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
How many of us have found ourselves the new person on a museum staff? We join a program or department in a historic site, museum, garden or zoo. We’re new. Everyone else isn’t. In contrast to our Skype conversation and our subsequent day-long, in-person interview our colleagues seem a tad cranky. We chalk it up to stress, and move forward, but we begin to hear chatter about the boss. The very boss who offered us a job. We’re uncomfortable. It took a long time to find what seems to be the perfect position. We’re doing what we love, the salary is good, and weirdly, the benefits are great. We want this to be our happy place, but it’s not because two people, in particular, are very, very angry. At the boss. The seemingly calm, equitable leader who just offered us this brilliant opportunity.
What do you do? Well, you can always chalk it up to the cranky quotient, the equation that says a certain percentage of all colleagues will be out of sorts at any given time. You can smile and leave the pair alone. Should you be a witness to their ranting while waiting for the coffee machine, you can definitely not participate. Or you can always confront them and tell them why they’re wrong.
But before you do that, here’s something to contemplate: Your experience is not theirs. You don’t have to change your mind (or theirs), but you need to respect their experience. That is what museums ask of you, over and over, when dealing with the public and collections. You’re asked to understand the frustrated mother who yells at the admission staff because she’s shepherding four kids under 10. You’re asked to empathize with the middle schoolers who can’t connect to the current exhibit. You’re asked to court the elderly donor whose political views you don’t share and who’s a teensy bit patronizing. Or you’re asked to find ways to make your largely white, old-school, site appealing to a community that is no longer white and definitely not old-school. All these instances demand empathy rather than judgment.
Is it possible that the person who hired you, who has been nothing but kind and encouraging, is not always that way? Yes. Is it possible she may have treated your colleagues shabbily? Yes. It’s also possible you will learn something about dealing with her by setting your own bias aside and talking with your colleagues. (Of course, you may learn you were right all along and that your colleagues are whiney, judgmental individuals who love seeing themselves as victims.) But you may also discover your director was less than understanding when your colleague’s child was in ICU or perhaps your angry colleague was harassed by another staff member and feels the incident wasn’t taken seriously? You may learn your colleague is the primary support for her family and can’t quit her job even if she wanted to.
Sometimes being part of a staff is like those moments where you sit with family and remember a childhood incident. Half your cousins and siblings recall a side-splittingly funny moment. The other half? Shock and embarrassment. It’s as if you witnessed two different events, and in a way you did. Everybody’s experience is real to them. If the colleagues in question are people you deal with daily, you may want to hear their stories. Listen. Listen. Listen. Don’t patronize or gaslight them. About all you can say truthfully is that your experience isn’t theirs. But what you learn may help you understand them, your dream boss, and others. If it were an equation, it would look like this:
Listen + no judgment = knowledge
Knowledge (applied) = experience = #beabetterhuman
Tell us how you get along with the folks in your workplace.
The museum workplace is full of feelings: Success–you got the grant; terror–the second floor bath really leaked and your insurance deductible is that high; delight–a child told you this was the best school trip ever; accomplishment–you might actually finish cataloging that collection; anticipation–the fall benefit is tomorrow. All these feelings and emotions connect to work, but you’re not a product of artificial intelligence. You arrive every day with your own jumble of emotions, and it’s the moment where these two paths cross that we need to think about.
You’ve heard that oft-mentioned workplace trope, “We’re like a family.” Maybe. Strong families are committed. They communicate well and regularly. They are resilient. They share values and belief systems. They like spending time together, and they are affectionate. Those are all good things, although not all are workplace appropriate. In addition, not everyone working in your museum or heritage organization comes from a healthy family. Some arrive with a host of baggage. Advertising the workplace as a family sets it up as a place that fills a host of unmet needs. Work quickly becomes a spot where individuals feel comfortable discussing their failed relationships, their children’s problems or less dramatically, a venue where they let go of the frustrations of modern life. And while some colleagues share too much, others don’t share at all, yet their silence says everything. They can’t focus, are absent or on the phone frequently. When the over-arching culture says “We’re family,” it’s hard for museum colleagues (and leaders) to separate the hum of personal drama from the day-to-day at work or to know what level of help or participation is appropriate.
Once, a boss I didn’t much care for, an individual who met alcoholism head-on so he knew a bit about controlling feelings, told me that the hardest thing about work is exercising restraint. At the time, I brushed it off, but it’s stayed forever embedded on my personal hard drive, a home truth about saying less. That’s true both as a leader and a follower. It’s a reminder to all of us to create a museum culture for the public AND for staff that is warm, embracing and empathetic, but at the same time clear that our first priority is the communities we serve and the objects, living things and buildings we care for. In other words, work is about work.
Not being like a family doesn’t mean museum leaders can’t or shouldn’t address staff’s problems when they interfere with work. But here’s a caveat: Do your homework first. If you have an HR department, consult them. Know what you can and cannot say, and what you can and cannot offer, and whether HR needs to be in the room when you speak to your employee. Too often people suffer through massive personal drama because they’re ashamed of what’s happening to them. If you don’t have an HR department, use resources in your community — perhaps through your Chamber of Commerce — to get the advice and counsel you need. Make sure you’ve documented the employee’s behavior so you’re not offering vague descriptions that only add to the misery. If inattention costs your organization something, be prepared to explain. Work toward:
- Creating a climate where staff aren’t afraid to say they need to press pause.
- In the event of a personal tragedy, make sure staff know who to talk to.
- Remember that accident, illness or broken relationships can happen to anyone. Don’t blame an employee for circumstances beyond her control.
- Separate legitimate tragedy from a staff member who uses the museum to shed emotional load.
- Work with HR and your board personnel committee to understand what alternatives you might offer–sick leave, FMLA, short-term disability–and know what those mean.
- Build a museum workplace that is warm and empathetic, yet focused on work.
Unconscious bias follows all of us around like a shadow. It’s not exclusive to people we don’t like or trust. It belongs to everyone. It comes to work with us every day. It’s there when co-workers chat over coffee, when we go to staff meetings and when we make decisions. It’s present when we interview new employees or volunteers. And it’s there any time we want to make change in the workplace.
Perhaps it doesn’t feel like your problem because you work with a homogeneous staff? Or perhaps homogeneity defines your part of the museum? Living inside a bubble doesn’t mean bias isn’t there. It just means you don’t experience it. And while much of today’s discussion tends toward race, bias is a searchlight pointed alternately at age, gender, weight, voice, education, class, and more.
History shows us life is iterative. A century ago white women struggled to gain museum leadership positions, but for people of color in 1918, even an assistant to the director position wasn’t a possibility. Today, the needle’s moved. Just not enough. We can see what’s wrong, and the data is there in case we need to have injustice confirmed by numbers.
And its not just museum offices where bias raises its head. Recently bias seeped into collections decisions–at the Brooklyn Museum where the well-publicized hiring of a white curator for the African collection spurred the Museum’s community to protest, and at the Baltimore Museum of Art where the decision to deaccession in order to purchase work from marginalized artists set tongues wagging.
Museum leaders and boards need courage. They will never be seen as working with communities if they aren’t brave enough to stand beside them against sexism, poverty and bigotry. Speaking out means risk, and many organizations feel they can’t afford it; the loss of a gift or board member is too dangerous to take a stand. But courage also demands hope, the hope that losing one gift might mean another arrives precisely because a museum or heritage organization stood up for what it believes.
Museums and heritage organizations absorb and reflect the world in which they function, and the world outside is frequently polarized. Should museum leaders take a stand? Yes. Noblesse oblige isn’t enough. The days of museums and heritage organizations doing stuff for communities are over. It’s time to work with them. But before museums can be value driven, their leaders and their boards, and, in fact, all of us need to listen to each other, however hard it is. We need the courage to call out truth, but once the words are said, it’s what comes next that matters. We need to wait for the answer, and listen again. It is exhausting, but naming bias and bigotry isn’t enough. In fact, it can further pigeon hole colleagues, community members or trustees. Perhaps the hardest thing about undoing injustice is understanding it’s not just about us. It can’t be solely about our personal narratives. It’s for all of us, and that requires understanding on everyone’s part.
What should museum and heritage organizations leaders do to change?
- Know your organization. Know your community. Know where your community and organizational values intersect. Be a bridge builder.
- Help your organizational leadership to model ways to change behavior without further polarizing a situation.
- Make sure your staff has a place to go if they are treated wrongly or unfairly. Make sure you and your board actually know what happens to staff who complain about bias or inequity.
- Don’t let diversity and community be social-media deep. Engage.
- Listen. Listen. Listen.
It’s AAM week–the annual conference of the American Alliance of Museums. This year AAM is in Phoenix where it was (no lie) 110 degrees Fahrenheit on Sunday. Because Leadership Matters is also a co-founder of GEMM we devoted ourselves to AAM’s diversity, equity, accessibility and inclusion initiatives.
We started with “Beyond Diversity,” AAM’s DEAI working group. Led by Dr. Nicole Ivy, AAM’s Director of Diversity, four members of the working group talked about their six-month journey creating a shared vocabulary and basic principles to guide museum professionals in incorporating DEAI in their workplaces. Dr. Johnnetta Cole called the dialog around the table energizing, embodying what it meant to be “the other.” She reinforced the experimental nature of the process by recollecting a quote from her own mother and quoting Zora Neale Huston, who said that “if you jump for the sun and don’t make it, at least you get off the ground.”
Several of the panelists pointed out their work was an iterative process that succeeded because their team worked so hard. Nonetheless, at the conclusion of their comments, audience members challenged them, and by extension AAM, asking what AAM’s role would be in making change? One questioner said that she’d been in the field for five years, but wasn’t sure if she would stay because salaries are so low she isn’t sure she can afford it. Panelists deflected her question, responding that their job wasn’t to actualize, it was to frame the questions.
The following day we and GEMM joined other diversity and inclusion initiatives at AAM’s Diversity Forum. Each group made a brief presentation about its goals and work. Then participants moved from table to table, moving in and out of conversations. At the GEMM table women spoke about the pay gap, salary negotiations, and the rigors of combining parenthood with work. Participants allied over common problems, what to do about low salaries, and how to advise the next generation of museum professionals. Hopefully, the women who participated in the GEMM conversation left with renewed confidence and a sense of support.
It’s impossible to talk about the first full day of AAM sessions and not mention the opening session and the keynote. Certainly the moment when Hallie Winter, Curator at the Osage Nation Museum, received the Nancy Hanks award was a high point. The Hanks award goes to a museum professional who’s been in the field less than 10 years, and recognizes a specific achievement that benefits either the honoree’s home institution or the museum field in general. In a short video and in person, Winter’s brief acceptance speech was heart-breakingly wonderful, reminding all of us why we do what we do.
Then came Kevin Jennings’ keynote. Holy smokes. There are speakers and then there are the ones who get you where you live. Jennings, a former teacher, non-profit director, and writer is the new president of The Tenement Museum in New York City. Weaving his personal history with the museum’s story, and placing them both against a back drop of the national narrative stretching from roughly 1900 to the present, Jennings asked his audience to see themselves (and their stories) as facets in a bigger chronicle.
It’s rare to hear such a personal speech that was packed with leadership lessons if you knew where to look. He made himself vulnerable. He was funny. How many of us are ready to show a huge audience our high school prom picture? He talked about loss. He wasn’t afraid to pause so his audience could comprehend a wrenching turn in the story. It is the way good teachers teach, mingling the now with the then so listeners understand the iterative nature of time. And it’s the way we all need to approach our work, with open arms and minds so our audiences hear the echoes of their own stories. If you weren’t in Phoenix yesterday, try to listen to this speech when AAM makes its recordings available. You’ll be glad you did.
This week Leadership Matters spoke on Women in the Museum at the Small Museum Association conference in College Park, MD. Actually we did less talking and more listening. While women in the museum workforce are often acutely aware of inequities–whether compensation, promotion, mentoring–they consistently battle boards, HR departments and museum leadership who act as though gender equity isn’t a problem or at least not a problem they need to devote time to.
Because we believe we are all change makers, we asked our audience to break into groups and respond to questions about how their own organizations advance gender equity. What followed was a lively discussion. When groups reported out, three topics predominated: salary inequity, salary negotiation, and the ever-present issues of childcare and the workplace.
In no particular order, here are some things that struck us:
- Museum women still fail to negotiate and they consistently underestimate their abilities. We know that failing to possess all the qualifications for a particular job does not stop men from applying, but it does stop women. Moreover, we know that in the world of work 57-percent of men negotiate for their first salary versus 5-percent of women. Men attribute their success to themselves; women attribute their success to others or a lucky break.
- Even without a transparent salary scale or salary bands, it’s an open secret that many museum salaries border on the unlivable. This is why it’s important to believe in your own worth, to use the Living Wage calculator, and to negotiate from the beginning.
- Women still shoulder the bulk of housework and childcare. This complicates their work life so that it becomes a ridiculous and ongoing internal struggle about how to negotiate parenthood and career. This complicated struggle causes women to delay career advancement in order to get past the early childhood years.
- We aren’t always each other’s biggest supporters, as women or as humans. Most women in our audience recognized the importance of both mentoring and a personal posse or kitchen cabinet. (Those are friends and colleagues who listen to you, but are clear-eyed enough to tell you when you’re wrong or you’re behaving like a jerk.) But few could point to bosses or boards who acknowledge gender issues–not to mention gender complicated by race and gender identity–as a career impediment.
If you are a museum leader or worker is gender equity your problem? You bet it is. Your colleagues, your team, your department and your organization are your problem. You don’t get to wring your hands and moan about the lack of diversity in the museum workforce when you’re not actively working to raise salaries so museum workers don’t need well-off partners or parents to make ends meet. You don’t get to pontificate about how important it is for museums to engage with their communities if you fail to acknowledge the very real and complex issues of 46.7-percent of your workforce. And you don’t get to whine about millennials and their attitudes toward work if you aren’t actively mentoring, guiding and advising the next generation.
Stellar organizations are value driven organizations. They put the most diverse group at the table they can, and treat staff as equitably as possible. Museum workers who are treated equitably are happy, and happy humans are creative humans. What organization doesn’t want that?
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/