Fixing the Board: A Letter to John and Laura

PiccoloNamek on en.wikipedia – Piccolo Namek, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=2379379

Dear Laura Lott and John Dichtl:

I’m using this week’s post to address both of you. In your capacities as presidents of the two largest museum service organizations in the United States, you support, watch over, and guide the museum field. I’ve been writing this blog since 2012, and, if you read it, I’m sure there are weeks you wish I’d put away my laptop and call it a day. I don’t run a museum. I teach and write about museum leadership, and curate a small collection in an academic setting so my status is definitely more commentator than everyday participant. That said, I think we can all agree COVID has unleashed a Pandora’s box of problems in the museum workplace. As a result there is a ton of work to do around workplace relationships, at the very moment when there is a ton of work to do that is dependent on workplace relationships.

Where am I going with this? Weekly, I read @changetheboard, @changethemuseum, and more recently @changeberkshireculture. I am aware that happy people don’t post on these three sites, but even if we arbitrarily dismissed 50-percent of what’s written, what is left is shocking enough, and so much circles back to boards of trustees. They are the free-agents of the museum world, beholden to one “team” only until it no longer suits. Many have great wealth and great power. Many are smart, creative, and passionate about the museums and heritage organizations they serve. And many–seemingly–haven’t got a clue.

I am aware of AAM’s Trustee Resource Center and AASLH’s StEPs Program and technical leaflets, having used or participated in both. I also understand there’s great truth to the old adage “You can lead a horse to water, but you can’t make him drink.” That said, haven’t we reached a moment where trustee education should be paramount? Writing in Leadership Matters, my colleague Anne Ackerson said, “Like staff leadership, board leadership is the all-important combination of knowing and doing. Before assuming governing roles, the overwhelming majority of board members receive nothing like the leadership training available to staff.” Yet they are the individuals charged with sustaining a museum’s DNA. As Anne sums up, “Every board needs to pick up the mantle of leadership and say ideas start here, resources start here, and courage starts here,” yet the pain evidenced in a year’s worth of Instagram posts makes it clear, that whether their intentions are benign or not, too many board members seem to have little understanding about their roles.

I understand you’ve already done a lot, and that the financial and workplace issues facing the field are huge and growing, but so much starts with the board. They have, to put it bluntly, all the cookies, and yet they often fail to use their power for good. They misunderstand the collective nature of their work while frequently failing to recognize their own implicit biases and racist behaviors. Too often they look at museum workers as people who couldn’t make it in law or business and therefore are somehow less-than. Some use their power to act as sexual predators; some align themselves publicly with unsavory individuals; many show little concern for staff beyond the director. Some misuse deaccessioning guidelines in order to relieve themselves of their fiduciary responsibility, and many use their power to privilege themselves over others. Perhaps board members aren’t your core audience. Yet their behavior is the proverbial pebble in a pond, affecting the entire museum workplace.

So is it time for AASLH and AAM to align, to join forces with people like Darren Walker, and organizations like NPQ and Of/By/For All for a board summit, a board boot camp, a board 2.0? I’m not totally naive, and I realize the people who might participate are the choir, the folks least in need of change, but imagine what that conversation would say to the field. At the most fundamental level, it would tell museum workers everywhere that AAM and AASLH recognize museum workplaces are in turmoil. It would acknowledge that change is necessary now, and bring together a group of talented people along with a group of trustees from the small and underfunded, to the huge and wealthy, to begin talking about museums as employers, and why staff matter.

I know there are voices clamoring for an end to boards altogether. And that may come. I don’t have an opinion because I haven’t heard a viable alternative except some nirvana where endowments magically grow without supervision. So because of the current–probably outdated–model, we have a bit of a crisis. We have groups of people charged with leadership and governance who don’t recognize (or don’t care) what the system looks like when it works well. And we have a lot of anger, and a lot of mistrust. This week I plan to attend Syracuse University’s “Deaccessioning After 2020.” This promises to be a rich and meaningful conversation. Surely there are lawyers, board members, museum leaders, and non-profit pundits who could tackle the question of boards of trustees in a similar manner? Boards are often reluctant to speak, as if everything they do has a security clearance so high mere mortals couldn’t possibly understand. Yet isn’t it time boards admitted they are human too, and shared their common narratives? Isn’t one of COVID’s lessons about honesty and transparency?

Anyway, just a thought, albeit one that took six paragraphs. Best wishes to both of you for the coming year. I am sure it will be equally challenging, but for different reasons.

Joan Baldwin


A Post for Museum Boards: It’s Time to Step Up

1192px-Pencil_357_nevit

MB-one – Own work, CC0, https://commons.wikimedia.org/w/index.php?curid=76476300

Museums have reached a crisis point. Directors continue to lose their positions. Many front line staff are gone, perhaps forever. Staff have been underpaid, threatened, harassed, and bullied. As a result, some have unionized. ‘Midst it all is a growing movement calling for dismantling museums as we know them. No more directors, new types of funding models, and most importantly an end to museum boards. So this week Leadership Matters writes to board members to say it’s time to step up, lean in and get busy.

Dear Museum Board Members,

It’s wrong to generalize and group board members from the United States’ 35,144 museums together, but truthfully, whether you govern a gigantic museum like the Metropolitan or a tiny historical society, you do the same thing. While there are differences in scale between being a New York City museum board member and serving on a board in a rural town, you are likely the important, wealthy folk in your particular community.  But service is probably the operative word here. Just like the director and the staff, board members serve the institution, and this week, this month, is the moment for you to raise your voices. Museums need you. Your museum needs you.

You may have joined the board because a friend asked or because you have an interest in the museum or heritage organization’s subject, but once you’re a member, your obligation is to its health and safety. You may see the board as primarily responsible for protecting the museum’s assets, but it’s bigger than that. Collectively you understand the museum’s DNA, its values and its culture. You set its tone, hire its director, and know the community it serves.

So what have you done while the museum world rocks and rolls its way across such a choppy sea? How has the COVID belt-tightening affected your bottom line? Has your museum laid off staff? Has that affected staff diversity? Has it affected programming? And what has your museum done for its community during the pandemic? Do you have a community garden? A homework help program? Offer space for the food bank? Since George Floyd’s death has your board met to talk about racism and bias in your museum? Is that something that is important to your museum and to your community? Statistics tell us that 84-percent of American board members are white, male and over 55. That doesn’t make you bad people, but it might make discussing racism challenging. Can you find someone to help your board talk about that? 

Perhaps you know all this? Perhaps you’ve been absurdly busy since March 15. But if not, here are five things to ponder as you steer your museum into the future:

  • Lead a Value-Driven Organization: Hardly a week goes by without a museum being called out for bad behavior. Directors behave like dictators, curators harass staff, institutions have non-existent HR departments or personnel policies, and board members express surprise when people retaliate. Staff join unions because they are weary of inequitable pay. They sue because they’re tired of going to work–work they love–to be bullied and harassed. If  none of these things have happened on your watch, congratulations, but that doesn’t mean you’re immune. Ask yourself what you’ve done this week, this month, this year to create a value-driven organization. Does your museum have a values statement? Does it have a personnel policy? Does your staff feel safe, seen, and supported? Even if you don’t believe that’s your job, surely it is your job to protect the organization’s reputation and its assets by keeping it out of the press and the courts? Governance that’s value driven will never take you down the wrong path.
  • Take Responsibility and Apologize if Necessary: AAM tells us people trust museums, that the public considers them more reliable than books, teachers or family narratives. And yet, organizations are only people, and sometimes people mess up. Whether you deaccessioned in a clumsy way and insulted your community, whether you’ve bumbled along in a genteelly racist way insulting members of your community, whether you failed to listen to whistle blowers and  permitted inappropriate or illegal behavior, sometimes the board, speaking for the museum, must apologize. It’s what adults do. So when and if you need to apologize, don’t hide. Say you’re sorry and for the love of God, change the behavior that led to the incident in the first place.
  • Know Your Museum’s Staff:  You may have joined the board because of your love of the museum’s subject matter, your interest in history, science or anthropology, and that’s important. But make no mistake, it’s your museum’s staff that is the organization’s life-blood. Without them, all of them, the museum is a giant warehouse. When was the last time you spoke to your museum staff? Not the fancy curators who care for your favorite collections, but the front-facing staff. Years ago, at my organization we had a trustee who always chatted with us. He was a person with a famous name, and a distinguished career, who spoke multiple languages, but he engaged. Often a week or more after the board was on site, those of us who talked to him would receive a postcard telling us how much he’d enjoyed the conversation. Speaking for myself, it made me feel seen, and acknowledged for the work I do. As we weather this storm of a pandemic,  recession and social and political upheaval, it is imperative that you realize your decision making affects people, not just the rise and fall of the endowment. 
  • Take BIPOC and Gender Issues Seriously: If you’re a white man or woman of privilege, you may think a lot of what you hear about race and gender is more whining than reality. Before you dismiss it, talk to your museum staff. Talk to the guards. Talk to the folks who clean your restrooms or transport art work or greet visitors and ask about their experiences. Listen to what they say. Women, women who are Black, indigenous, and people of color (BIPOC), and BIPOC museum folk in general, aren’t delusional. Their lives really are different than those of us who are white and privileged, because they are hallmarked by a level of racist and sexist behavior that would astound you. Does your organization protect its female-identifying and BIPOC staff? Do you know? If you don’t, you need to find out. If they have no way to report racist or sexist behavior, your organization is heading for a cliff.
  • Leadership Matters: We have said this so many times on these pages, but it really matters who leads your organization. Hiring a director isn’t a task to be handed off to a search firm. It’s not a task to rush through. It’s a learning experience for you and your fellow board members. So much depends on the person you hire. They are the bridge from you to the staff and from the organization to the wider world. Their values have to match yours. Collectively you must respect them, and they you. Just like the board, they must also be a value-driven individual who believes in people, listens with empathy, who has vision, courage and discipline. And that’s on a good day without a pandemic and recession. And remember, a good fit is a good fit. Experience isn’t a panacea. Plenty of people have been in the museum field a long time, and yet they’re terrible leaders. If you find the qualities you need in someone young, don’t let that deter you. Talk about how you might invest in that person through training, mentoring, and leadership development, and hire them. 

Museums matter. Your service to museums matters. You can’t be the best board member if you don’t recognize, acknowledge and plan for the myriad changes happening in the museum world. Being part of a small organization doesn’t give you permission to do a mediocre job. Do your best. Support your staff. Make your museum a humane institution. Make it known in your community as a compassionate, creative player.

Joan Baldwin

 

 

 


Trusteeship, Values, and Courage

Shaw Quote

Since we wrote about museum salaries and the populist spreadsheet created to empower employees, we should also mention there’s a second spreadsheet for interns. Together, they offer museum workers at all stages of their careers badly needed information.

As of this weekend, the intern spreadsheet had over 200 entries. Sadly, the column where you’re supposed to post salary or stipends is peppered with zeros. If you are an undergraduate, graduate student or a professor in one of the many museum or public history graduate programs, either add to this list yourself or encourage  students to do so. And if you’re an employer, particularly if you are a museum director, you may want to share both lists with your HR department and/or with your board. For emerging professionals there are enough roadblocks to a museum career without committing three months of your life to work for free. Let’s end the myth that museum employees come to work every day satisfied with their salaries or their internships. Not all do. Museum directors and boards need to understand that smart, creative, hard working staff need more than a living wage. And we know many don’t even get that, but that’s a different post OR if you’re coming to AASLH’s Annual Meeting in Philadelphia, join us Friday @ 4 pm for Advocating for Equity: How to Talk About Salaries in Your Museum.

************

Speaking of museum boards, last week we wrote about an audience member violating organizational values. This week we want to extend that discussion by asking how values play out on boards of trustees, and what happens when an individual’s moral compass moves in a different direction than the organization they serve. For those of you who missed it, this was the week Adhaf Soueif, an Egyptian writer and U.K. resident,  spoke about her resignation from the British Museum’s board. In a piece on the London Review of Books blog, she wrote: “My resignation was not in protest at a single issue; it was a cumulative response to the museum’s immovability on issues of critical concern to the people who should be its core constituency: the young and the less privileged.” Holy smokes! Have you ever yearned for a trustee like Soueif?

If you said yes, be honest: Who is easier? The trustee who never misses a meeting, who Skypes in, shows up, and gives consistently? Or the trustee with feelings and opinions, the one who deftly unmasks pretense, the one whose giving capacity is great if quixotic? In terms of the group, who is more valuable? Is it a struggle to keep the trustee with feelings engaged, and what do you lose when, like Soueif, she leaves?

In an article written almost 30 years ago, Miriam Wood describes board behavior as cyclical. After the “Founding Period,” boards move through three distinct phases, Supermanaging, Corporate and Ratifying before the whole cycle begins again. Obviously we can’t know much about which phase the British Museum’s board is in, but if I had to guess, I’d say Ratifying. Julia Classen writing for NonProfit Quarterly described that phase like this: Unlike the previous phases, the board in a Ratifying Phase may not be as cohesive a group, and members may not know each other very well. They are less likely to be spending much time thinking about the organization beyond the 30 minutes preceding each meeting. In sum, the board is functional but largely disengaged from the organization. 

We know from the Web site that the Museum has 25 board members. Happily, they post their minutes online although since they only meet four times a year, the most recent minutes are from December 2018. Only five of their members are appointed by the board itself, the other 20 positions are the purview of the Prime Minister or nominations from the presidents of other British arts and cultural organizations. They are leading  artists, economists, historians, and captains of industry. The board includes seven women (eight before Soueif’s resignation) including three women of color.

If you read Soueif’s piece, it’s clear she loves and admires the British Museum. Somehow though the other 24 board members were waltzing while Soueif was committed to interpretive dance. A bad metaphor perhaps, but you get the gist. She clearly states that public institutions have moral responsibilities in relation to the world’s ethical and political problems. And she recounts how three years ago she tried to get the board to discuss its relationship to the oil giant BP, questioning how its underwriting of exhibits flies in the face of environmental concerns. In the end, she said she realized that the museum deemed money (and therefore BP) more important than the concerns and interests of an as yet largely untapped audience of Millennials and children.

Perhaps many of you have wrestled with biting the hands that feed you. In fact, that came up in last week’s post when audience members who’d paid to attend a gala benefit behaved horrifically to a woman of color. But how do you (and presumably your board chair) deal with a board member who’s out of step? Some thoughts:

  1. Boards are people not monoliths. No matter how tired or overwhelmed you are, address problems–disengagement, anger, frustration– when you see them. If it’s not your place, then take what you’ve observed to the board chair.
  2. Meet with the board member in question. Listen. Is she right? Perhaps she needs someone else to make her case? Are there reasons to accommodate her or is the board in the wrong phase of growth to make the shift she wants?
  3. Make sure your board is unified when it comes to organizational values. In an age when any museum can be called out in an instant over social media, it’s more than a good idea to make sure the board circles ’round to the organizational value statement on a regular basis. The leadership blogger Jesse Lyn Stoner provides a handy test to see whether board, staff and volunteers are on the same page.
  4. Be careful not to banish the one person who will say the emperor has no clothes. She may be the only board member willing to voice dysfunctional behavior. Think hard before letting her go.
  5. Boards, like staff, should exemplify diversity, not for the photo op, but for their ideas, and directors and board chairs should encourage healthy debate. If your board member’s frustration results in scapegoating, and the group turns on its own, the bigger more important issues won’t go away. Identify them, and talk.

We’re entering the dog days of summer. Stay cool and stay in touch.

Joan Baldwin

 


The Gender Implications When Hiring & Interviewing

images

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

 


The No-Money-No-New Ideas Conundrum

monkey-see-no-evil-hear-no-evil-speak-no-evil-pop-art-decorative-photography-poster-print-12x36

Two of my favorite myths at the beginning of Leadership Matters are: “We are the source of our own best ideas,” and “Anyone can lead a museum.” They come from a place that says museums are simple organizations doing simple stuff, and pretty much anybody can do what needs to be done. After all, there’s a gazillion books and YouTube videos.  How hard can it be?  I’ve never worked in a really big museum, but I know first-hand that among tiny to medium-sized heritage organizations and museums these two myths spawn a lot of problems, and the biggest may be they limit imagination.

You may have seen this type of behavior cast generationally–the proverbial eye-roll from older staff members when a Millennial suggests trying something new. Or it’s attributed to a particular subgroup within the museum, frequently with the pronoun ‘they’ — as in “It’s a great idea, but they would never go for it.” They refers to a nameless group of powerful people who make decisions for everyone else. Despite the fact staff may have no real understanding about the board’s decision-making process, ascribing blame in these situations is useful. Then there is the financial version, which goes something like, “I love that, but we just don’t have the money right now.” And last, but certainly not least is the version that combines one or more of the others: “We tried that before the recession, and it wasn’t that successful.” If your therapist were in the room for all these comments, she’d tell you you’re writing the script before anything’s happened. And she’d be right.

I’m not saying money isn’t important. It is. And it can buy a lot, and ease even more worries. But an organization can be really rich and also really boring. Surely you’ve been to some of those. They are beautifully presented, but stiff, still, and flat. There is, to quote Gertrude Stein, “No there there.” But there are other organizations where, without warning and often without huge budgets, you’re challenged, confronted by things you hadn’t thought about before or presented with memorable narratives. They are the places you remember. They are the ones that stick with you.

Imagination and ideas are a museums’ biggest tools. Otherwise you’re just a brilliantly-organized storage space. And yet how do you get out of the scarcity mindset? Practice. Truly. And start small.

If you’re a leader:

  • Read widely. Listen and learn from a variety of sources. If you’re a scientist, read the book review. If you’re an art curator, read the Harvard Business Review.
  • Model respect, and treat everyone’s ideas as doable even if they’re not actionable in the moment.
  • Use the ideas that work now. Start small. What percentage of your guests are elderly? Will moving some benches afford a view and make walking from place-to-place easier? Try it. If it doesn’t work, move them back.
  • Change is a muscle. Build strength slowly. Don’t over do it.
  • Think about ideas as cash catalysts.

If you’re a board member:

  • Model respect and treat everyone’s ideas as doable even if they’re not actionable in the moment.
  • Know what matters. Understand your organization.
  • Invite a different staff member to your board meeting every month. Ask them what they would do if you gave them a million dollars. Listen. (And ban the eye-roll.)
  • Devote some time as a group to talking about ideas as opposed to what’s just happened, what’s currently happening or what will happen. How can you raise money for an organization if you’re not excited about what it’s doing?
  • Think about ideas as cash catalysts.

If you’re a leader or a board member, you’re role isn’t to maintain the status quo. You want more than mediocrity, don’t you? You’re a change agent, and change doesn’t have to come in a multi-million-dollar addition. Sometimes it comes in a volunteer program that models great teaching, a friendly attitude and deep knowledge.

Yours for idea stimulation,

Joan Baldwin

P.S. Two items of note passed over our screens this week: Nikki Columbus, who was briefly hired by MOMA PS1, settled the claim she brought against the museum. Kudos to Ms. Columbus for following through on her claim which accused MOMA PS1 of gender, pregnancy and caregiver discrimination. It takes money, courage and will to take on a monolith, but in the end cases like this one set precedent for others. Second, the Guggenheim Museum joined Britain’s Tate and National Portrait Gallery in no longer accepting gifts from the Sackler family. The Sacklers, owners of Purdue Pharma, makers of Oxycontin, donated $9 million to the Guggenheim between 1995 and 2015. Aligning gifts with core values is a tricky topic so stay tuned.


Leaders, Know Your Words Matter

download

Leadership, in museums and non-profits, isn’t a destination, it’s a journey. And for me, as an observer, a writer, and a commentator these last few years have been a zip-line of learning, yanking me out of my white, straight world, and forcing me to do more than tell myself I’m a good person and not racist. There were some rough moments, particularly when, while writing Women in the Museum, I struggled to understand intersectionality. And that’s not to say I’m perfect, but I’m aware.

This week I read a piece by the wonderful Vu Le, who writes the blog Nonprofit AF. (Hint: If you don’t follow Vu, you should.) In it, he describes what he calls “funder fragility.” Essentially, it’s the reaction of largely white foundation funders when non-profits of color point out that 90-percent of grants go to mostly white organizations. Leaving aside the financial inequities of this situation, here’s what’s odd. According to Vu, when this is pointed out to foundation staff, their reaction is personal, defensive and sometimes a bit weepy. The conversation sidebars while white, privileged staff assure their grantees that they are not the problem. Here’s Vu’s summation: “A group that has privilege and power is criticized, and a member of that group becomes hurt and defensive instead of reflecting on and trying to see systemic challenges and their role in it. Often times, the conversation is derailed and enormous time and energy are spent to reaffirm the offended/defensive individual and make them feel better.”

This struck a chord for me, not on the funding side, although I’ve no doubt it’s true, but on the human behavior side. What is it about human nature that prevents us from separating ourselves from what’s actually going on? This is not dissimilar to what happens when an individual shares that a family member is gravely ill only to end up comforting one or more people in the group about their own troubles.

Personally, one of my biggest struggles in my intersectionality learning curve was recognizing that even though remarks about things I’d written felt personal, they weren’t, and I needed to see it that way. The individuals who were gracious enough to talk to me about intersectionality didn’t know me from Eve. They don’t know how or where I was raised, where I went to church, whose 9th grade class campaign I worked on or who I dated. They only know the words I used. And in the moment, I’m the only person responsible for those words. If they are wrong, then I’m wrong, and I need to stop and listen. My response shouldn’t be resistance and prevarication, but a request for help:  Help me understand.

As we’ve said about a gazillion times on these pages, words matter. Racist, sexist, misogynist speech is rarely one-off, White Supremacist-vitriol that’s immediately actionable. More often it’s experienced as the belittlement of a thousand remarks. As leaders, whether executive directors, curators, team leaders or board members, we are responsible for those words. There is no age, place of power or privilege where we get a free pass to be offensive, even unintentionally. So….

  • Be purposeful in your communication. Make a habit of scrolling sentences in your head or on paper before speaking. Be conscious of how, even when you don’t mean to, words privilege one group over another.
  • Recognize that silence also communicates. If you hear something that’s offensive, stand up for your staff and your colleagues. Not speaking up normalizes a destructive narrative.
  • Your life isn’t the Hallmark channel and nobody will change in 45 minutes. Challenging a narrative is a reminder that needs to happen repeatedly before behavior changes.
  • Learn to listen. Ask for help. Grow your understanding of the people you work for and with.
  • Use your position. As Franklin Vagnone says: “It’s important to utilize privilege in ways that expand equity.”
  • And if you’re a person of color, queer, transgender, listen back. Understand that for a tiny second someone who frequently has all the power and privilege needs your help, and is asking for some support and context, however awkwardly.  Be kind if you can.

This is Black History Month. Next month is Women’s History Month. Maybe in addition to the proverbial Instagram posts about the achievements of women of color, for example, you could make an institutional commitment to eliminating bias from hiring, HR policies, exhibit text, and your Web presence. There are a lot of words out there. Perfection is difficult, but a statement about how your institution feels about bias says volumes.

Still learning,

Joan Baldwin

 

 


Museum Leadership: What Happens When You Screw Up?

 

images

Good leadership is kind of like good health. You may be blessed with great genes, but you need to work at maintaining a healthy body. Same with leadership. You may start strong, but you won’t have it every day unless you work at it. Intentionally. Forever. Until you walk out for the last time with the proverbial cardboard box full of stuff from your desk.

It isn’t easy. Some weeks leadership is downright difficult. So what happens when things go wrong? What happens when you believe you’ve acted honestly, openly, transparently, and somehow instead of the engaged, productive team you imagined, your group won’t meet your eyes and appears to be quietly seething? Worse, at each meeting, it feels as if you’re being called out. What went wrong? And more importantly, how do you find your way back?

First, no matter who you are, remember the old quote, “some days you get the bear, and others the bear gets you.” Not to mention, your ability to lead is complicated by many  factors–your demeanor, your personal life, and your own role as both leader and follower because, whether you are an executive director with a challenging board of trustees or a chief curator responsible for a department, there is always a bigger fish. And the way you lead relates to the way you follow, and more importantly, to the way those further up the food chain see you.

So, to return to our scenario. You’re in a meeting. You’re trying to shape a project and move it forward. Things aren’t going well. Your team isn’t responding, and when they do, there’s an angry passivity in the air. No one seems to want to help you out. What should you do?

  • Show some humility: Try “Maybe I got this wrong and we need to begin over. How should we change things?” In essence you’ve asked your team to see you are vulnerable. Why? Because you are. If you choose this path, mean what you say. There’s nothing worse than asking people to help you out when you don’t really want to listen.
  • Understand that humility and courage are linked: In showing one you demonstrate the other. Both build trust.
  • Make sure everyone participates from the beginning: A lot of novice leaders believe leadership revolves around their being the fount of all ideas while their team supports them. It doesn’t take long for staff to realize their role is essentially passive. All they need to do is show up, smile appropriately, and wait for the meeting to be over. (Hint: If praise is what motivates you, leadership may be a difficult journey.)
  • Believe in your team: A process, project or program is always better with input from everyone at the table. Presumably your team is smart. You hired them for a reason. Let them shine.
  • Put your personal feelings aside: The fact that your car got stuck in the snow, your washer leaked, you haven’t had a date in six months, or your adolescent broke a major rule is nobody’s business but yours. Focus on the problem at hand. Your issues are not an excuse to snap at your colleagues.
  • Work is not a competition: Leadership doesn’t mean you have to best everyone on your team. You may be the path breaker, but you aren’t better at everything. That’s why you have a team.

As a leader, Abraham Lincoln is perhaps best known for his enormous self-awareness and his ability to subordinate his feelings in favor of the work at hand. When things aren’t going well, channel your inner Lincoln. Look at yourself from the outside. Get out of your own way, and focus on the work at hand. That’s why you’re there isn’t it?

Joan Baldwin


Museum Staff Matter: Let Them Know It

speakupforscience_1e9a6054_dropbox_webexport.jpg

We can’t begin this week without mentioning museum staff who are among the many U.S. Government workers furloughed for a month. Words aren’t worth much, but we feel for you. We often whine on these pages about low pay, but you’re in the land of no pay, and we wish the shutdown would end. It’s likely cold comfort, but we’re proud AAMD offers a list of museums across the country offering government workers free admission. If you are among the federal workers currently out of work, check this out: a state by state list of free admission.

Based on last week’s post–a back-and-forth between Frank Vagnone and me –I thought maybe we should talk about governing boards. If you’re a leader they’re the people you probably see a lot of–some weeks maybe too much. They are the deciders. They may exercise that obligation too frequently or not often enough. They may fret about capital expenses, about decaying infrastructure, about risk, but–if you’re a leader, here’s a question for you–does your board worry about staff? Or is the staff your problem? You and your leadership team hire them, nurture them, and, if need be, fire them. What does your board know about them?

Here are some questions for you and your board:

For you, the museum leader:

  • Do you know what it costs to live in your county, city or town? Not what it costs you, what it costs your lowest paid full-time employee.
  • Do you know what the living wage is for your locale?
  • Do you know the ratio between your salary and your lowest paid FTE?
  • What benchmarks do you use to set salaries?
  • Do you know whether your organization’s salaries are equitable or not? Does your museum or heritage organization have a race/gender pay gap?
  • What is the racial and ethnic makeup of your board? Is it among the 46-percent of museum boards that are all white?

For your board members:

  • Do they know what it costs to live in your county, city or town?
  • Do they understand what a living wage is and why it matters?
  • Does your board understand there’s a national gender pay gap and how it affects your organization?
  • What is the racial and ethnic makeup of your board? How does it affect the board’s decision making? How does it affect the community’s view of your organization? Is that something your board has discussed?
  • Have the words “implicit bias” ever been mentioned at a board meeting? If so, what happened?

Have you and your board tried any of the following:

  • Have you talked about wage equity as a serious and ongoing problem in the museum world?
  • Have you addressed the costs of hiring, replacing and retraining staff?
  • Do you and your board know what it’s like to live in your community on the lowest hourly wage your organization offers?
  • Do you pay men more than women? Do you pay white staff more than staff of color? And that’s not a question about your personal beliefs, it’s about what  actually happens.
  • Has your board and your organization come to consensus on a values statement?

These are complex problems. Board and staff have to believe in change to make it happen.

  • Board and staff are co-dependent. Make sure you have the right people on the staff and on the board. Acknowledge the importance of each team, board and staff.
  • Make your meetings about doing rather than reviewing. Plan, reflect, strategize.
  • There are museums without walls, without collections, but there are almost none without staff. Paid or volunteer, staff carry out mission and reflect the museum’s values every day. Boards and leaders who don’t invest in staff and volunteers equitably, preside over a a work and volunteer force that’s disaffected, dissatisfied and discouraged.
  • Find hope and optimism. If staff feels victimized, the solution isn’t to hire new staff, it’s to find the source of their victimization, and correct it.
  • Don’t let yourself fall into the scarcity mindset: the pie is as big as you choose to make it.
  • Staff matter. Let them know it.

Joan Baldwin

Image: Field Museum staff at the Speak Up for Science March, 2017


Workplace Culture Starts and Stops with the Board

board behavior

First, a big thank you to our guest blogger, “Kay Smith,” whose post elicited some pithy comments last week. If you have a museum workplace issue you’ve thought about, and you want to try your hand at a guest post, please email us at leadershipmatters1213@gmail.com.

*******

This week we read about Wall Street and the Weinstein clause. If you missed it, it’s the wordsmithing added to big-money merger agreements, guaranteeing that corporate leadership behaved themselves ahead of acquisition. In some cases potential purchasers can be compensated if subsequent executive sexual misconduct comes to light. Non-profits like museums rarely merge, but they do appoint new board members all the time, and while the change feels incremental, boards should take note. Even if you’re enough of a negative Nelly to think the #MeToo movement hasn’t moved the needle, it has. Maybe not enough, but social diligence and value-driven behavior isn’t nothing any more. The tide is turning and executive behavior is in the spotlight.

Most board members and museum leaders work hard to avoid choices that lead to negative press. Financial malfeasance, sexual misconduct, racist or xenophobic comments or workplace affairs are not the stuff of blissful social media. Yet unethical behavior happens. In three comments and a blog post last week we heard about asking a staff member to behave a certain way with donors, comments about race and gender, unethical hiring and firing, sexual harassment, and workplace bullying. What would happen if we actually polled for this kind of information?

As last week’s comment writers told us, the buck stops with the board. And where the heck were they? In both Kay Smith’s post and in their subsequent comments, the board either failed to take action or were openly contemptuous of the employees in question. From failing to police their own members to failing to be ethical employers, they didn’t do their jobs.

We’ve written about board bad behavior in the past, but it seems the museum sector–particularly the small museum world– might need a wake-up call. Just because you’re a board member for a small non-profit does not mean you and your organization get to break the law. If the thought bubble over your head says, “But it’s not me,” that’s not enough. Remember what Archbishop Desmond Tutu said: “If you are neutral in situations of oppression, you have chosen the side of the oppressor.” So if you knowingly countenance a board member pawing a young, female staff member and don’t speak up, you’re on the wrong side. If you permit sexist or racist comments around the board table, you might as well say them yourself because the person hearing them doesn’t know whether you believe them or not, only that you stood silent.

Museum and heritage organization directors and their staffs often do a lot with a little. Raising money in many communities is difficult. Why compound a challenging situation by failing to create an equitable, supportive environment for staff? So to board members out there, here’s our wish list: Know what your museum stands for, not just externally, but internally. It’s a lot easier to eliminate racist comments at work if the organization says it doesn’t tolerate hate speech; Make sure you have an HR policy; Comply with state and federal employment law (Hint: that means knowing the law first). Last, if you witness sexual harassment, racist comments or workplace bullying, imagine what you’d do if this were your child, your sibling, your best friend. Create ways to support and help your ED and her staff. In the end you’ll have a stronger museum.

Joan Baldwin

 


Museums and Leadership: The Story Continues

British Museum Visitors

We began writing this blog in 2013. We’d just sent Leadership Matters off to the publisher and wanted a way to keep the discussion going. The book is a collection of 36 interviews with museum and heritage organization leaders, speaking frankly about the thrills and challenges of doing their jobs. Not all were directors since we believe  leadership happens throughout an organization.

Now, five years later, we’re revising the original. Five years doesn’t seem that long, but the first interviews took place early in 2012, and a number of our interviewees have retired, changed jobs or left the field. So, we’ve begun to write and interview again, and, if all goes well, the revision will be available in fall 2019. But most importantly we are thinking deeply about how (and why) museum leadership today is different.

In some ways the museum world is the trailing indicator, slow to change and late to the party, perhaps not so much at the front of the house, but in staff rooms, offices and around the coffee machine. Six years ago we approached this project with real concern about the field’s understanding of leadership, and the need for boards to grapple with it. Today, leadership as a concept, seems more universally accepted for individuals and organizations who want to move the needle from mediocre to extraordinary. However, toward the book’s end, there’s a chapter called “There Be Dragons Here.” There we ask how 21st-century museums and heritage organizations navigate their communities while remaining truly and authentically themselves. To be honest, this is a place where there are still dragons. Too many organizations find themselves landlocked, unable to intersect with the communities they serve because of lackluster leadership.

Over the next six months we will try to pinpoint change. So, in the tradition of our book and our blog, here’s a preliminary list of places where leadership intersects with the lives of individuals, directors, organizations and boards.

For individuals:

  • The job market remains highly competitive and graduate school is still the admission ticket.
  • This is still a field where too often one is asked to work for no money in the form of volunteering or internships before actually making too little money.
  • This is a field that too often fails to train for leadership, but asks for independent, creative forward-thinking employees.
  • This is still a field where race, class and gender are barriers: Race because too often young POC are hired for the wrong reasons and asked to represent a race/culture rather than being treated with equity; class because poor salaries continue to make it easier for wealthy individuals to enter the field; and gender, because for women, particularly women of color and most especially trans women, even the most casual Facebook survey points to a boatload of bias.

For leaders:

  • The back of the house is as important as the front of the house. Museum workers who have a long tradition of not retaliating when mistreated have started to react individually and collectively.
  • Museum workers and museum audiences expect (and want) organizations to be values driven. Sorting out what that means for a given museum or heritage organization is one of the tasks for today’s leader.
  • Leading an organization means engagement not just presentation.
  • Leaders need to understand how and where personal and organizational leadership intersect and mirror one another. A self-aware leader means a self-aware organization.
  • 21st-century museum leaders need the courage to tackle the hard stuff.

For organizations:

  • Organizations need an HR department or its equivalent and an understanding of employment law.
  • Organizations need an active, current personnel policy that addresses all human and family needs.
  • Organizations need to engage not just present; they need to be real community partners.
  • They need courage to tackle the hard stuff.

For Boards of Trustees:

  • They need to understand the meaning of service.
  • They need to understand the museum world, its ethics and values, its standards and expectations.
  • They should want a values-driven organization keenly, if not more so, than their staff leaders.
  • They should know the value of human capital and what it takes to advocate for, support, and celebrate a creative, engaged staff.
  • They should understand their communities, whether local, regional, national or international.

Tell us how you think leadership has changed or is changing.

Joan Baldwin

Image: Museum Insider