voices of Board Chairs study, investigated the roles and preparation of board chairs, surveying 635 board chairs across the United States. Not only is there very little research that investigates nonprofit board chair leadership, but there is even less about other pivotal leadership roles within boards such as the officers and committee chairs. 

You may think there’s not much connection between endurance running and museum leadership, but perhaps there is. Take a look at this video on how to run a 100 miles. Perhaps there are some parallels?

Sound: A big thank you to podcaster Hannah Hethmon who assembled all the museum-related podcasts in a handy link for us all: https://hhethmon.com/2017/12/31/a-complete-list-of-podcasts-for-museum-professionals/


Museum Leaders and the Happiness Factor: What’s It to You?

Happy Meter

A colleague of mine is not happy. Her distress has nothing to do with her home life except perhaps that a dismal work situation affects life at home. Were she asked, she would describe work as a place absent respect, transparency, challenge, and perhaps honesty. But she isn’t asked. It’s no wonder she isn’t happy. Sadly, she’s not alone.

Recently Gallup released its State of the American Workplace Survey. Gallup looked at four levels of employee needs: basic needs, individual needs, teamwork and personal growth needs. Basic needs provide the training and context to allow employees to perform their best. This creates trust which in turn spurs teamwork, resulting in personal growth. Gallup posits that knowing what you’re supposed to do is a basic workplace need. That seems like a no-brainer, but in small museums or heritage organizations, particularly when millennials replace longtime employees, there is an assumption that the new hire will do whatever the old hire did. The elephant in the room is that sometimes no one really understands what the outgoing employee did, everyone just knows it got done. My colleague has never seen her job description. Left to figure out things on her own, she’s found herself frequently in possession of half the information making her work very frustrating.

You would think that if American workers were angry or dissatisfied, bored or disengaged, it might be because we work too hard. Or because we don’t make enough money. You’d be wrong on both counts. According to Gallup, if you’re among the 51-percent of disengaged American workers, it’s likely because you have a bad boss. Is it really possible that just over half of the country’s employees works for a less than able leader? Apparently. And guess what else bad bosses do? They create unhappy employees. How does this happen? Gallup reports that too often companies promote based on tenure–meaning you’ve been around a long time (Do I hear Millennials sighing out there?) or were successful in previous jobs. Neither of those things mean you were (ever) a good leader.

What does any of this have to do with museums? A lot. Our world is not so sacrosanct that we don’t have a few bad bosses of our own. Museums also sometimes promote based on accomplishments rather than demonstrated leadership skills; the Metropolitan Museum may be the most notable current example, but there are certainly others. Fortunately, the museum world has Joyful Museums. It’s  the brainchild of Marieke Van Damme. She’s a museum leader by day, but she’s worked on Joyful Museums since 2013. And every year Joyful Museums takes the field’s temperature in the form of a workplace happiness survey. The 2017 survey is open now. If you haven’t already, please participate. The premise of Joyful Museums is positive, i.e. that identifying the museum field’s problems is the first step in creating better workplaces. Van Damme suggests that intense job competition, low wages, a do-more- with-less attitude, poor support for professional development coupled with a lack of understanding of HR issues leaves many employees in Gallop’s 51-percent of disgruntled disengaged workers.

Is there hope for change and happier staffs? Yes, and if you’re a museum leader or board member, there is still work to do. Remember, you’re not a social worker. Your job isn’t to fix staff members’ life issues. Your job is to provide a safe, equitable workplace that challenges its employees, encourages deep thought and imagination, while moving the organization forward. With that in mind, here are five things to do before summer.

  • Find your institution’s HR policy. If it doesn’t exist, gather staff and trustees together and make one. If it does exist, does it need revision? Does everyone have access to it?
  • Make sure all your employees have current job descriptions and receive annual employment reviews. Support their professional goals.
  • Make sure all your employees know what is expected of them and can meet the goals you set together.
  • Be a fierce advocate for benefits: paid time off; health insurance; family leave; maternity/paternity leave. If the day-to-day in your staff’s lives is taken care of, there will be far less stress at work.
  • Don’t fall into the trap of we’re a non-profit so it’s okay if our hourly wage is less than a big box store. It’s not okay. The big box store doesn’t require a master’s degree. Make staff salaries a priority. People, not buildings, make change.

And tell us if your staff is happy.

Joan Baldwin

 


Happy Staffs Mean Happy Audiences

Happy-Birthday-Eric

This week I was lucky enough to have a long phone conversation with Elaine Heumann Gurian. She describes herself as the Bernie Sanders of the museum world, meaning she’s been on the left of things for 45 years and never altered her course. If you’re not familiar with her work, you may want to visit her website.

Heumann Gurian is an advocate of the museum as the family dinner table–a place where we all have a seat, where all our voices are heard whether we’re sitting in the high chair, just home from college or the family’s eldest member. She doesn’t have much time for sites that speak as if they’re the oracle of all knowledge and then wonder why no one listens. Actually, that’s not true. She has a lot of time for them if they’re interested in experimenting and changing the way they do things.

Heumann Gurian’s contention that museums need to respect their audiences extends “backstage” to the world of museum personnel as well. She believes that if your staff is happy your audience will forgive you almost anything. Think about that. Think about the damage disgruntled, cranky staff can do. Ponder a leader’s responsibility to create an atmosphere of happiness. What goes into that equation? You’re not their shrink and you are not responsible for the fact that they had a bad break-up, their cat died or insurance failed to pay for their expensive periodontal work. You are responsible for creating an atmosphere of authenticity, transparency and creativity where staff can do the best work possible. And part of being transparent is acknowledging that family–in the largest sense–whether it’s a sick toddler, a partner who had out-patient surgery or an aging parent affects staff engagement. Creating an atmosphere where staff don’t feel judged about taking care and taking time reaps its own rewards.

Here at Leadership Matters we struggle–especially in the wake of our work on gender–with museums who are outwardly all about equity. Their press offices never issue pictures without the appropriate racial, ethnic and gender balance; their exhibits are carefully calibrated to reflect community. Yet backstage, life is often different. I’ll leave you with a quote from Heumann Gurian:

The reality is that most museum staffs don’t really believe in egalitarianism either.  One finds, in the endless meeting culture, that once a decision seems to be made in the meeting, staff corner each other in hallways (often directly after the meeting is adjourned) to relitigate the issue based on the power and persistence of the individuals involved in order to reach decisions, or overturn previously made ones.

Think about it, and work to make change happen.

Joan Baldwin

Image above:  Staff of the Eric Carle Museum gather in front of Carle’s murals in celebration of the artist’s birthday.


Making Leadership Personal

life in the cracksToday we’d like to talk about how leadership is personal. How it’s not something you wait for as in “When will this board, organization, department, [pick a noun], get a real leader?” As if good leadership is akin to fluctuating mortgage rates, something we have no control over. As if it is something to be desired, but only in a passive way, the way we’d prefer the weather to be a sunny, perfect 68 degrees. We disagree. We believe leadership is personal first then collective. And it is a choice: first yours, then the board, organization or department you wish would shed mediocrity and become the courageous thing you know it’s capable of.

More than a few times in the last year we’ve used the phrase “Leadership can happen anywhere in the room.” Clearly we believe it, but this might be the moment to parse its meaning. In a nutshell, we think leadership is a choice you make, and in making it your behavior changes. When you approach your work as if you adore it–we hope most days you do–and you accept responsibility to the maximum, hopefully it will challenge and inspire those around you. Remember, most days influence matters more than control.

Please know we’re not completely delusional. We understand that there are some organizations where no amount of personal choice, no courageous, visionary, self-aware work will change anything. Those organizations want what they want, and it’s not change, and it’s not you. They are happy mired in stasis being as mediocre or bad as they can be. But again, even in this very dark scenario, the choice is yours. Tying yourself to an organization not likely to change in your lifetime won’t make for a happier you. Loyalty is a good thing, but not if it makes you suffer. On the other hand, the bigger your organization and the further you are down the food chain, the more your personal choices matter. Your sphere of influence may be small, but if you end up with the most creative, happy team in an organization, believe us when we say you’ll be noticed. And if you’re the lone ranger with a board that wants to micro-manage while shirking its fiduciary responsibilities, then you model good leadership as best you can.

To reiterate, in our experience, based on the folks we interviewed for Leadership Matters, good leadership is personal first. Those leaders are self-aware. They are open to change and challenges because they genuinely want to grow, just as they want growth and change for their organizations. They are authentic, self-directed, and self-disciplined. If they need help their organization can’t give them, they seek it, through the Chamber of Commerce, graduate programs, mentoring, friends, counseling, worship. They are courageous. They believe in what they do, but are willing to confront long-held beliefs in order to bring about change. And last, they’re visionary. Not every day. That’s for the genius-award winners, but they’re willing to experiment, to be the change agent.

It’s still January. Still time for 2015 resolutions. How can you change your work behaviors to be more leadership focused?


What We’re Reading…

mindfulness

Vacation and travel are over and the Leadership Matters folks are back in the saddle. We thought we’d start off with a reading list just so you know we haven’t been idle. Here are some things we’ve enjoyed.

In the book department….Finding the Space to Lead: A Practical Guide to Mindful Leadership by Janice Marturano. Yes, mindfulness is everywhere, and no it’s not all about breathing and meditation. Think purposefulness. And it’s less than 200 pages so it won’t take long to read.

And if you listen to Matt Killingsworth’s Ted Talk on happiness, you will realize how mindfulness, purpose and happiness are linked. If you are a leader, you will also discover that roughly 47 percent of our time is spent with our mind wandering and that when it wanders, we’re not happy. So a staff, a team, a department who can focus with purpose is likely to be a happier group of people. So listen. If you want to be part of Professor Killingsworth’s study, go to www.trackyourhappiness.org/

While we’re on the subject of mindfulness, you might also want to read Ozy.com’s article on Sharon Salzberg and Robert Thurman’s book Love Your Enemies. Again, we’re not advocating one religion over another, Thurman and Salzberg are Buddhist teachers, but if there’s anger–big or small–in your workplace, reading their book may help you. What leader doesn’t need to not be victim or slave to their emotions?

On the other hand, if you want to think about leadership not in the context of work and management, but rather as it exists at America’s elite colleges, we suggest you read Tara Burton’s Atlantic essay.

Because we’re always encouraging you to read everything you can about leadership, not just museum articles, not just business and leadership web sites, but as they say in education, “across the curriculum,” here’s a poem as well.

Before We Leave
 
 
Just so it’s clear—-
No whining on the journey.
If you whine, you’ll get stuck
somewhere with people 
like yourself. It’s an unwritten law.
Wear hiking boots. Pack food
and a change of clothes.
We go slowly. Endurance won’t
be enough. Though without it
you can’t get to the place
where more of you is asked.
Expect there will be times 
when you’ll be afraid,
Hold hands and tremble together
if you must, but remember
each of us is alone.
Where are we going?
It’s not an issue of here or there.
And if you ever feel you can’t
take another step, imagine
how you might feel to arrive
if not wiser, a little more aware
how to inhabit the middle ground
between misery and joy.
Trudge on. In the higher regions
where footing is unsure
to trudge is to survive.
 
Stephen Dunn

 

And one last thought, if you’re a member of the double X chromosome group, go get a copy of Debora Spar’s Wonder Women: Sex, Power and the Quest for Perfection. We think there’s a lot of food for thought.