Last Friday I spent some time with three awesome museum women. We were tasked with speaking to a group of college-age interns, who might or might not enter the museum field. Our first question was what advice would we give our 21-year old selves, if the clock turned backward? For me, it prompted a lot of self-reflection. In college, I didn’t always listen to my mentors. I was polite, but I didn’t always internalize and reflect on the advice offered.
So here, for anyone who’s listening, a baker’s dozen of things I wish I’d understood at the tender age of 21.
- That self-advocacy is a practice, and it’s different from making it all about you. Self care brings out your best; selfishness, your worst.
- That a woman’s workplace is different from a man’s. That a woman of color’s workplace is different than a white woman’s.
- Empathy has a key function in the museum workplace, and empathy doesn’t mean playing Ms. Fix It.
- That it’s important to understand your field of practice, whether it’s museums, archives, galleries or libraries. That studying your field as if it were a country you might visit is important. Learn the culture. Teach yourself who is powerful and why, and who is not powerful and why.
- That suffering and scarcity are not traditions that should be passed from one generation of museum workers to the next. Ridiculous schedules, pitiful salaries and job descriptions that read like indentured servitude are a form of hazing. Don’t take a job that requires another job to make you whole. See #4.
- That engaging with people in your workplace–regardless of age, race, position or gender– is important. It’s not a favor you do, it’s a learning experience. Sharing stories builds trust. See #s 4 and 12.
- That not all problems deserve the drama they receive. Stay in the present. Blame can wait. Solve the problem and move forward.
- A career needs to feed your soul, but it may not do that every day. Watch for side roads. They are slower, but the experience is entirely different. Be open to taking them.
- Stand up for your colleagues. Not standing up for them is selfish. See #1. You may be sure you’re not racist, classist, sexist, fattist, but remember the writer’s maxim: Show don’t tell. It’s not about your beliefs as much as your actions.
- Who told you you have to do everything perfectly, by yourself, the first time? Ask if you don’t understand or if you need help. Collaborating doesn’t make you a bad person or a bad colleague. It generates good ideas.
- One of the great joys of the museum workplace–indeed of any workplace– is learning. You aren’t an expert. You may know a lot, but there’s always someone who knows something more. #neverstoplearning.
- Don’t depend on fate or love or a mentor to orchestrate your career. It’s your career. Strategize for yourself the same way you would for an organization.
- Be kind.
Be well and stay safe.
This week I received a copy of Museums and Creative Aging: A Healthful Partnership, 70 free, downloadable pages published by AAM. In a post-COVID world, you may have enough on your plate. After all, there’s reopening your site, decolonizing your collection, and the undoing decades of subtle and not so subtle systemic racism, not to mention summer’s frightening temperatures, drought and hurricanes, to remind us of climate change. Should you really have to worry about the over-55’s starting to populate your galleries and heritage sites once again? Well, no, you don’t have to, but you’ll miss out. For one thing Museums and Creative Aging is written by Marjorie Schwarzer. If you haven’t read her Riches, Rivals and Radicals: 100 Years of the Museum in America, you should. She’s the real deal, a writer who can construct a great sentence, while also telling you what you need to know.
Schwarzer focuses on four areas, so if 14 months of lockdown has eroded your attention span, go directly to the Executive Summary where you’ll discover the report breaks down into four sections: Aging and Ageism in American Society; followed by chapters on Positive Aging, Case Studies, and Lessons Learned. It concludes with a call to action for the field. I read the first chapter on “Aging and Ageism” feeling a little aggrieved, convinced that Schwarzer wouldn’t mention the museum workplace or issues of gender. I was wrong. She gently, yet emphatically, makes the point that problems in society also show up in our boards of trustees, volunteer groups and offices. The chapter is peppered with unnerving data like the fact that by 2035 there will be more adults over 65 in the United States than children, not to mention that even though overall life expectancy for today’s children is still below 80, most, according to Brookings, will exceed that, many living into the next century. Schwarzer touches, however, briefly, on the fact that aging and gender are inextricably intwined–women generally live longer than men–that society’s focus on youthfulness pressures women in the workplace in ways men don’t experience, forcing women to conform to youthful stereotypes. And although she doesn’t directly reference it, the ongoing gender pay gap keeps women in the workforce longer than necessary were salaries more equitable.
While I understand and applaud the importance of this report, both in terms of what museums do and who they serve, I would love to see Schwarzer turn her lens toward the museum workplace. Yes, the museum world’s struggles represent many of the same struggles found in the American workplace writ large, but they are confounded by organizations and leadership who fail to put staff first, who fail to offer basic personnel policies, whose board members use their perceived personal power to take advantage of staff, and on and on. And, like other work sectors, many of our workplace problems–and leadership problems–aren’t one thing. They are, in fact, intersectional. For example, Schwarzer makes the point that many of today’s LGBTQ+ elders face additional struggles because they came of age when support systems were flimsy and role models non-existent. So if you’re a person of color, over 60, LGBTQ+, and identify as female, how many different pathways for hatred, fear or simple dismissal can you experience? And how does that affect your ability to come to work each day and be your best most productive self, wherever you work in a museum or heritage organization? And as a leader, how do you make sure a person whose identity is varied and intersectional–an individual many say they want on their teams–is safe, seen and supported?
Maybe it’s just me, but almost daily I experience a schism in the museum world. On the one hand there are angry, hurt, demeaned museum workers, whose stories appear on @changethemuseum and in commentary from Museum Workers Speak, the Equity Coalition, Museum Hue, and GEMM. Those support/special interest groups, and there are more, all formed in the last decade in an effort to address particular issues within the 135,000 museum workforce. (Just an FYI, that figure is from the Bureau of Labor Statistics for May 2021. It represents an increase over January 2021, but still lags significantly behind December of 2019 when the number was 177,200.) Yet when many of those same folks come together tomorrow for AAM’s annual meeting, will there be a focus on workplace issues? There are a million problems (not to mention successes) affecting museums and heritage organizations from the outside, all in need of understanding, but wouldn’t it be helpful to turn the lens on staff once in a while? To draw on the expertise of all the people working to support museum workers wherever and whoever they are? Just a thought.
Suddenly it’s summer. Stay well, stay cool, and be kind.
To begin, if you’re looking for an interesting listen, try Museopunks. This week hosts Suse Anderson and Ed Rodley examine ICOM’s existential crisis over the definition of the word ‘museum’ by gathering voices from around the world. Each of the 11 participants (myself included) muses on the nature and importance of the definition. For those of us at work in museum land it’s an interesting chorus. Take a listen.
This was also the week Anne Ackerson and I talked about gender and leadership with our Johns Hopkins graduate students. It’s been a while since I’ve mentioned gender here, but given that we’re a century from the passage of the 19th amendment, it’s appropriate to remember (again) how far we’ve come, and how much work there is left to do. In addition to talking with our students, I also listened to NPR’s On Point where Meghna Chakrabarti and David Folkenflik spoke with three individuals about the fact that 2019 marks the moment when women become the majority in the college-educated workforce.
As a woman and a member of a generation who were trail blazers in the workplace even when we didn’t realize it, I need only speak with our graduate students to understand the breadth and depth of the distance we’ve travelled. The women are acutely aware of workplace gender issues, having suffered the slings and arrows of mansplaining, verbal head-patting, not to mention more pointed harassment. Unlike my generation, many are also woke to the wage gap. For the men, things are different. They are different, and quick to point out that they are not their father’s or grandfather’s generation. Some reference the strong women in their lives, suggesting the way they were raised means they behave differently. And therein lies an issue. They believe their values and behavior will change the museum workplace. I hope they’re right.
Their words were echoed by the On Point interviewees, one of whom suggested part of our problems stem from the Boomer generation. Although I’d like to be more optimistic, it’s hard to believe that once the last Boomer folds her tent and heads for retirement, that the workplace will be cleansed of gender bias. While anything is possible, as far as I know, Target’s toy section is still filled with gendered toys: girls’ toys are pink and sparkly and boys’ toys are camouflage-colored and make noise. Even searching for a toy is a gendered experience. I don’t mean to single out Target, only to point out that unless millennials were raised by unique parents, they are just as likely to suffer gender imprinting as earlier generations, and are as subject as the rest of us to the relentless barrage of gender norms. And woe betide the non-binary child for whom a neat parsing of pink and princess vs. red and soldier does not not fit.
The point is only–and we’ve said this countless times here–workplace equity isn’t about you and your politically correct feelings. Your upbringing and your beliefs are in fact, immaterial. What matters is how you act: How the bucket of impressions and experiences you carry with you takes meaning as it makes its way into the world. No matter how kind, empathetic and understanding you are, if somewhere in your lizard brain, you implicitly believe that men are natural leaders, that informs your decision making as leader and follower. Museum workplace gender bias is still a thing, and change only happens when staff is self-aware, understands their workplace culture, and when museums and heritage organizations actively support staff in all their glorious diversity.
While we’re waiting for perfection:
- Don’t ascribe bias to one generation while not looking to your own as well.
- If you have power, acknowledge it.
- Don’t ask for feedback if you aren’t ready for a response that may be at odds with yours.
- Try not to avoid conflict at the expense of honest communication that could clear the air.
- If you are in a leadership position, know yourself and how you present. Ditto for your museum or heritage organization.
- Remember, you make change through action, and your observation is your obligation.
- Be respectful of other’s experience. No matter how informed, intentional and empathetic you are, their narrative may be different, and it takes time to build trust.
Yours for an equitable workplace,
Image: Portland Art Museum
In a lot of small ways work is like school. We do it because most of us have to. Some do well; some not so well. And it’s a place where, like it or not, our likes and dislikes are frequently on display. As leaders, you need to make everyone feel valued, wanted and needed. You need to banish your own biases so others can and will too.
One of the hardest things about workplace bias–and I say this from my place as a white woman of a certain age and privilege–is to flip what you pay attention to. If you continually look for the source of your hurt–the colleague who reminds you that you are over weight, disabled, LGBTQ, a woman, really tall, a person of color or some combination of all those things– you’ll find it. That’s called confirmation bias. You may feel momentarily better about feeling bad, but will your interactions with problem co-workers change? Probably not.
Please note: I do not, under any circumstances, want to diminish the effects of bias. Implicit or explicit, it is hurtful, demeaning, and isolating. It diverts focus, and it shouldn’t be allowed. But we work with humans. And we’re all needy.
Having said that, I want to talk about being old(er) in the museum workplace. Depending on your age, older could be 40, but for this post, let’s assume older is Boomers, members of your staff born between 1946 and 1964. First of all, in case you haven’t noticed there are a lot of Boomers, 77 million to be exact, and while 10,000 retire every day, many Boomers have inadequate savings for retirement, and need or want to work longer. So, if you’re the typical museum leader your staff will likely include Millennials (currently the largest segment of the workforce), Gen-Xers and Boomers, and range in age from early 20s to early 70’s. That means every time you gather for a meeting you’re bridging a 60-year life experience gap, not to mention differences in approach to work. When many Boomers came of age, they expected to find a job, get promoted, settle down, and 35 or 40 years later, say goodbye to colleagues, and retire. Millennials may have as many as a dozen jobs throughout their careers. Coaxing these groups into teams, building respect, and parking bias at the door is a challenge.
So do Boomers experience ageism? The short answer is yes. If you’re unfamiliar with this, here are some common examples:
- She should retire already. Alternately known as “When is she going to retire so I can get promoted?” Let’s bust that myth by asking why one generation’s work needs supersede another’s? People between 55 and 75 continue to work for personal fulfillment and financial gain. While there is opportunity to retire, there is no rule that says you have to.
- She can’t use a Google doc. Shouldn’t that be a requirement? As hard as it is to understand some days, our lives aren’t all about IT savvy. And if a Boomer needs to use a Google doc–in fact, if everyone does, then make it a requirement, and teach everyone. Don’t equate tech savvy with museum or heritage organization savvy unless you’re hiring for IT.
- She couldn’t even remember the phone code. Maybe she’s got Alzheimers. All of our heads are clogged with too many numbers and passwords. Further, it’s a fact that over time, a full mind impacts short term memory like remembering a number or password. It’s ageist to assume that not being able to remember one of the gazillion numbers or codes the modern workplace requires is a symptom of a serious disease associated with aging.
- If we’re going to hire, I’d rather have someone younger who’ll have more energy. Every life chapter comes with issues, and being under-40 may mean there are other drains on a person’s time–children, training for a marathon, finding a partner, getting married–that a later-in-life employee will have passed through. Energy and focus are individual characteristics. If you hire for passion and energy, you’ll get it regardless of age. And P.S., according to the AARP, not getting hired is the most common type of age discrimination.
What if you are an older employee:
- There’s a law that protects you: The Age Discrimination in Employment Act. While it differs from state to state, and it applies only to workplaces with more than 20 employees, it prohibits age discrimination in decisions about hiring, firing, layoffs, pay, benefits, promotions, demotions, performance reviews or any other condition of employment.
- Don’t act old: I mean that in the kindest way. Don’t come to work and act as though you wish you were home in your La-Z-Boy. (Actually, that’s true for everyone, but it fulfills every stereotype when someone over 55 does it.) Continue learning, read widely, engage, engage, engage. You and everyone around you will be better for it.
- Don’t use your past experience as the reason not to try something new. If you’re over 55, how many times have you felt younger colleagues eye-roll when you launch into a story about the time your museum tried a variation of the thing your Millennial co-worker just suggested. The operative word here is “try.” Ask the questions that you wish someone had asked the last time this particular program, exhibit, or idea was launched, and then go with it. Listen, participate. Ask more questions and use the teachable moment to its best advantage.
- Be humble, and steer away from age-centered comments. Don’t try to bridge the age-gap by talking about your 30-year old niece. Your colleagues don’t need to know they remind you of much younger relatives or children.
- Be wise, not a know it all. With age comes the ability to synthesize. The more information you have in your brain, the more you can detect patterns. Be the person who (gently) helps co-workers see the big picture.
So for those of you who aren’t Boomers, the next time you’re feeling the need to eye roll in a meeting as that guy drones on or that older woman dithers, remember, age is egalitarian. Unless you die young, some day you’ll find yourself the oldest person in the room. So grow some empathy, and learn to work with everyone.
We begin by expressing our sadness and dismay over the Massachusetts Supreme Judicial Court’s decision allowing the Berkshire Museum to sell its paintings. Kudos to Berkshire Eagle reporter Larry Parnass for his dogged reporting, and applause for AAM and AAMD for their quick and direct response to the the ruling. Deaccessioning is not illegal. It exists for a reason. It’s also possible for a museum or heritage organization to change focus and mission. In the Berkshire Museum’s case, leadership seemed to say we’re in crisis, but we also don’t want to be who we’ve been, so we’re going to sell our heritage, become something different, and never have to fund raise again. There is a tangled web of leadership questions here. We hope that over the coming months, AAM and AAMD create safety nets for directors who find themselves with boards who want to sell their museum’s prime pieces and cite the Berkshire Museum as their example.
Say the word diversity and most people think race. But as we’ve said frequently on these pages, diversity actually means variety. Colleagues with identifiable differences produce a better more creative product than a homogeneous team. And age is another piece in the diversity puzzle. That means that while it’s critical to have staff of color and LGBTQ staff at the table, it’s also good to mix the very young with the long-tenured. Why? Because since you serve a diverse and changing community and few communities are homogeneous when it comes to age.
And yet, organizations sometimes fail to look at older staff as anything other than a liability. They command high(er) salaries, they have opinions–sometimes too many–and you know someday they’ll retire, but the waiting is driving you crazy. In fact, it’s no surprise that when CFOs and directors look at longtime staff they see dollar signs because in financial terms they represent money that could be saved or better yet divided between multiple new positions.
So what’s the big deal? These folks will retire anyway, and goodness knows there’s a line around the museum workspace of Gen Xers and Millennials waiting to move up. First, it’s hard to generalize. Perhaps you know staff who are genuine fossils, whose sole reason for working is to cross the Medicare finish line. But what about the ones who’ve stored away a wealth of organizational history and narrative? The ones who know where you’ll find all the information you need. Or what about staff who, despite their greying hair, have reached a place overflowing with creativity? Or what about geezers who are models and mentors for younger staff? Is it equitable to let age be the only determinant?
Younger employees sometimes face a similar situation. They don’t get hired because they don’t have any experience, and they don’t have any experience because they don’t get hired. And then, when they are hired, particularly if they’re women, they are frequently patronized and talked over which means they are not taken seriously, which makes it harder to move forward.
The point is only that diversity is about variety. It is about making your staff reflect your community, and it is about understanding and acknowledging that a diversity of lived experience makes for better chemistry and more creativity around the table. (Don’t believe us? Read McKinsey’s 2018 report on Diversity.) A diverse team also makes a group more aware of its own biases because interaction with staff who are younger, older, LGBTQ or people of color challenges entrenched beliefs at work where everyone shares (hopefully) a common goal.
It may be a lame metaphor, but if you need an image for diversity at its best, remember the Muppets. Yes, The Muppets. I heard Frank Oz talk about their back stories Saturday, and one line stuck with me. He said all the Muppets are very different, flawed characters–even Kermit–and yet they made music, had adventures and looked out for one another. You could do worse than to have staff members as different as Miss Piggy and Floyd Pepper.
Imagine this: You’re in a planning meeting. The discussion is momentarily rich, the whiteboard populated with words, phrases, and ideas. In the middle of it all, someone says, “But we can’t do that. We’ve always done it this way.” We’ve all heard it. It’s frequently offered, usually without malice, as if a higher being had just parted the clouds and offered your organization a sign that says DON’T CHANGE ANYTHING.
We know–even the person who uses the phrase knows–that past successes don’t predict the future especially in a world as lightning fast as ours. Yet museums and heritage organizations persist in trotting out the same programs in the same way, year after year. They resemble a virus. You’ve had it before, you’ve got it again.
Through the magic of Google I learned that Grace Murray Hopper (1906-1992), a pioneer computer scientist with a PhD in math from Yale, was the first person to point out how dangerous that phrase is. In 1976 she wrote, “On the future of data processing, the most dangerous phrase a DP manager can use is “We’ve always done it that way.” Hopper was a rear admiral in the Navy so she understood what it means to work in a tradition-bound organization although the clock in her office ran counter-clockwise if that tells you anything. Admittedly, Hopper is a total aside; she’s here to point out that if a woman in a highly-regulated, hierarchical, hide-bound organization can think like that, you can too.
But what if–even if you don’t like the scheduled program or event–it’s a crowd pleaser? Should you change something that’s a cash cow just for the sake of change? The New York City Ballet doesn’t say “Let’s skip the Nutcracker this year. It will be more fun to do something modern during the holidays.” And you shouldn’t skip your metaphorical Nutcracker either. But you can change the process and the way you plan. Just doing that is a big step towards changing your organizational culture. And as a leader, remember, resistance to change isn’t irrational. Often these events come at the busiest time of year when staff is already stressed, and may (rightly) feel if it “ain’t” broke why fix it?
So here are some thoughts, (in no particular order), about breaking out of the we’ve-always-done-it-that-way loop.
- Don’t let discussion end when the WADITW phrase is uttered. Ask the person to explain how and why the old way is still better. Keep talking.
- If you want to depersonalize discussion, ask a staff member to play the devil’s advocate at the start of the meeting, arguing the counter-intuitive position for the group.
- Ask everyone to finish the phrase, “But what if we….” in relation to the project, program or event.
- Build a post-mortem into all your events, programs and projects. Allow staff to evaluate while it’s fresh in their minds, and lay out possible changes for the coming year—or scrap the whole thing.
- Don’t let this become a Millennial versus Boomer problem. Younger staff don’t advocate change because they’re young. They advocate change because they look at problems differently. That’s what Boomers did in the ’70’s. Now it’s someone else’s turn.
- Listen. Really, really listen especially to the folks who are on the front lines of whatever event you’re evaluating.
Strong organizations grow. They grow by adapting, and adaptation happens intentionally. Repetitive behavior stunts growth. That’s not what your organization needs. Be the mold-breaker. Channel your inner Grace Murray Hopper and set the clock going the other way.
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:
- 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.
- 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.
- 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.
- 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.
- 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.
- 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.
This is a check-in for all the Baby Boomers out there in MuseumLand. Because I am a Boomer, as is Anne Ackerson, we’re well positioned to comment on our demographic. Since we began this blog three years ago, we’ve encountered frustration, anger, and snarkiness about Boomers. Principle among characteristics attributed to Boomers is their overwhelming failure to retire. They are also characterized as the folks fond of commenting about why change can’t happen because they’ve already lived through or tried every variation of a project their younger colleagues might propose. And, sadly, they are sometimes regrettably ignorant about the world of the “Interweb.” All of this might be and probably is true. At least in certain instances at certain museums.
But here’s a thought. If you’re a Millennial, Gen-Xer, or post-Millennial, remember age comes to all of us. You may think at 25 or 37, you’ll never be the story-telling, dithering, social media ignoramus, who drives you insane in staff meetings. And we hope you won’t. But begin by practicing some forbearance. To put it bluntly: cut everyone some slack and presume they are trying their best. And listen. Really listen. You may learn something. Of course you may be bored to tears, but we’re being optimistic. And in the meantime, listening and mild forgiveness are good workplace skills to cultivate.
And if you’re a Boomer who plans on a late retirement, for goodness sakes, get up every morning and look forward to learning something new. Challenge yourself. Reinvent yourself. You will be a better more interesting person. And show some humility. Age doesn’t always confer wisdom about everything. Get yourself a mentor who is not in your age demographic. Partner with your younger colleagues. Be respectful. Just because a colleague looks like one of your college-age nephews does not mean he doesn’t bring a bucketful of experience and knowledge to the table. Be ready to experiment. And bite your tongue when you want to say that something won’t work. Look at what’s being proposed and ask questions. Let yourself be persuaded. Save what you know for the project evaluation.
It’s easy to reduce a whole demographic to negative stereotypes, and that’s not the point of this post. But Boomers are us. And there are many of us who are (still) smart, imaginative, contributing members of the museum world. Yes, there are a lot of us planning to work beyond traditional retirement age. In some cases that may be because too many MuseumLand salaries are dismal. And a dismal wage even after a lengthy career doesn’t add up to comfort in the golden years.
In some cases people want to work. And honestly, why shouldn’t they? Diversity in the 21st-century is code for race, but it’s actually so much more than that. In a perfect world, it’s all of us at the table. That may sound a bit too Kumbaya for some, and we are the first to admit that getting to the table means negotiating numerous museum land mines from access to graduate school to breaking through glass ceilings and floors, but that doesn’t mean we don’t all belong. Here are five suggestions for a better Boomer/Millennial workplace.
- If you’re a Boomer, and you’re asked, however impolitely, about why you’re still working, be transparent: You love what you do and you’re not ready to imagine life without it; you still have a contribution to make; you have children to launch and college educations to pay for.
- Encourage succession planning. Succession at every leadership level opens doors to Millennials and Post-Millennials.
- Whatever demographic you’re in, be open to working, mentoring, and partnering across generations.
- Seek ways to reinvent yourself at home and at work. Do something new.
- Burnout can happen to anyone. Know when you’re burnt out. If your A-game is mediocrity, move on.
Image: “The Garbageman’s Guide”