It’s Memorial Day weekend. It’s Wild Bill Hickok’s birthday. And it’s definitely not a beach day here in the northeast. With some gray days ahead, we thought about this blog. The last several Leadership Matters posts tackled our impressions of AAM, organizational DNA, and diversity vs. salary. This week we return to the workplace, and more specifically the meeting.
I work in a large organization. Embedded in its institutional DNA is the need to meet. We do a lot of meeting. We meet in pairs. We meet in groups, Charged with solving a problem, we meet regularly over long periods of time. Occasionally these meetings are sprightly; many are not. Some of our meetings are scheduled weeks, even months in advance. If your organization schedules far ahead, make sure meetings can be canceled if there’s no need to meet. Going to a meeting just because it’s on the calendar to listen to colleagues banter about nothing is its own special hell.
And for those of you charged with managing meetings, here are six ways to make your meetings better:
- Use the flipped classroom method: If you want to make sure everyone’s on the same page, provide a reading the day before. This is not a graduate level course, so make it pithy and brief. Don’t ask people to read something only to neglect it the next day. Use it as a catalyst for discussion. And while you’re sending things out, send out your agenda. This will help organize your thoughts and objectives.
- And speaking of your agenda, stick to it: This may seem self-evident, but how many of us have been in meetings where the agenda is something to doodle on or worse, talking points for the meeting leader who never, ever shuts up except to ask if anyone has any questions. Few do.
- Tell people where you want to go: This is different from an agenda. Your agenda contains discussion points, your objective is what you want to accomplish. You can’t blame staff for not getting things done if you don’t tell them what they need to do.
- Don’t ask for discussion if your mind is already made up: Being in a meeting where it’s clear the leader has pre-digested all the information and only wants an audience of eager handmaidens wastes everyone’s time. It’s also disrespectful. Don’t be that leader. Instead….
- Encourage debate: We’ve talked about this a lot on these pages. Debate and discussion are healthy. Your staff, team or department (and you, the leader) need to know that discussion doesn’t equal hostility, that all voices have value, and help make a better collective concept. Take a page from Jeff Bezos, Amazon’s founder, who reputedly asks staff to argue two opposing points.
- Leave with an action plan: Meetings that end without an action plan are worthless. Staff should understand what they accomplished, where they need to go next, and what is expected of them.
Last, as a leader, the main thing you can do in a meeting is shut-up. JUST LISTEN. Keep discussion on point and moving forward, but for goodness sakes, don’t pontificate. You will learn a lot. In the meantime, you will demonstrate respect for your colleague’s ideas, foster healthy debate, and hopefully leave with a feeling of accomplishment. You hired smart staff, right? Well, point them in the right direction and let creativity happen.
A colleague of mine is not happy. Her distress has nothing to do with her home life except perhaps that a dismal work situation affects life at home. Were she asked, she would describe work as a place absent respect, transparency, challenge, and perhaps honesty. But she isn’t asked. It’s no wonder she isn’t happy. Sadly, she’s not alone.
Recently Gallup released its State of the American Workplace Survey. Gallup looked at four levels of employee needs: basic needs, individual needs, teamwork and personal growth needs. Basic needs provide the training and context to allow employees to perform their best. This creates trust which in turn spurs teamwork, resulting in personal growth. Gallup posits that knowing what you’re supposed to do is a basic workplace need. That seems like a no-brainer, but in small museums or heritage organizations, particularly when millennials replace longtime employees, there is an assumption that the new hire will do whatever the old hire did. The elephant in the room is that sometimes no one really understands what the outgoing employee did, everyone just knows it got done. My colleague has never seen her job description. Left to figure out things on her own, she’s found herself frequently in possession of half the information making her work very frustrating.
You would think that if American workers were angry or dissatisfied, bored or disengaged, it might be because we work too hard. Or because we don’t make enough money. You’d be wrong on both counts. According to Gallup, if you’re among the 51-percent of disengaged American workers, it’s likely because you have a bad boss. Is it really possible that just over half of the country’s employees works for a less than able leader? Apparently. And guess what else bad bosses do? They create unhappy employees. How does this happen? Gallup reports that too often companies promote based on tenure–meaning you’ve been around a long time (Do I hear Millennials sighing out there?) or were successful in previous jobs. Neither of those things mean you were (ever) a good leader.
What does any of this have to do with museums? A lot. Our world is not so sacrosanct that we don’t have a few bad bosses of our own. Museums also sometimes promote based on accomplishments rather than demonstrated leadership skills; the Metropolitan Museum may be the most notable current example, but there are certainly others. Fortunately, the museum world has Joyful Museums. It’s the brainchild of Marieke Van Damme. She’s a museum leader by day, but she’s worked on Joyful Museums since 2013. And every year Joyful Museums takes the field’s temperature in the form of a workplace happiness survey. The 2017 survey is open now. If you haven’t already, please participate. The premise of Joyful Museums is positive, i.e. that identifying the museum field’s problems is the first step in creating better workplaces. Van Damme suggests that intense job competition, low wages, a do-more- with-less attitude, poor support for professional development coupled with a lack of understanding of HR issues leaves many employees in Gallop’s 51-percent of disgruntled disengaged workers.
Is there hope for change and happier staffs? Yes, and if you’re a museum leader or board member, there is still work to do. Remember, you’re not a social worker. Your job isn’t to fix staff members’ life issues. Your job is to provide a safe, equitable workplace that challenges its employees, encourages deep thought and imagination, while moving the organization forward. With that in mind, here are five things to do before summer.
- Find your institution’s HR policy. If it doesn’t exist, gather staff and trustees together and make one. If it does exist, does it need revision? Does everyone have access to it?
- Make sure all your employees have current job descriptions and receive annual employment reviews. Support their professional goals.
- Make sure all your employees know what is expected of them and can meet the goals you set together.
- Be a fierce advocate for benefits: paid time off; health insurance; family leave; maternity/paternity leave. If the day-to-day in your staff’s lives is taken care of, there will be far less stress at work.
- Don’t fall into the trap of we’re a non-profit so it’s okay if our hourly wage is less than a big box store. It’s not okay. The big box store doesn’t require a master’s degree. Make staff salaries a priority. People, not buildings, make change.
And tell us if your staff is happy.
Some of you will read this post’s title and start laughing. Professional development funds are often the poor step children of organizational budgets, quickly whacked when finances are under siege. Yet in our ongoing quest to have museums and heritage organizations take their staff seriously–not just we can always depend on you to open the doors seriously, but you are the change agent(s) and we value that (seriously)–Leadership Matters believes in professional development.
Last week Fast Company did a piece on Gallup’s State of the American Workplace Report. Admittedly, this is all workplaces and museums are only a tiny minority, but guess what? Fifty-five percent of American workers aren’t in love with work. They don’t hate their jobs either, they’re just indifferent. Why, you ask? Workers cited their bosses as poor communicators, and not just about work stuff. They felt management failed to explain a job’s benefits, and one of the principle benefits listed was professional development. The article suggests that unlike other more intangible workplace qualities, lousy or inexplicable benefits make employees leave. And leaving costs organizations money.
As a museum leader, you and your board of trustees want a stable, happy staff firmly entrenched with the 45-percent of American workers not trolling job announcements for greener pastures or better benefits. That means being an organization that demonstrates care and concern about employee growth, for conservators, curators, museum educators, and everyone else on your staff. And why does that matter? First of all, because of what it says. A clear and equitable employee development program says: We value you. Whether you are the lone ranger director provided with enough funding to take a course or go to a regional or national meeting or a member of the development office sent to learn the latest donor program, it is an ongoing way of saying thank you, an explicit demonstration of trust, and staff actually care if leadership takes a genuine interest in their future.
Who should get professional development funds? Well, in a perfect world, just about everyone. Museum leaders get more because their positions demand more, and the board and everyone else expects them to think and act at the speed of light. But wouldn’t it be nice if even the non-exempt staff who meet, greet, and instruct had the opportunity to go to a regional or local meeting once a year, to take an online course or work with a group like Museum Hack? So if your organization’s professional development program is lame or doesn’t exist, here are five things to think about:
- Boards need to understand that when it comes to staff, the best of the best seek self-improvement. They tend to leave organizations who make professional growth difficult or impossible.
- Professional development program budgets need to be transparent and equitable, meaning all exempt staff receive X and all non-exempt staff receive Y. And a gentle reminder, it’s not helpful if the museum leader seems to have unlimited professional development funds, while other staff have to go through a request and approval for every ask.
- Don’t hide behind the “we don’t have time for that” excuse. You are not curing cancer. You are a museum. You are an idea factory. If you can’t afford to let a staff member leave for three to five days, then you have other issues.
- It is helpful if professional development experiences are hinged to something at work, otherwise it is easy for them to become out of body experiences with nothing to do with work. As a leader, when you agree to staff attending a meeting, program or online training, talk about how that experience will integrate into the workplace on the back end. Be mindful that “What I did on my trip to AASLH” can be mind numbing for staff left behind, so make sure these interactions are intentional, directed, and, to use a sports metaphor, move the ball up the field.
- Boards and museum leaders want staff who can adapt. Employees who engage in learning on an ongoing basis adapt more readily than those who don’t. What does an organization have to lose?
Tell us how your organization sustains professional development.
Here at Leadership Matters we don’t often wade into interpretive waters. There are plenty of able bloggers out there writing about museum collections. (Linda Norris’s Uncatalogued Museum, Frank Vagnone’s Twisted Preservation or Nina Simon’s Museum 2.0 are good examples.) For the most part, we are concerned with how leadership does or doesn’t function in the museum workplace. We write often about pay equity, workplace bias, gender issues, and the importance of human capital in the museum world.
Recently, though, we were struck by the synchronicity of things. First, came this quote from President Obama’s Farewell Speech in Chicago, IL, January 10. “Our Constitution is a remarkable, beautiful gift. But it’s really just a piece of parchment. It has no power on its own. We, the people, give it power – with our participation, and the choices we make. Whether or not we stand up for our freedoms. Whether or not we respect and enforce the rule of law.” The quote sits at the end of the speech where Obama reminds us not to take democracy for granted, citing George Washington who reminds us to protect democracy with “jealous anxiety.”
What struck us about this wasn’t the sentiment, which is really important, but the idea that the Constitution is just parchment until people give it power. We believe there’s a connection here to the museum world, particularly the world of history/heritage organizations where there’s a lot of moaning about whether people care about history any more. Is that really true or are we a little lazy? Is it possible that with the visual wealth of the internet visitors aren’t so awestruck by reality any more? And really why should they be? Anybody with a phone or a laptop has access to a gazillion images. Seeing them lined up in a museum with tiny labels that sometimes repeat the obvious might not be so compelling in 2017. So who gives objects power? Who engages communities in giving objects power? In our world, that would be museum staff. And how exactly does that happen in our frenetic, media obsessed world?
One answer might be the creation of context either in time or through time. Think about parsing an object the way you would a poem. Never did that? It’s not hard: Who made it? What does it do? What are its component parts? Is it something we use today? In today’s material culture, what are its descendants? Is it beautiful? Why? Who used it? Do they matter? If not, why not? Of course no one would stand still and do this endlessly, but if three objects in a room of things move from mute to thoughtful speech, and if those three things are linked together ideologically, visitors may leave with a sense of connectedness not only over time, but to today’s ideas and concerns.
But the real lesson here is that the history museum field has to want staff who thinks this way. One of the leaders we interviewed for Leadership Matters left the history field, moving to an art museum. Her reason? She was adamant that museum staff charged with interpreting culture should be as invested in the present as the past, and she felt that far too many history museum staff were in retreat from today’s world. But it doesn’t have to be that way, which brings us to the second synchronicity. This weekend Old Salem Village in North Carolina made a connection on its Facebook page between contemporary life and the way the Village’s original Moravian residents welcomed visitors. It was simple and direct. With no falderal it pointed out that over centuries there have been communities and there were “strangers.” It made you think about the way we’ve either welcomed and fed newcomers or stoned them into leaving. The Moravians, by the way, felt welcoming strangers was important.
So invest in your staff. Objects are important, but too many history museums are like badly written essays in need of good editors. Those editors (your staff) are as important as the objects they serve because they make them speak, and in making them speak, they make them matter.
Joan H. Baldwin
It’s Sunday morning. Leadership Matters has just returned from 36 hours away. We went to Seneca Falls, NY, to join 10,000 people in support of women’s rights–but particularly women of color and transgender and queer women–whose workplace issues, even in the august halls of museums and heritage organizations, dwarf complaints from their more privileged white sisters.
Why Seneca Falls? For readers from outside the United States, Seneca Falls was home to the first women’s rights convention in 1848. Yes, it’s dismaying that we’re still having a variation of the same conversation 169 years later, but so be it. The day was glorious. The speeches, from march organizer and Auburn, NY mayor Marina Carnicelli, to tribal leaders from the Seneca and Akwesasne Mohawk nations, to our own Sally Roesch Wagner, a professor, author, speaker, and museum founder who we interviewed for Leadership Matters, were inspiring. They were uplifting not just for their words, but because while we listened we were part of the 4+ million people on seven continents who took time to stand up for what they believe in.
Which brings us to our real focus: How important it is for museum staff to participate, not just in the life of the museum, but in the community. Don’t say you don’t have time. Do you vote? Can you recognize your state representatives, your city council people people, your town select people if you see them on the street? Do you speak to them? What do you do as a staff or as individuals to make your community a better place? If the answer is not much, think about what would happen if your staff showed up to help pack or serve food at the local soup kitchen, if you picked up trash in a local park or took old photographs to the community nursing home?
Museums are like novels or poems. They provide visitors a chance to step outside their own lives, to experience something different, and to make connections to the world they live in. As museum staff, how can we do our best work, interpret the past, link art and culture or connect to the natural world, unless we actually live in it? So as we begin 2017, make a promise to participate. Do what you can. Do what engages you. If you need inspiration, check out the Womensmarch 10 actions in 100 Days. Even if this isn’t “your” issue, it’s a great model for engagement. That way on January 1, 2018, when you look back, maybe it will be with a new understanding and commitment to some part of your community, city or region.
Good luck and let us know how you participate.
Few museums have enough money. Even big ones. Just look at this week’s headlines. The Metropolitan Tabled Its New Wing while it shaves $31 million from its deficit. Almost 400 miles to the south, the august Colonial Williamsburg laid off 40 more employees, bringing its total layoffs over 24 months to 100. These are two notable examples, but many museums and heritage organizations face similar scenarios. And even if they’re not downsizing dramatically, each hire is freighted with a sense of urgency. New staff need to be a good fit, and wherever they are in the organization they need to help move it forward, which brings us to the question of whether as a museum leader, when you hire, you replace a position or rethink it.
Let me interject here with a little story. I know someone who was hired two months ago to replace a long-time employee. As is the case with many individuals who’ve spent decades in an institution, what the outgoing employee did was a bit of a mystery. Myriad things had attached themselves to her job description like barnacles either because she was good at them or someone asked her to do them and she never stopped. Conversely, there were things she jettisoned because she didn’t like them or wasn’t good at them. None of that web of “all other duties as required,” was included in the job description which was bland and boiler plate. The leadership agreed only that the position needed replacing without actually talking through what it wanted and what would be best for the organization. The new hire, whose resemblance to the outgoing employee is minimal at best, has found her acclamation hampered by the gap between what some of the leadership imagined for her position and what is actually written. And what is written is so useless that she is called to task for “not doing her job.” Yet who knows where the boundaries of her job really are? She consults with HR too often, and remains frustrated that what was offered is not reality. It’s not a good situation. And it’s definitely a waste of talent, time and money.
Admittedly this is an extreme example, but it comes from not pressing pause long enough to really talk about a new hire. These discussions shouldn’t be personal. It’s not about denigrating the outgoing employee; it’s about saying what does the museum need now? This should be the fun part. The in-a-perfect-world part I would hire a person who can do X,Y, Z. Once you identify what you need that’s new, you can go back and unpack the old job description to determine what the organization can’t live without. Some of those tasks may end up parceled out to other employees, while others will be included in the new hire’s job description. The point is only that even if you have buckets of money, it costs money to replace staff. Work slows while you cover for an empty position, and if your orientation program is poor, it may stay slow while the new hire tries to figure out her place.
As in so much of leadership, it’s better if you are intentional. Think a problem through. Talk to staff. Discuss what you need. Then act. Then don’t assume it’s all fixed. For goodness sake check in with your new employee. You may think you speak clearly, but that’s not always how people hear you. Make sure new staff are happy, challenged and understand their role.
Last, but not least, if you’re a wanna-be museum leader, a current leader, or a long time CEO, know that not all staff leave of their own volition. Firing is part of your job description. You may never have to act on it, but it’s a facet of the hiring process that everyone in leadership copes with. So, again, be intentional. Don’t hire a new employee simply because she’s 180 degrees different from the one you let go. Know your organizational needs, measure them against her strengths. Then decide. As a leader, your job is to drive your organization into the future with as much imagination and grit as you can muster. Make sure you have the staff you want on the journey.