4 Tips for Personal Realignment

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Here in the United States we’ve entered the time of year known as “The Holidays,” a mash-up of Christmas, Hanukkah, Kwanza, and Santa Claus that stretches from Halloween to after New Year’s Day. For many museum folk it’s an action-packed time of year. Will the annual appeal prove how much people love our organization? Will the various holiday parties yield new community connections? How much will the board cut the proposed budget? Will you get that foundation grant? There’s a lot. And that’s just work. This is also a time of year for family. Little children are permanently excited, bigger children exhausted from finishing exams and college applications, and adult children torn between wanting to come home and not wanting to come home. And there you are caught in the middle, again.

It’s definitely time for a little self-care. I’m about to make a completely non-scientific statement and say that in general museum staff are willing to sacrifice a lot for work. As a job sector we arrive early, stay late, and work from home, all while being paid less than we deserve. In 2016 Elizabeth Merritt, Vice President, Strategic Foresight & Founding Director, Center for the Future of Museums at the American Alliance for Museums, wrote an article called The Museum Sacrifice Measure, which I consider one of the best and most interesting pieces of writing about the museum workplace ever. If you haven’t read it, you should. And even though the field has changed infinitesimally in the last several years, much of what Merritt suggests is still true. That we’re a field with high bars–an expensive graduate degree, unpaid internships and time-consuming volunteer jobs, and an oversupply of overqualified people who are by and large underpaid. Those characteristics, Merritt says, sometimes make us entitled, stubborn and resistant to change. I would argue they also make us a teensy bit masochistic.

So before you agree to work both the fundraiser and the day after Christmas, not because you want to, but because you can, think about yourself for just a tiny second.

Are you getting enough sleep? The Centers for Disease Control reports that one third of us get less than the recommended seven hours per night. If you are parenting a small human there may be a reason for that, but if you’re not, what can you do to get more sleep? Lack of sleep impairs brain function, concentration and productivity, all of which you use at work. Skip Netflix. Try going to bed an hour earlier.

When was the last time you exercised? I do not mean running to the train or across your museum campus because you are late, nor do I necessarily mean a full-on, spandex- laden gym workout, I mean an hour or so dedicated to nothing more than you walking or swimming at a decent pace. Physical activity stimulates various brain chemicals that may leave you feeling happier, more relaxed and less anxious, and in a side benefit, it boosts your energy, while also helping you sleep better. Measure a half mile, put the baby in her stroller or the dog on her leash, lace up your walking shoes, and go. Do it for yourself, not the baby or the dog. And don’t just do it once.

Take 60 minutes for yourself. This isn’t 60 minutes of extra sleep or that hour of walking, this is an hour for you. Meet friends for coffee or drinks. Laugh ’til your side hurts. Watch a sad movie and weep through the ending. Go to the library and pick out new books or sit quietly and gaze at glossy magazines. Get a manicure. Draw. Cook something just for you. Experiment with a new cocktail. Whatever it is doesn’t matter. What does matter is giving yourself permission to press pause.

Think about making some bigger changes. It’s roughly two weeks ’til 2020. A new year is a traditional time for change, personal resolutions, diets, exercise. Many of you know Seema Rao as the person who took over Nina Simon’s blog Museum 2.0. But before that Rao wrote a book called Self Care for Museum Workers. If you don’t own it, you should. And if the thought of reading a book, even one that might help you, makes you want to scream, read this piece she wrote for AAM almost a year ago. In it, she lays out a simple, clear plan to help you make incremental changes in your life. Try it.

Change is a big deal. A lot of people never manage it. They go through life crippled by everything that’s holding them back. If you’re reading this, you likely work somewhere in the museum/cultural professions. You may not make enough money, you may not have your dream job (yet), you may work more than one job or you may just feel as if you do. Control what you can control. Change what you’re able to change. Shed load where you can. Take care of yourself for yourself. Everyone around you will benefit.

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Leadership Matters will be on vacation for the weeks of Dec. 23 and Dec. 30. Before we return January 6, 2020, we’d like to hear your wishes for the museum world for the coming year. Send them, and any other thoughts you have about the museum field’s future to us here or directly to our email or Facebook where this is posted as well. Full sentences and punctuation aren’t necessary, just your hopes and dreams for the field.

Best wishes for happy holidays, time with family and friends, and a very happy New Year.

Joan Baldwin

 


10 Ways to Create Your Own Urgency

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Prompted by another lively discussion with our JHU students, I have been thinking about urgency. Not the fakey-wakey-I’m-so-stressed kind, but the this-really-matters-kind. I come from a long line of list-making people. People who perpetually arrive early, and for whom planning a complicated family event is as exciting as being with relatives. Urgency is in my DNA, but it has taken me decades to realize not everyone functions that way, and that life without lists or Google calendar isn’t everybody’s idea of hell.

Urgency is in fact a two lane road, one for your museum, and one for you. In the organizational lane are the billboards strategically placed by museum leadership that tell you where the organization’s going. They might say things like: “Collaborative Community Engagement” or “2020 is the Year of Women of Color.” In the personal lane urgency is sometimes a little mushier. The directional signs leaders post to help staff get from idea to reality aren’t available when it’s you by yourself with tasks that are sometimes boring, repetitive, or unclear. Sometimes you have to post your own signs: “Beware the swamp of never-ending cataloging” or “Gallery talks ahead.” And then there’s your own career. What role does urgency play when you know you’re in a mid-career slump? When you’ve actually outgrown your work, but the only person who knows it is you, and you’re avoiding thinking about it, and yet every day on the way to work the signs could read “Another Day at the Job that Bores You,” or “Have Fun Being Unappreciated.”

Urgency is what tells us something matters. And knowing something matters, and we’re part of it, is a key ingredient in what gets us up in the morning. If you go to work every day bored, sad or angry, those feelings have their own destructive kind of power. Here are 10 ways to put that urgency to work:

  • Reflect on why you’re not happy at work. Is it the work itself? Is it the team you work with, the organization as a whole or is it something separate from work, that were you to land in museum nirvana, would still be with you?
  • Try only thinking about yourself. When there’s actually a job on the table that’s more than a pipe dream, you can worry about finding an affordable rental, your aging parents, good school systems or the new intriguing human you just met.
  • Give yourself a deadline to tweak your resume. Make sure it actually sounds like the person you are now.  Make sure it reflects new skills and experiences along with your career wants and desires. And offer yourself a reward for a task completed.
  • Ditto your LinkedIn page. (I know, really? But it is one of the ways 21st century people study one another.)
  • Pull out your current job description and re-write it, not for your boss, for you. Make it read like the job you really want. Ponder how it’s different from the job you currently have.
  • Talk about career moves with your kitchen cabinet, your posse, your group of colleagues dedicated to supporting one another while telling each other the truth. Once you share your game plan and enlist their support, the fact that you’re “looking” is in essence public. For some, having a group hold you accountable makes for progress.
  • If sharing with a group puts you off, try working with a career buddy. Collaborate on resume writing and reading, for example, or share job descriptions. Sometimes a fresh pair of eyes helps us see what we’re avoiding.
  • When you’re commuting or waiting in the doctor’s office, scan the job lists. Look for language that makes you comfortable.
  • Apply, apply, apply. What’s the worst that can happen? That you won’t hear anything? And that really is the worst because it’s a kind of neglect and unprofessionalism that in the age of algorithms and email is unforgivable.
  • And don’t apply to anything that doesn’t at least list a salary range. There’s too much on your plate to worry about going down a rabbit hole to discover they can only pay minimum wage.

One of our 2019 Leadership Matters interviewees is Karen Carter. Carter is smart, dynamic, and co-founder of Canada’s Black Artists Networks Dialog. She told me, “I try to do a job interview every two years or so because it’s a muscle that needs to be exercised.” That’s Carter creating her own urgency. How will you create yours?

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In the United States, this week is Thanksgiving. Many of us will gather with family and friends to eat, touch base, reflect and simply say thanks. In that spirit, thank you to all our readers in 153 countries around the world who share in this endeavor of being good leaders for museums and heritage organizations.

Joan Baldwin

 


It Takes a Courageous Leader to Invest in Leadership Development

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One of the main reasons Joan and I first wrote Leadership Matters (2013) was because we saw a lack of emphasis on leadership training and development across the museum sector at a moment when museums needed more skilled, nuanced leadership. Also in 2013, McKinsey & Co. published the report, “What Social-Sector Leaders Need to Succeed,” noting “…chronic under-investment in leadership development within the U.S. social sector, accompanied by 25-percent growth in the number of nonprofit organizations in the past decade, has opened a gap between demands on leaders and their ability to meet those needs.” Notice we’re not talking about numbers, we’re talking about skills and abilities of those already in leadership roles.

Thankfully, the nonprofit “leadership deficit,” as it is known, is receiving a lot more attention. But finding solutions to addressing it remain elusive. This is due, in large part, I think, to a general misunderstanding that training leaders requires, first and foremost, time-consuming and expensive education. Many cultural nonprofits simply don’t have the financial resources or the bench strength to invest in it. And many funders don’t fund it, even though they may talk a good game about the importance of institutional capacity building (despite the fact that at the heart of an organization’s capacity is its leadership).

Excuses, however, mask a deeper issue: leadership training and development at any level is generally not seen as an investment in the health of the institution, either by board or staff leadership. The fact is, as Laura Otten of the Nonprofit Center at LaSalle University underscores, leadership training and development is an investment that “…won’t produce an immediate impact on mission fulfillment but will, down the road, produce a very big bang. To invest any amount in leadership development demands using money currently in hand, or asking for money not for mission-related programs but for investing in the future ability to do an even better job at deliver on mission promises.”

Investment in “leadership development takes courage but is the best investment a nonprofit can make,” advises James W. Shepard in his Stanford Social Innovation Review article, “Leadership Development: Five Things Nonprofits Should Know.”

Got that?

So, here’s the good news: the 70-20-10 model — a researched best practice that isn’t practiced much or enough. This practice allows nonprofits to make big leadership development improvements for FREE. The caveat, as so many things in nonprofit life, is commitment. The model suggests an institution steers 70-percent of its leadership development commitment toward devising challenging stretch assignments aimed at building leadership skills and knowledge; 20-percent of its commitment to structured and focused mentoring; and — get this — just 10-percent of its commitment to paying for coursework and training. 

That’s right. If you see the need, understand the long-term value, and are willing to implement an in-house plan to develop leadership — even for yourself — you will move your organization far forward. All it takes is courage and commitment.

You in?

How will you embrace the 70-20-10 model at your institution? With the leadership development of your team? With your own leadership development?

Anne W. Ackerson

Image: Center for Creative Leadership (great source of leadership development information, BTW)


When Large-Scale Professional Development Can’t Keep Up

AAM7964-2704Image: Courtesy of the American Alliance of Museums

By Guest Blogger Jackie Peterson
(See Jackie’s bio below)

Prior to launching the independent consultant phase of my career, I coveted the experience my museum-employed colleagues had going to AAM’s annual meeting. I used to think how wonderful it must be to learn what’s happening across our field, to meet new colleagues, to explore museums in a new or favorite city. But since striking out on my own, it has become clear this experience is no longer for me. Here’s why:

COST: Having to cover all of my costs to attend a conference now directly impacts my revenue. I’m only a few years into building my independent practice, so I’m not raking in 6-figure projects (yet). So I’ve had to be incredibly strategic about how I devote my resources to professional development. Like many others, I can no longer justify the cost. For all AAM talks about equity and inclusion, the cost of attendance continues to rise without addressing how it affects attendance. I am no longer a member of AAM, so even registering early would have cost me $695. Add the flight and lodging, and that’s a minimum total of $1850 – this doesn’t include meals or other networking and evening events. The response is always “We’re doing what we can to offset costs by offering scholarships.” The reality is that AAM estimates that 5,000* people attended the conference this year, and yet less than 1 percent** of attendees received a scholarship. That’s not equitable. I’m not saying every attendee needs a scholarship, but there are barriers inherent in the general pricing and pricing structure of this conference that prevent so many from being able to attend.

MISSED OPPORTUNITIES: The Museum Expo is supposedly the largest generator of conference revenue, yet AAM continues to miss opportunities to be more equitable within this space. Rarely – if ever – have I seen AAM highlight vendors that are women-owned, LGBTQ+ – owned or POC-owned or any intersection therein. Like the overall conference, it seems like whoever can foot the bill gets to come. Yes, bringing in revenue is necessary, but surely there are ways to allow smaller businesses, especially local or regional vendors, to participate. To add to that, rarely does AAM advocate for local businesses (beyond museums) in the host city by providing attendees with that information and encouraging people to patronize them. This is information that is easily available from local chambers of commerce and other business organizations, and even easier for AAM to distribute. Every year, I continue to be disappointed by who appears in the Expo space, and who does not.

MEDIOCRE, STATUS QUO SESSION CONTENT: Very often I attend a session based on the program’s description (as many do) and find the content presented is much different than the description or the presenters just rattle off their latest professional achievements to a captive audience. On top of that, the same names and faces keep showing up. I spent some time combing through the presenters on the first full day of the conference (Monday, May 20). After some unscientific analysis, I found that of the 65 or so sessions that day (exclusive of those that took place in the Museum Expo), roughly nine had panelists that were 50-percent or more people of color. And a majority of the panelists (almost 75-percent) were managers, senior managers, department heads, directors or chief officers. Again, for all the talk of equity and inclusion, the conversations that happened that first day were led or facilitated by an overwhelmingly white group of people in senior positions. With some exceptions, this means the perspective on content being presented is very limited. And I am no longer interested in these kinds of conversations. It reinforces the idea that “leadership” is a position rather than a skillset that can be embodied and enacted at every level of an organization. More importantly, it limits opportunities for more junior staff and staff from underrepresented departments (security, facilities, maintenance, front-line visitor services staff) to engage more formally in field-wide conversations.

While I recognize that some of these issues are deeply systemic, many of them don’t require upending AAM as an organization to fix. Organizations like the National Council on Public History (NCPH), the Association of African American Museums (AAAM), and regional museum associations have already been making strides and taking measures to actively include people and keep conference content relevant, rather than simply posture. As a large organization, AAM is in a unique position to be the change, so to speak. But the more I witness personally and hear anecdotally from other colleagues, the more AAM seems to lack credibility and relevance to museum work.

*https://twitter.com/AAMers/status/1131660345838329856
** https://twitter.com/AAMers/status/1132670274648891393
Jackie Peterson
Jackie Peterson is an independent exhibit developer, curator and writer based in Seattle, WA. She loves nothing more than working with museums to unearth and share their most meaningful – and more importantly, untold – stories.

Prior to establishing her independent practice, Jackie spent six years learning the museum trade at Ralph Appelbaum Associates in NYC. There, she served as a content coordinator and developer for a wide variety of projects from the NASCAR Hall of Fame to the S.E.A Aquarium at Resorts World Sentosa to the Smithsonian National Museum of African American History & Culture. She has always loved the intersection of public service, cultural institutions and education, and has landed in the exhibit design world in order to pursue this work.

Jackie currently serves on the steering committee for the Museums & Race initiative and on the Northwest Regional Council for the National Parks Conservation Association.

 


The Gender Implications When Hiring & Interviewing

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Applying for a new job is stressful, a time sponge, and from an organizational point of view, costly.  For an individual, even if it is done as much to exercise a muscle as out of need, it requires diligence, self-awareness, and confidence. If you interview as female, it’s even more challenging. Why? Because you have to walk a thin line between what you know, what you believe, and public perception.

I’ve spoken to a number of women in the museum and library fields about job interviews. These women aren’t novices. They all lead organizations or departments, and they are well read, not in the book group sense. Rather they read widely about leadership, and they’ve had opportunities to put what they read into practice. Before I go further, here are some givens about men and women in the job race. They are all supported by research, and I’ve included links so you’ll know I’m not just ranting.

So what happened to the women I spoke with? These issues came to a head when they were faced with the proverbial interview question about change. It goes something like: “Based on what you’ve seen today, what is your vision for our organization, department, program?” Anybody who’s read anything about leadership knows that rapid change, particularly from a new hire, goes nowhere. These women knew that. Each gave an answer that was a variation of: change takes time, buy-in is important, describing how they like to observe, watch, listen and learn before experimenting, analyzing, testing again, and implementing. None of them got the job. The positions went to men.

Is it possible the men offered less measured and reasoned responses? Is it possible they replied with a laundry list of changes, delivered with a confidence and panache that was just what the interview committee wanted to hear even though few organizations–except the most desperate–can sustain wholesale hierarchical change?

I can imagine you eye-rolling here. How do you know, you ask? And you’re right. There are a million reasons for offering a job to one person over another. But is it possible that boards or hiring committees confuse confidence with competence? That a confident answer even if it flies in the face of every good leadership best practice is more acceptable than a more measured response? And might that be a gendered thing since we know men tend to sound more confident? In fact, if I were asked, going forward, I’d tell each of these women to answer that question differently. I’d tell them to practice sounding confident, responding with a vision statement and a list of areas that need experimentation.

Some final caveats: This isn’t about getting women to act more like men even though it seems that way. Successful women are confident, but the consequences of acting confident are different for men and women. Women are judged differently than men, and therefore answers to the most basic questions are heard differently. Women need to be twice as good to be seen as half as competent. All of this is 10 times harder and more complex for women of color, women who are overweight, women with disabilities, LGBTQ and transgender women because the opportunity for bias multiplies.

And lastly, if you are hiring:

  1. Remember, an interview is like a wedding. If that’s the happiest day of your life, you’re in trouble. Hire for the long haul, not the razzle dazzle. There are many who ace the interview, but there’s no there there when it comes to real leadership.
  2. Because the museum field is tipping so precipitously toward becoming a pink collar profession, hiring committees may think they’re doing the field a service by hiring a man. That may be. Just make sure the process is equitable. Tokenism is tokenism no matter who’s in the mix.
  3. Talk openly about issues of bias–where and how they appear–with your search committee before the process begins. You may want to use a bias exercise to help your committee understand where they are.
  4. Build a diverse interview committee that includes POC, the young, the experienced. Let the committee discuss its governance rules ahead of time. Make it a safe space where all thoughts are welcome.
  5. Discuss the difference between diversity and difference. Is your program, department or museum ready for a challenge? See suggestion #2.
  6. Be open. Remember it’s not just about you. It’s about your organization. Look for the person who will help your museum grow.

Joan Baldwin

 


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


Bias by a Thousand Cuts: A True Story

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Sometimes people contact Leadership Matters with thoughts about blog posts. A few weeks ago a friend, a museum thought leader, suggested we speak with someone. Our friend felt this person was worth hearing. And she was right. The interviewee asked for anonymity, but here is what we can say: She uses the pronouns she/her. She worked full time in the museum business for more than a decade. Partnered and a parent, she left the field. She is articulate, thoughtful and self-aware. What gives her story such resonance is not its uniqueness so much as its sameness. And that’s the sad part. It’s 2019. The Equal Rights Amendment to the Constitution was introduced almost a half-century ago and remains unrealized, yet, as of 2018, women comprised nearly half the American workforce.

As we’ve said before, women’s narratives in the museum workforce is a Ground-Hog day tale. Not only do experiences repeat themselves over generations, as our interviewee points out, too often harassment doesn’t arrive in the overt ways we’ve seen on television or watched in Congressional testimony. Too often it’s the death of a thousand small cuts. “When you sit underneath the best of the male directors,” she says, “He seems so woke and he’s not touching you under the table.” Her experience though leads her to ask whether too many museum leaders want diversity conceptually, but are ill-prepared to truly lead a diverse organization.

“My experience, ” she said, “led me to fall out of love with my museum.” She describes her former boss as someone who hired women and promoted women, and whose outward-facing reputation was good. But behind the curtain this director displayed many of the subtle gendered characteristics that foster a climate of bias. Oh, lots of men–especially older men–do that you say. You’ve got to roll with the punches. But here’s what happens: Women are told they can’t show emotion; they’re told not to stand up for female staff when inappropriate remarks are made. In other words many of the characteristics that make our interviewee (and possibly you) a successful museum leader–compassion, passion, clarity of thought, cooperation–are the same characteristics that despite success and promotions are not actually valued, but instead are used to target women.

“How can we begin to identify patterns if we can’t talk about them?” our interviewee asked. “When are we going to admit that our internal practices are a problem?” Sadly, her experience with 21st-century bias and harassment didn’t end when she left her full time position. In fact, the museum recruitment process delivered another complex set of challenges. While search firms and museums talked about diversity and inclusion, she describes her journey as “Making it to the end, but not to the choice.” Recruiters told her what to wear for final stage interviews, asked for previous W-2’s as proof of salary, made biased statements regarding work she’d previously undertaken, and allowed board interviewers to ask about her marital status and children. Perhaps most telling, both the recruiters and the museum kept pressing our interviewee for a vision. Could she have come up with a meaningless one-liner? Certainly. Did she? Not really. Reflecting on it today, she says, “This isn’t how I work. I would have spent a year watching and listening, and then we [she and her new organization] would create a vision together.”

Please don’t dismiss that last bit as the whining of a disgruntled applicant who didn’t get the job. That’s not the point. What’s important is her statement “This is not how I work,” because it’s how many women work. Studies show that women lean toward flat, task-focused, collaborative organizational structures. Men, on the other hand, lean toward the transactional and hierarchical, with a focus on performance and competition. Ignorance regarding these issues makes for a clumsy, biased hiring process.

Museums and heritage organizations shell out tons of money to recruitment firms. And even if they don’t use a firm, the entire process of hiring takes time and therefore money. If you’re going to pay a firm, shouldn’t you receive transparent, equitable guidance? People who will help your board not ask women whether their husband will allow them to move? Yes, our interviewee did get that question. No, she didn’t go up in flames. But honestly. Has the needle moved at all?

This brings us back to the initial question. If we don’t talk about these things because we hope for promotion, don’t want to be a trouble maker or anticipate a future job search, how can we change anything? As I’ve said too often on these pages, bias and harassment is often delivered in a thousand tiny ways that constantly reinforce who has power and who doesn’t. It’s not just the province of men. Women do it too. And for those of us who are white and cisgender, there’s a whole other layer of inherent bias we carry with us directed, often implicitly, toward colleagues of color.

The museum field must stand up for women, all women, not just white ones. Can we legislate people’s feelings? No, but as a field we can say what we care about and what we believe in. How can AAM have a Code of Conduct that applies only to its annual conferences, but not to its membership?

Going forward:

  • Understand what implicit bias or second-generation discrimination in the workplace looks like. It’s not only inappropriate touching or racially charged language. It’s the death of a thousand cuts, and the odds are, you have colleagues of color and/or female colleagues who are experiencing the effects of it.
  • Support your friends and colleagues. If you hear hate or inappropriate speech, say something.
  • Learn to recognize your own biases. If you find yourself admiring your male boss who roars, but not the female leader who roars, ask why. Emotion is emotion. Why is women’s tied to hormones and men’s to courage?
  • Ask yourself what you can risk to support others. This is a small, tight field. Becoming a leader is a tricky business. If you’re the person known for saying the emperor has no clothes, will you ever get promoted? Are you counting on someone else to be that person?
  • Find resources and participate through Gender Equity in Museum’s Movement (GEMM); Museum Hue, Incluseum; AAM, AASLH, AIC, and other national, regional, and state professional associations.

Joan Baldwin