How much time do you want for your progress? James Baldwin
One of the panels I participated in at AASLH’s 2019 Annual Conference was on pay. Titled “Advocating for Equity: How to Talk About Salaries in Your Museum,” it offered participants small group discussions through the lens of race, gender, salary negotiation, and emerging careers. In the end, however, many of the discussions came back to questions of inadequate pay, and what to do about it individually and organizationally.
Museums and heritage organizations aren’t known for their excellent salaries. In fact, given that a master’s degree is the de rigueur entrance ticket for most positions, compared to other fields also requiring graduate degrees, the museum world lags behind. And as we’ve said many times here, poor pay and lousy benefits create a workforce that is stressed rather than focused, competitive rather than collegial, not particularly diverse, and constantly looking for better opportunities rather than devoted to their current organization. All those things–stress, inter-personal competition, lack of diversity, and job seeking are money losers for employers, and yet when asked about regrettable salaries, boards and museum leadership often respond that they can’t. They just can’t. They’re doing the best they can, and frankly, if you don’t like your salary, there’s the door.
When we presented the “Advocating for Equity” panel we were lucky to have two museum directors in the room. There may have been more, but those two self-identified. One worked with his board to create an endowment for salaries which will come into its own in 2020. The other is just beginning the process. Listening to both of them, one thing was clear: adjusting salaries on a grand scale isn’t something you’re going to solve in a couple of meetings. The director who has already raised the endowment underscored the patience and restraint the project took. His board is large, and not all agreed salaries were a problem, but for this director and his board leadership, the salary question had become a moral question. He didn’t like the idea that smart, creative, double-degreed, 30-year old members of his front-line staff were forced to live with their parents because their salaries wouldn’t stretch to an apartment in his city. For the other director, who works at a very wealthy institution with an enviable endowment, his concerns were as much about equity as simple raises, but here too, morals and values play a part. Although his institution is still in the planning stages, he indicated that in all likelihood raises would be phased in, with the first ones going to those who make the least. Again, a judgement call.
Are you mentally eye rolling? Is there a little voice in your head saying, “They’ll never, ever go for it. And is this what I want to build my leadership on? What about the new wing? What about Mrs. Buckets of Money? She likes building. She even has an architect.” All that’s probably true. There are plenty of one-percenters who’d rather give to build than endow people. And yet it’s people who will animate, care for, and program Mrs. Buckets of Money’s yet-to-be-built building. Here are some things to ponder when thinking about moving the needle on pay:
- Increasing pay takes planning. Know what you don’t know. Who sets pay? How often are salaries adjusted? Have your organization’s salaries kept pace with inflation, the field, other similar fields? When did they start to lag? Why?
- Unless you’re a founding director, you inherited a pay scale. When was the last time you looked at your entire pay scale from grounds, cleaners, and security to the top? Assuming you have an HR department and/or a CFO, work together to create a spreadsheet of all job titles (no names), education, race, gender, length of service, and hourly rate. What does it tell you?
- Using your newly-created spread sheet, you’ll know whether you have a gender or race pay gap. Is that a moral issue for you or your board? Remember, raising inequitable salaries perpetuates bias we need to leave behind.
- Know what it costs to live in your area. Know the median rent. Know the living wage.
- If you lead a large and/or urban institution, has your board discussed its concerns regarding unionization? Again, have you done your homework? What will the union offer that you’re not providing? Could you provide it? Does staff asking for a union trust your museum’s leadership? If not, why not?
- If you’re a leader, sound out your board. Are there some members who agree your organization’s pay is abysmal and it should do something? Are they willing to make change?
- Last, is your board comfortable with moral questions? Pay isn’t just about money. Pay represents so many other things: It represents where you are in the institutional decision-making process; It represents who you rub shoulders with; It determines where you can live, the car you drive, and how fast you pay off student debt; It provides a sense of self-worth. Boards are traditionally made up of wealthy people who support an institution by donating money, knowledge about money, connections, intelligence and decision-making experience. When it comes to salaries, your job may be to remind your board what they don’t know–about student debt, about the cost of living in your locale, about how your museum or heritage organization fits into your community’s job picture, and most importantly, about the gender/race pay gap.
These discussions aren’t easy. Change is always hard. But this is about museums wanting to create equitable workplaces where women of color — from Latinx who make 53 cents for every white man’s dollar to American Indians who make 58 cents, and Black women who make 61 cents* — make the same amount for the same job as a white man. Museums and heritage organizations may waffle about taking a stand on community issues, even on historical or cultural issues, but how about starting inside, with your own workforce? How about taking a stand for them? Invest in your staff. They pay you back every day.
*American Association of University Women, “The Simple Truth About the Gender Pay Gap.”
Image: From Marabou at the Museum, “Money Makes the Museum Doors Open: Museum Funding 101,” September 6, 2018.
I’ve been away from Leadership Matters for three weeks thanks to posts by Jackie Peterson and Anne Ackerson. So rested and relaxed, I’m back with a few things to say.
First, I’d be remiss if I didn’t comment on the salary/gender controversy that started at AAM/NOLA and continues to percolate. It ignited with Kimberly Drew’s articulate, passionate, and bold keynote. If you missed it, you can read the whole speech here, but the lines below were important. For me, they speak not only to change, but to the dichotomy many of us live with: a field we love and are drawn to, but a workplace that disappoints as often as it pleases. The bold type is mine.
Another thing that really motivated me in my last two years at the Met was my salary. And not just my salary which is here in the middle, but also the outgoing salary of the person who had my job two years before I did, who also just so happened to be a white man, and why I never met that salary, ever, in my time at the Met.… Still very angry. That I could be doing this work to the best of my ability, showing up, showing out, but still there was just a very small margin that I, for whatever reason, was never worth.
In the wake of Drew’s remarks museum workers across North America (and now globally) created a Google Spreadsheet documenting their place of employment, and sharing salary information. Many also choose to include details of race and gender. By this weekend, roughly a month after AAM’s meeting and Drew’s speech, it numbers more than 2,500 people.
What’s the point? In a world where a graduate degree is de rigueur, and salary information shielded with uncommon zeal, this simple spreadsheet provides a chink in the walls erected around hiring practices, wages, race and gender. Unlike AAM’s own salary survey, which requires paid membership to use, this is free. Further, if you’ve dreamed of a position at a particular organization, you may be able to look it up by name, and discover what people in your line of work make.* In short, it matters because it provides knowledge for those without power. That’s important for anyone juggling the calculus of graduate school loans, trailing partners, mortgages, rent, children, and aging family members. Use it. Participate, and support one another.
And here’s something else: Since 2012 Anne Ackerson and I have preached the gospel of “anyone can be a leader,” also variously known as “you can lead from anywhere in the room.” While I believe in it, I’ve also struggled with it, but I couldn’t explain why except to say it’s harder than you think.
This week it hit me. Here’s my revelation: If everyone acts like a leader, everyone is being the best person they can be. You may be as far from the corner office, the flashy cocktail parties, and the trustees as it’s possible to be, but if you’re self-aware, understand the museum’s mission, take responsibility, demonstrate courage, act with imagination, and align your values and the museum’s, you’re a leader. Further, you’re a great follower.
Where this all goes to hell in a hand basket is when a layer of a museum’s leadership chart is weak. Then everyone below is constantly “leading up,” grappling with their own job description and their direct report’s responsibilities as well. That alone is debilitating. Moving forward with your own tasks–and the person’s you report to–is exhausting, but since you have no authority, it’s also tricky. Every day you stand on the tracks. Some days you hear a train in the distance. Other days, you see it. What’s your obligation? Do you move everyone out of danger or do you step out of the way and cover your ears? A poor metaphor, but you get the point. Check out the beauties of Nexus’ Layers of Leadership to see how iterative they are. What you need as an individual isn’t as nuanced a set of skills as those you need to be department leader, just as those competencies aren’t as sophisticated as the ones you’ll need for organizational leadership.
Don’t get me wrong: Staff should complement their leader, fill in where she’s weak and shore up areas she’s ignorant of, but they shouldn’t and they can’t be thinking big picture–where is the train on the track?–when their direct report is in the station having a latte. What can you do about weak stratification within a museum or heritage organization?
FROM THE TOP DOWN:
If you’re a trustee: What questions do you ask that get at organizational performance as opposed to staff performance? Do you ever chat with staff on their own turf?
If you’re a museum director: Have you ever had a 360-review? How often do you meet with staff, not just about the organizational to-do list, but about the way the list is accomplished? Do you delegate? And do you empower staff to run with an idea, not just a to-do list? How do you measure your staff’s people skills?
FROM THE BOTTOM UP:
If you’re staff: Try to understand your boss. If you know her and she trusts you, she’ll be more willing to let you help. Helping her will help you. Volunteer for stretch assignments. Be the person who gets stuff done without handholding and constant instruction. Use those successes to move forward. As hard, and as frustrating as it is, leave your judgement at home. You likely can’t change your leader, but a successful tenure at one organization may help you move toward a different position at a museum with stronger overall leadership, and one more aligned with your own values.
Do you find yourself leading up? If so, what strategies have worked for you?
*It’s wise to arm yourself with as much comparative salary information as you can find. That may require looking beyond what surveys exist for museums to the wider nonprofit sector and, in some cases, it may be prudent to examine for-profit salaries, as well. Online sites like Glassdoor and your state’s nonprofit association are two places to investigate.
Nobody wants to be called biased, particularly in the workplace. These days bias conjures more than just partiality or favoritism, and points directly at “prejudice in favor of or against one thing, person, or group compared with another.” It would be close to impossible to be a responsible museum leader and be biased. Prejudice and partiality aren’t in anybody’s top five leadership competencies. So if displaying bias isn’t a behavior anybody claims, why talk about it? Because we all own some. It is not reserved for our political or ideological enemies or people we don’t like.
There are two types of bias: implicit and explicit. Explicit bias bubbles through our consciousness when we feel threatened. It helps us explain the universe by pigeon-holing and stereotyping people and their behavior. We can name it because it’s there, part of who we are, how we’re imprinted as children, and the values we hold. Implicit bias, on the other hand, affects our unconscious self in ways we’re not aware of, making it sometimes much more lethal then its noisier, brash cousin. A biased statement is out there for the world to hear or read. A decision driven by implicit bias is hidden and often unexplained.
This week, Leadership Matters goes to Chadds Ford, Pennsylvania to deliver the keynote at the Federation of Pennsylvania Museums’ annual meeting. Our topic: Gender and Leadership. Before you eye-roll and think “Good Lord, haven’t we covered that?” just stop. Because there’s one place in every museum or heritage organization that is the nexus of gender, implicit bias, and leadership. What’s that, you ask? Your payroll. Unless and until you’ve completed an equity audit, and then adjusted wages for places where there are inequities, that’s the place where–to mix metaphors entirely–your chickens come home to roost. That’s the place where all the bad decision making, suspicion, anger, and dislike lives. It’s also where admiration, pity, gratitude, and hope reside, brought to you by implicit bias.
Imagine you do an equity audit at your museum: you may discover that two under-forty, full-time employees, one male and one female, have wildly divergent wages. For the sake of argument, let’s say she is a curator and a woman of color, and he is an education curator and a white man. In your organizational chart both are on the same level, both hired within months of each other, both with comparable experience. Both report to you and are part of the leadership team.
And let’s say you weren’t director when they were hired in 2011. Someone else did that. In addition, both have used your newly-revised personnel policy to take maternity/paternity leaves recently. What might you find? First, the man’s salary is $62,500; the woman’s $45,500. That’s better than the average African American woman who makes 61-percent of a white man’s salary, but it’s nothing to be proud of. Second, when you look at their salary history, he received a small bump within a year of his paternity leave. She took maternity leave at almost the same time–yes, that was a rough year– and when she returned, following annual personnel reviews, no bump. This too fits with a Harvard study where women pay a financial penalty for being parents, but men do not. In fact, men with children are considered more hirable than men without children. Women with children, on the other hand, are less likely to get hired, and less likely to be promoted. The same Harvard study shows women with children were considered less committed to their jobs then women without children.
Granted, this is an imaginary scenario, but it’s there to help you understand how unconscious bias takes root. One prejudicial decision regarding race, gender, parenthood, weight, LGBTQ, or disability lives forever in payroll, and unless there’s an equity adjustment, it will still be there decades later when the employee retires. Your job as a leader is to work with your board to examine and correct these problems. Otherwise what’s the point of your mission statement and all the other spin that comes off mission? What’s the point of “serving diverse audiences” if your own workforce is discriminated against?
What should you do?
- Read and understand the pay gap and its history.
- Don’t tell yourself you’re not racist and then allow the gender/race gap to persist in your workplace.
- Educate staff and board about why the pay gap is a problem and what needs to change at your institution.
- Do an equity audit. Evaluate your payroll. Look for the gaps. Make a plan for adjustment. Act on it.
- Look at your parental leave policy. (If you don’t have one, make one.) FMLA or the Family Medical Leave Act is not pay. It’s a place holder. Make sure staff isn’t penalized for parenting.
- Pat yourself on the back and celebrate with your board if you discover your pay scale is equitable.
It’s a rare individual who’s self-aware enough, who’s done enough soul searching, who realizes the ways in which she’s privileged, and the ways others are not, and who can shed enough load to come to workplace situations unbiased. But we can all try. Payroll is a place where we can change the museum workplace. Just do it.
Although I hate the idea of March being the only month when women are the lead topic, it is an opportunity, so here goes. First, I want to acknowledge the hard work of my colleagues at GEMM (the Gender Equity in Museums Movement) in publishing its second white paper, Museums as a Pink Collar Profession.
GEMM’s paper poses some complex questions about our field. Among other things, it asks whether our long struggle with poor pay has its roots in issues of deep-seated bias, in many cases, benevolent bias. And, it asks whether that bias produced today’s workforce. I suspect the answer is yes.
In 1973 when the Women’s Caucus organized for the first time at AAM’s Annual Meeting, most of its participants were white. Today, some might identify as LGBTQ, but not then. Being out at work wasn’t always safe in 1973. The Caucus’s goals were simple and to be honest not dissimilar from GEMM’s today—support museum women, see them in positions of leadership, close the pay gap, work for decent benefits including maternity leave.
Although I can’t peer into the Caucus’s heads at a distance of 45 years, I’m pretty sure they weren’t thinking about women of color when they made their pitch to AAM. It may be due to the abysmal numbers of women of color in the field in 1973. It may also be due to the world they lived in and the baggage they carried. But they opened the door. They created a platform where the rest of us–white women, women of color, the LGBTQ community, and those with disabilities–stand advocating for workplace equity.
But to return to the white paper: Today, after 46 years, the museum world’s workforce is almost equally balanced for gender. Hooray. According to the Bureau of Labor Statistics (BLS), in 2018 women comprised 49.5-percent of museum workers . That’s the good news. The bad news is it’s still a very white profession. Overall, the BLS tells us, 10.5-percent of museum workers are black, and 13.8-percent Latinx, neither approaching the national averages of 13.4-percent and 18-percent respectively, particularly since too often people of color serve museums in positions where they have responsibility but not authority.
Pause for a minute, and think about how decades of poor pay affects museum workers. According to the BLS, in 2017 a museum worker’s median pay was $48,000/yr. That is significantly below the average American’s 2017 median income of $59,039. And it’s likely not the first time it’s happened since 1973. Are there consequences for decades of low pay? Yes. One result is the field’s long slow slide toward becoming a pink collar profession.
Another may be that engaged, smart, creative folks leave when they realize that after taxes, graduate school loans, rent, and childcare there isn’t much left. What does that mean for the workforce? Clearly it affects diversity: You need to be privileged, whether by birth, marriage or both to invest in graduate school and then accept salaries and benefits of less-than.
Poor pay puts a strain on workers. It also keeps people in the field too long. Many must continue working to make retirement more than an exercise in how not to finish life in poverty. Think I’m kidding? If you don’t make much, you don’t have much to put away. Then there is the gender pay gap. If the median salary for all museum workers in 2017 was $48K, then, accounting for the pay gap, for white women it was $36, 000. But the gender pay gap isn’t just about white women vs white men. It’s also about age, education, and most importantly race, so the gap for Black women is 39-percent, for Latinx women 47-percent.
There is plenty to say about the museum workplace that isn’t about gender. And there’s plenty to say about gender that’s true for women everywhere, not just museum land. The gender gap exists everywhere. Statistics show women value job flexibility more than men, perhaps because women are still the primary care givers, whether for children or elderly family members. As a result they often accept lower pay rates in exchange for increased flexibility at work. Has this struggle for enough time–time to have a child, time to raise a child, or time to care for a sick family member–artificially depressed wages? And given our money-conscious society, do the museum world’s low wages devalue our profession?
So what are we left with? We have a workplace perilously close to majority female overall, and already dominant female in many positions, and we know, beyond a shadow of a doubt, that occupations with more women pay less. We have a workplace created, benignly, benevolently in some cases, with a minefield of road blocks. The entrance ticket is a graduate degree. Once in the door, you discover a world where salaries are often confidential, with employees unaware that others in similar roles might receive far higher pay. You may suspect there’s a gender pay gap at your institution, but have no way to find out. You may uncover a world of staff offices and meeting rooms that are far more traditional, hierarchical, and patriarchal than you anticipated or could have imagined. You may find yourself sweetly, kindly, mansplained through staff meetings or told not to make a fuss if you experience bias because of your race or your gender or both.
Can the field change? We’d like to think so.
If you’re an individual:
- Be knowledgeable about museum salaries: Read Museums as a Pink Collar Profession. Know what it costs to live in your area, Use the AAM salary survey and know what others in your position make.
- Read your organization’s HR/personnel policy. Know what it means to you if you want to go back to school, become a parent, or need to care for an elderly relative.
- Know what to do if you’re harassed at work. Will you be supported?
- Stand up for your colleagues. #Enoughisenough
If you’re an organization:
- Do an equity salary audit. Look for inequities based on age, race, gender and power. Think about the relationship between the executive director’s salary and the lowest FT staff member. Solve these equity issues first. Raises are meaningless if they perpetuate the pay gap.
- Create a value statement about how your museum or heritage organization expects its employees to behave. Stand behind it.
- Review your HR/personnel policy. Does it reflect your whole staff or just some of them?
- Stand up for your staff. And if you’re the organization that pays equitable wages, say so. How different would that be in a job advertisement?
Let’s not wait another 11 months to talk about women’s issues in the museum workplace. They’re here, they’re now. Nowhere are they more obvious than the paycheck, which is tangible proof of bias and inequity. Let’s change that.
As some of you may know, Anne Ackerson and I traveled to Waco, Texas last week to deliver the Largent Lecture for the Baylor University Museum Studies Program. In addition, we sat in on two classes, one in historic preservation, as well as the Program’s capstone class for second-year students. Our topic? Gender and the Museum Workplace.
First, I should note that our invitation came after we gave the keynote at the Texas Association of Museums (TAM) last year in Houston. The point here is not to toot our own horn, but Texas’s. People on the east coast (where we live) can sometimes be a little snarky about Texas, but what other state or regional museum association has taken the issue of gender, diversity, and the workplace and made it a focus? (Stay tuned because TAM has more programs ahead.) So if you identify as a woman, and you feel as if the issue of workplace harassment and the pay gap are Ground-Hog day stories whose narratives don’t change except to cause you daily pain, know that at least one state museum organization is putting this issue front and center.
Since our audience was largely graduate students–many of whom are women– we had to walk the line between truth–this can sometimes be a difficult field that’s not particularly well-paid–and enthusiasm for careers we love and support. How do you tell a group of graduate students completing their master’s degrees, that it’s not always Nirvana out there?
When you begin in a field, you focus on content. After all, it’s what drew you to that particular sector in the first place. You can’t wait to…. insert one: catalogue a collection, do research, design an exhibit, conceptualize an exhibit, teach students, children, and families in museum spaces; wear a costume, learn to plow a field with a team of oxen. Few graduate students will tell you they can’t wait to manage a staff, understand overtime rules, negotiate personnel changes or have key board members resign. And yet, as we all know, the further you go in any career, the further you move from what brought you there in the first place, and the more time is taken with human interaction and thinking about the big picture. We’re told–and why wouldn’t it be true?–that in the first years of Amazon, Jeff Bezos packed the books himself and drove them to the post office.
The Baylor students had read some of Women in the Museum. In addition, they’d talked about some of the ethical and historical reasons for the museum field’s issues with sexual harassment, the gender pay gap, and its slow, inexorable turn toward becoming a pink collar profession. Our discussion focused on how, armed with that knowledge, they could be intentional about shaping their careers, be knowledgable about pay, and practice for interviews and pay negotiations. Trying to be hopeful, we opined that change will surely come, likely from their generation. There were a few pointed sighs in the room.
So…if you, like Baylor’s second-year students, will enter the job market this spring for the first time, we recommend:
- Getting a copy of the AAM Salary Survey Cross-reference that data with other museum, nonprofit and allied career salary data from your community or state. The more data points you can consult, the stronger your case for your salary ask. Know what to expect salary-wise for your job choice before you’re called to interview.
- Know what it will cost you to live where you’d like to work. Use MIT’s Living Wage Calculator (updated 2017) or the Economic Policy Institute’s calculator (updated 2018).
- Use these figures as guard rails for subsequent compensation discussions.
- Don’t think because you’re 24 and still on your parent’s health insurance that having no health benefits is acceptable. It is not.
- Ask to meet the people you’ll be working with. Ask them how work gets done, how new ideas are nurtured, and where do they go if there are HR problems? Be alert to silence and eye rolling.
- No offer is perfect. Negotiate. If you won’t be able to live on what’s offered without a second job, be prepared to walk away. And tell them why.
And if you’re hiring newly-minted graduates:
- Use the AAM Salary Survey. Be able to talk knowledgeably about where your salaries fall versus the local and national figures.
- Know what other benefits are on the table and how they differ from your competition, either local museums or nonprofits.
- Provide time for your interviewee to meet the people s/he/they will work with.
- The power balance is especially acute for first-time hires: Make sure you and your staff know an illegal question from a legal one.
- Review your interview process for unconscious bias. You can also have your staff and board take Harvard’s implicit bias tests.
Based on the 2017 Bureau of Labor Statistics figures the museum field is 50.1-percent female. And based on our 2018 survey of 700-plus humans, as well as nikhil trevidi and Aletheia Wittman’s 2018 survey of approximately 500 respondents, sexual harassment is alive and well in the museum field. As leaders, let’s do our best to make first-time job seekers’ journeys a smooth one and educate ourselves, our staffs, and our boards in the process.
Leadership Matters writes a lot about salaries, and this week a question on Facebook deserves a closer look. Our colleague, Franklin Vagnone, President and CEO of Old Salem Museum and Gardens in Winston Salem, NC, asked a group of museum colleagues if they knew anything about the ratio between nonprofit CEO pay and staff salaries. Because it’s Facebook, Frank got a lot of comments, but no definitive answers.
Considering that salaries in general, and CEO salaries in particular, are not the stuff of social media conversations, Frank’s question was about as transparent as it comes. In short, he wanted to know what the ratio is between a CEO’s salary and the lowest paid staff member. The numbers for the corporate world are available courtesy of Bloomberg, and range from a frightening 1,205 to 1 to a more modest, yet still dynamic, 133 to 1. But Google the same question for nonprofits and you discover a hot mess. Not to mention, again, no real answers. You’ll find the average ED pay for a US nonprofit hovers between $64,999 to 88,000, but nothing about the salary relationship between leader and staff.
Among the 300 million hits from Google, none of the first three pages offered any answers. There are cautionary articles about making sure nonprofits meet their state’s minimum wage laws, and/or using living wage calculators to set salaries. There are also articles about nonprofit CEO pay and how much might be too much. But neither I nor Vagnone could find anything about adjusting a leader’s salary to make the ratio more equitable.
At Old Salem Museum and Gardens Vagnone and his board have spent the last two years in an equity initiative, making sure all staff receive a living wage as determined for Forsyth County, NC. It’s important to note that a living wage in Forsyth County, North Carolina is NOT a living wage in New York City or San Francisco or Allegany County, Maryland. Living wages reflect, among other things, cost of living, thus locations with high rent, taxes, food costs, and transportation by necessity have a higher living wage than places where the cost of living is lower.
“My goal is not to put my thumb on other people, and keep their pay low. It’s the opposite,” Vagnone said. “Nonprofits are collaborative entities, and we all should be able to be equitably compensated based on experience and skill.” Vagnone and his board use various comparables such as the AAM National Museum Salary Survey along with salary information from similar North Carolina sites, but these don’t confront the issue of CEO pay versus the lowest FT employee ratio. “Nonprofit boards are usually populated with corporate executives,” Vagnone said. “They come to nonprofit pay from the for-profit perspective. In some cases, boards are not always in tune with organizations they manage,” Vagnone added.
After talking through the problem, here is a mash-up of Vagnone’s and my take-aways:
- Someone needs to do some research on this for the museum world and make it available.
- Solving this isn’t an entirely numeric issue. It’s also an ethical issue.
- Boards and CEO’s need to make sure they’ve dealt with the living wage/equitable wage problem for all staff.
- CEO’s/ED’s salaries need to have an ethical and reasonable relationship to staff’s. Those numbers will differ based on a huge number of variables including museum location, operating budget, availability and size of endowment(s), number of staff, and museum discipline, but boards and leaders should be intentional about the ratio.
- It’s important that boards and executive directors work staff salaries in an ethical direction.
Has your organization tackled this problem? If so, what was the result?
This week, along with five colleagues, I helped run a discussion about pay at the New England Museum Association’s 100th anniversary meeting in Stamford, CT. The meeting opened at the same time as newly-unionized hotel workers staged a picket line as part of their ongoing wage negotiations. As a result, our session was one of many that left the Hilton in solidarity with the hotel workers, holding our discussion across the drive in a small park.
It was the first day that felt like fall, but bright and beautiful. Attendees gathered in groups to discuss issues around unpaid internships, emerging professional pay, gender and pay, diversity and pay, and salary negotiations. Towards the end, groups reported out on their top thoughts. Ultimately those will make their way to NEMA in the hopes they will continue to spur action toward raising the field’s salaries.
One thing that struck me listening to the report-outs was how important negotiation or at least human interaction is in launching or continuing a job successfully. Ilene Frank, COO of CT Historical Society, and Diane Jellerette, Director of the Norwalk Historical Society, both commented afterwards how few people seem to know their own worth when an offer is on the table. Too many view that moment as if there is still a line outside the door of equally qualified people all clamoring for the position. “They don’t understand, we don’t want our second choice,” Frank said. “And they don’t understand their power,” Jellerette added.
Their point? Too few, and particularly too few women, understand the power job applicants possess when the offer is on the table. Job searches are time sponges. Work is neglected. Money is spent. Teams–and sometimes boards of trustees– assembled and focused. After a process that can last weeks and occasionally months, no one wants a no. As an applicant, you weren’t chosen as one of many, you were chosen because you were the best for this position. USE THE MOMENT. It is potent.
In fact, the way you negotiate your offer sets a template for your future. Your salary and benefits recalibrate from whatever you and your new employers decide. Years from now your retirement package will be determined by how you behave in this moment. So…no pressure, but DON’T LEAVE MONEY ON THE TABLE. If you’re in the job search process, particularly if you’re new to the museum world, here are some things to think about when someone picks you for what hopefully is your dream job.
- Be grateful. You aren’t the only ones who’ve been through a lot to make this happen, and these folks picked you. Say thank-you.
- Ask to think about it. The little person in your head may be doing your happy dance, but you’re in the sweet spot. Press pause.
- Go home. Talk to the people who matter to you. Look at your budget. Calculate your expenses. Can you live in this town/city/region on what they’ve offered? If you don’t know, find out how much that costs.
- DO YOUR DUE DILIGENCE. Know what the field is paying. AAM, along with many of the regional museum and statewide nonprofit associations, do salary surveys. Find them and use them. And for goodness sake, if you’re in a field like development or IT that moves across the non-profit world, know what organizations outside museums pay.
- Some of us are epically bad at math. Because your offer also includes monies dedicated to state and federal programs and taxes, use sites like this to calculate your net take-home pay.
- If you haven’t already asked, read the Employee Handbook. Know what working in this particular place will mean to you. If you have an elderly relative you care for, if you’re planning a family, if your partner works long hours, these questions are all part of the calculus. Does it offer paid leave or only FMLA? Things you wouldn’t have mentioned during the interview like you have a toddler and day care is $100/day are now fair game as you decide what you need.
- Time is also money. What if your new employer offers full benefits at 35 hours/week? Your offer is 40 hours/week, but you have two kids in kindergarten and first grade. Can you negotiate for fewer hours? Yes.
- Ask for assistance with moving. What if you don’t know a soul where you’re moving and you literally can’t afford movers? Ask. A $2,000 or $3,000 one-time expense is better than losing a great candidate.
- Ask for time. Do you need time off before you start to clear your head and settle your family? Ask.
- Know your own value relative to the field. Are you the second coming when it comes to exhibit design or conservation? Do others call you with questions? Is the reason you’re job shopping because you know you’re worth more? Well then, don’t throw it away. Use it.
Image: Molly Brown House Museum