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.
- 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.
- 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.
- 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.
Image: Museum Insider
As people who’ve written and spoken about the museum pay crisis since 2012, Leadership Matters was heartened to read 7 Factors That Drive Museum Wages Down. Written by Michael Holland, it was wonderful to see such an important topic addressed by a forum like Alliance Labs since by inference it carries AAM’s blessing. But that was before we read the article. In our opinion, Holland skipped a few key points. And judging from some of the 20-plus comments, one of which was ours, we weren’t alone. So here’s our response:
1: Gender inequity and the pay gap failed to make Holland’s list. In some ways this isn’t a surprise. Michael Holland is male, and by his own admission, he frequently works for large, well-endowed museums so maybe he hasn’t encountered the gender pay gap? Maybe he doesn’t know that many women doing work similar to his (exhibit design)–not to mention the traditionally female bastions of museum education or event planning– will not make as much as he did in 2017 until April 10 of this year? Maybe he doesn’t understand that according to the Bureau of Labor Statistics the museum field is 46.7-percent female, and that when a field slips down the pink collar slope it’s not a good thing?
2. While Holland lists the “Spousal Income Subsidy” as a way the field depends on hiring people who bring along a second income, he never explores what that means. Whether it’s an employee with a hedge fund spouse or an employee with a trust fund, the need for a second income frequently acts as a class and race barrier. Is it any wonder the museum workforce has a diversity problem?
3. He addressed the question of a burgeoning number of museum studies programs, offering both undergraduate and graduate training, and the resulting glut of too many inexperienced candidates desperate for employment, but he doesn’t mention these programs are costly, and that many emerging professionals begin their working careers with educational debt that’s the equivalent of a mortgage. And yet we work in a field that tells people if you don’t have a master’s degree, you can’t come to the party.
4. This is a corollary to #3. Holland makes passing reference to unpaid internships. (It appears he’s not a fan.) But he never addresses the damage done by an expensive graduate school education, followed by a series of unpaid or poorly paid internships, meaning that someone could be “in the field” for four years or so before finding a salaried position. And that’s if they’re lucky.
Don’t get us wrong. We’re glad Holland wrote his article, glad to see it published by Alliance Labs, and glad to see it debated and questioned in the Comments. Sometimes it’s depressing being the broken record yammering about gender, pay equity, poor pay, and lousy leadership every week. So–in the tradition of Leadership Matters–where we believe we can all make change, here are some things that might help the museum salary crisis.
For individuals, and women especially: Don’t take a job without negotiating. Use the GEMM (Gender Equity in Museums) 5 Things You Need to Know About Salary Negotiations tip sheet. And for goodness sake look at MIT’s Living Wage Calculator to make sure you can afford to live (really live) on what you’re being offered. If you’re already working in a position you enjoy, when your annual review rolls around, don’t forget to ask for a raise. Again, there’s a 5 Things Tip Sheet for that.
For organizations and directors: Work with your board to make sure it understands the value of your museum’s human resources. People matter. Make sure you and your board know what it costs to live in your community. Make sure the board understands the cost of a churning staff, the time it takes new staff to get up to speed, the resulting loss of institutional momentum and organizational knowledge when someone leaves, and the damage done when a team is disrupted.
Solve your wage equity problem first. Do men at your organization make more than women? Do white women make more than women of color?
If you’re faced with the you-can’t-get-blood-from-a-stone argument, make an effort to put all the other pieces in place to support staff–HR support, equitable benefits, paid time off, maternity/paternity leave, even housing if that’s available. When was the last time you reviewed your personnel policy? Make sure new applicants know the work you’ve done around wages and benefits.
For regional and national museum service organizations: Isn’t it time for a wage summit that would bring together big thinkers from inside and outside the field to tackle this problem?
Leadership Matters was on the road over President’s Day Weekend, heading south to the Small Museums Association meeting in College Park, Maryland. There, we talked about “Lessons from the Workplace: Women in the Museum.” We’ll be back next week to report on the audience reaction to issues of gender and the museum world, but in the meantime, here are some things that have captured our attention recently.
Books: Women & Power-Manifesto by Mary Beard. A short (128 pages), but blistering account of how women have been silenced throughout history. Don’t want to spend the money on the book? Here’s the backstory from the New Yorker: The Troll Slayer.
Managing People and Projects in Museums: Strategies that Work by Martha Morris. Morris rightly states that “The majority of work in museums today is project based.” So, why not combine the topics of projects, people, management, and leadership in one easily accessible book from a veteran museums studies educator? In addition to a whole chapter on museum leadership, Morris takes a deep dive into creating, managing and sustaining teams, including the team leader’s critical role.
Articles & Blogs: Not enough ethical challenges in your leadership life? Read this: The Family That Built An Empire of Pain.
#MeToo and the nonprofit sector: Vu Le is the fertile mind behind the blog, Nonprofit AF. If you’re not reading, you’ll want to make this one of your weekly must do’s. In the post we highlight here, Vu offers up his thoughts about creating safe environments for staff, volunteers, and community members. “We must examine our implicit and explicit biases,” Vu writes. “We need to confront one another and point out jokes and actions that are sexist. And we need to do our own research and read up on all these issues and not burden our women colleagues with the emotional and other labor to enlighten us.”
In this Harvard Business Review article, the fastest path to the top of an organization usually isn’t a straight shot. The authors rely on extensive research to explore why big, bodacious, and bold may feel counterintuitive sometimes, but are usually the keys to CEO success.
The Women’s Agenda is a regular shot of women’s empowerment reading from across the big pond (Australia, that is). News and research is gathered from around the globe on women in leadership, politics, business, and life.
Are Orchestras Culturally Specific? Jesse Rosen, League of American Orchestras president and CEO, recently led a discussion with four thought leaders about orchestras and cultural equity. From the intro: “While diversity, equity, and inclusion (DEI) are complex topics that require thoughtful consideration and strategic action, the concept of equity can be especially nuanced. It challenges us to fundamentally reconsider what it means for orchestras to play a constructive and responsive role in their communities—a role that acknowledges and responds to past and current inequities in the arts and in society.” Museums and other cultural institutions, take note.
Video: This video features CharityChannel’s Stephen Nill and members of the Governance Affinity Group of the Alliance of Nonprofit Management discussing their research on nonprofit board leadership. The discussion centers around a ground-breaking survey representing the second phase of research on this topic. The first phase, the widely acclaimed Voices of Board Chairs study, investigated the roles and preparation of board chairs, surveying 635 board chairs across the United States. Not only is there very little research that investigates nonprofit board chair leadership, but there is even less about other pivotal leadership roles within boards such as the officers and committee chairs.
You may think there’s not much connection between endurance running and museum leadership, but perhaps there is. Take a look at this video on how to run a 100 miles. Perhaps there are some parallels?
Sound: A big thank you to podcaster Hannah Hethmon who assembled all the museum-related podcasts in a handy link for us all: https://hhethmon.com/2017/12/31/a-complete-list-of-podcasts-for-museum-professionals/
As the Berkshire Museum‘s (Pittsfield, MA) drama roils on, the museum world is thinking a lot about deaccessioning. And it should. The New England Museum Association even added a last-minute session to its annual meeting roster to talk about it. But here at Leadership Matters, the Berkshire Museum’s problems have made us think a lot about boards, board behavior, and organizational culture.
Remember Bill Clinton’s famous tag line, “It’s the economy, stupid”? How about a variation on that for the museum world: “It’s the board, stupid.”? How many of a museum or heritage organization’s problems, both financial and cultural, trace back to the board? Yes, yes, mission and vision are really important, but assuming they’re beautifully crafted in the beginning, they don’t have power on their own. They’re just words. The folks empowered to carry them forward into the world, to interpret them, to make the magic happen, are first and foremost, board members, and in a recent Stanford survey of non-profit boards 27-percent of board members lack a the depth of knowledge, and the engagement required to help their organizations succeed. Pretty shocking.
At larger museums, boards are often referred to with the pronoun “they,” as in “I wonder if they will give us a raise this year?” They are rarely seen except when they meet on site several times a year. Then, the most jaded staff make jokes about which board members will be able to find the meeting room. They have all the cookies, and yet it’s so easy for them to lose their way, literally and figuratively.
And who can tell them anything? They are the board. They hire the museum leadership that we write about each week on these very pages. This is not to say all museum and heritage organization board members are jerks. They are not. Many are exemplary human beings, but just as being promoted from assistant director to director doesn’t make you any smarter, neither does board membership. And yet so much depends on board members’ good work. So if you’re a board member, if you work with museum boards or if you’re a museum director who wields some influence, here are some things we hope you’ve tackled:
- Does your board understand its legal responsibilities? Is that information available in their board handbook? Does your organization have regular check-ins about those responsibilities vis a vis the organization?
- What kind of orientation does your board offer new members? If information is passed orally from member to member, you may want to re-think that. There is plenty of support for how to design a board orientation plan. We are particular fans of Joan Garry because of her clear, simple approach. You could do way worse than to take her advice.
- Does your board have a strong nominating or governance committee? Do they understand your organization deeply and completely enough to know that being wealthy and well-connected might not be all your organization needs?
- Is your board among the 52–percent of non-profit boards nationally whose work is done by a board within a board? If the answer is yes, do you understand when and how that happened, and whether it is still working?
- Does your board have a respectful, collegial relationship with your executive director? Does it have succession plans for board and staff leadership?
- Does your board understand that its primary responsibility is fiduciary? According to the Stanford survey only 42-percent of all non-profits have a “give or get” policy where members are required to donate or raise a particular amount each year. That might not work for your board, but even a modest required donation levels the playing field, and reminds all board members why they are there.
There is no nirvana of boards where everyone internalizes the museum’s mission, gets along with the executive director, contributes time and money and gets others to do the same, but if board members universally understood their trusteeship as work, based in a museum’s mission, perhaps there would be less disruption, less mediocrity, and more organizational success, and raising operations endowments by selling the collection would never ever be considered.
For the last month I’ve worked with a small local history organization. It is big enough to employ a part-time staff member, own a building and a sizable collection, but small enough to suffer from too few resources and a certain amount of instability. Although it’s located in a little community, where many people with an interest in history and historic preservation know one another, its current board is largely new to the organization. They are each passionate about their slice of the pie whether it is black history, archaeology, women’s fashion, or early technology.
For years their mission was the classic “preserves, promotes and presents the history of” statement. Its blandness was used to respond to questions on grant applications and little more. Everyone believed they knew what it meant. Individually, their ideas about the same vague sentence sustained the organization in a half-hearted way. Collectively though–to quote Gertrude Stein–there was no there there.
The board has talked a lot recently about its hopes and dreams for this organization. They’ve talked about being a task-oriented board, and about living in a community where the demographic skews older not younger. They’ve argued–mildly–about whether history is a story or whether history is some immutable truth or both. They understand how wishy washy their current mission statement is, and they’ve gamely brain-stormed verbs to create a stronger statement that embodies their collective hope going forward.
What is apparent though is how fragile this formula is: A group of interested, committed people + mission = action. If we asked every history organization to bake a cake, they would all be different. And don’t get us wrong those differences are wonderful and important. But the fact that some hire a caterer, some bake one from scratch, and others buy gigantic sheet cakes at the grocery store affects the resulting party. And just as in cake baking there are outside forces working for or against the baking aka organizational stability.
Today, the museum field puts more resources into career training than ever before, but boards need guidance too. We understand that even gathering boards together is like herding kittens, but there is no question they need training, support, and encouragement. And yes, the StEPs program works to enable better board leadership, but boards change, sometimes quickly, and StEPs knowledge isn’t always passed on. The bottom line? The field needs to make the same sort of investment it’s making in staff, in boards because better boards mean stronger, better-enabled leadership and staffs, and more meaningful missions. We’re all for that.