Texas may not have originated the phrase “Go big or go home,” but it could have. It’s a big place, bigger than France. Last week Leadership Matters traveled to Houston for the Texas Association of Museums (TAM) annual meeting where we keynoted day two for 550 museum folk from all corners of the state.
None of that is particularly unusual. Both of us speak fairly frequently on either leadership or gender or both. What was odd (and gratifying) was that out of the approximately 65 state, regional or national museum service organizations, it is TAM who chose to make gender equity the focus of its 2018 meeting.
Here on the East Coast, mention Texas and you may get some eye rolling. Folks will tell you that Austin has great music or food, but then conversation may turn to the fact that it’s a place you’re allowed to carry your holstered handgun out in public. Then there’s the weather (hot), and the fact that it might not have any trees. And maybe in the minds of the Metropolitan Museum-going public, it might not have any museums. But it does. Big ones, uber-wealthy ones, tiny historic sites, and major history museums, all nurtured and supported by TAM. And it is the TAM board and staff who chose this year–the year of Post-Weinstein, #MeToo, and #TimesUp– to make gender equity the centerpiece of its meeting. (In 2017 TAM also launched a Diversity, Equity and Inclusion series headlined by Chris Taylor from the Minnesota Historical Society so this isn’t its first foray into challenging workplace issues.)
How bold was this gender equity focus? Pretty bold. Bigger organizations might shy away. Gender equity–despite its relentless focus on closing the pay gap, a gap that according to the American Association of University Women (AAUW) is dramatically worse for Native and Latina women than for black women, and certainly for Asian or white women–has been the after-thought problem in the museum world for 45 years. And this in a year when data shows us that nationally 81-percent of women and 43-percent of men experience sexual harassment in their lifetimes. Some might say that the museum world, with its 46.7-percent female workforce, should sit up and pay attention. That’s how TAM felt, and that’s how we found ourselves speaking to a lunch-time audience in the Hyatt Regency.
Before we went, we launched a survey on Facebook to confirm (or bust) what we believed about gender equity in museums versus working in other job sectors in the United States. As of Sunday 625 humans had taken part. The survey is still open if you’d like to participate. What did we learn? That 62-percent of those folks say they’ve been discriminated against because of their gender. And more alarmingly, that 49-percent have experienced verbal and/or sexual harassment at work. What does this say about the museum field? Haven’t you all had enough? Texas is taking care of its own, but isn’t it time for more museum service agencies to follow the TAM model and stand up and say gender inequity is a bad thing?
Gender inequity is insidious. For women of color, it means a workplace that mixes racial bias with gender bias in ways that multiply the occasions for hurt, harassment and EEOC complaints. We’ll leave you with the same quote that ended our TAM speech. It’s from a participant in our recent survey who wrote,
“I feel like a second-class citizen.”
No one working in the museum world should feel like that. We have the power to make change. Let’s do it.
Joan Baldwin & Anne Ackerson
April 10 was equal pay day for white women working in the museum world. That’s the day they make as much as their white, male colleagues did in 2017. For women of color, equal pay day arrives in August, for Native women, September, and almost 6 months later Latina women finally catch up. If you are an Asian woman, you arrive at equal pay day a month ahead of your white female colleagues.
We’re reporting on all of this, not to make you feel discouraged although it undoubtedly will. We understand that for many people–including many women–the whole topic of gender is exhausting. You are not alone.
Asked whether she was contemptuous of smart women, writer Susan Sontag snapped, “Where did you get that idea? At least half the intelligent people I’ve known have been women. I couldn’t be more sympathetic to women’s problems or more angry about women’s condition. But the anger is so old that in the day-to-day sense I don’t feel it. It seems to me the oldest story in the world.”
For many, it’s this sense of being on an endless loop, playing out decade after decade, that annoys some and discourages others. We’ve heard it all before. We’ve lived it. It makes us cranky, but then we feel like it’s time to let go and get on with life. And it’s difficult to sustain hope when women are frequently seen as a huge Oliver Twist chorus of “Please sir, I want some more.”
Except for museum staff who work for municipal, state or federal organizations where salaries are transparent and public, most of us have no idea whether a particular museum or heritage organization has closed its pay gap. Many institutions actively discourage conversation around salaries, and for a host of reasons, employees comply and avoid talking about how much they make. So unless you accidentally see the CFO’s salary spreadsheet or a colleague’s letter of agreement, you probably don’t know much.
The exception? If you’re the museum director. Then you likely have access to a lot of information, and precious few excuses for an inequitable pay scale. When was the last time you tracked salaries by race and gender for your board? How uncomfortable would it make you, knowing your organization pays a Latina woman significantly less than a black woman, and exponentially less than a white man all for doing the same job?
We hope you are uncomfortable because closing the pay gap is a problem the museum world can solve. And making the pay gap disappear is something any museum or heritage organization should be proud of. So here are five ways to make change so that in April 2019 when Equal Pay Day rolls around again, you can say “Done and dusted” and turn your attention elsewhere.
- If you’re an individual offered a new job, negotiate. Know what you need to make to live without constantly worrying. Ask for it.
- If you’re a museum leader, chart your staff by gender and race. If you lead a smaller organization, you may not have two staff members who do even close to the same thing. In that case, compare your staff salaries to the ones in AAM’s salary survey. Are yours better by gender, better overall or are there multiple issues?
- Bring your salary information to your board, but before you do, understand what salary equity says to staff members. It’s not just words, it’s an acknowledgement that everyone in the organization chart is equally important, not more prized because they’re white and male. Make sure your board understands how important closing the gap is. Across the board raises–were they offered–deepen wage equity rather than fixing it. Close the gap first.
- Consider the way your organization hires. Is the hiring process relatively bias free or not bias free at all? Learn what you can from AAM’s Hiring Bias Project.
- Recognize your own biases and leave them at the door. Know that when labor economists look at the wage gap, 38-percent of it can’t be explained, meaning it isn’t about training or choices. It’s about how people and their occupations are perceived. Do your part and make change where you can.
Once again we find ourselves responding to an Alliance Labs post, this one titled The Labor of Love: Revaluing Museum Work, written by Emma Boast and Maddie Mott, and originally published on Medium, December 20, 2017 and republished by Alliance Labs this week. Here goes:
Dear Emma & Maddie:
Your article could be summed up in one sentence: Too often museums and heritage organizations put staff last, not first. Leadership Matters is filled with pleas to boards and museum leaders to recognize the value of human capital. We’ve said it at least once a month for 36 months. It’s not buildings or collections that drive museums, it’s people.
A lot has happened since you originally wrote your piece. It’s odd to think that something written 15 months ago can already be, if not out of date, then out of context. Today the world of work is beset with questions of #MeToo and sexual harassment, yet many things–particularly as they relate to women and work–are unchanged. If you need evidence for that, know that in 1974 a group of women known as the Women’s Caucus approached AAM with a list of grievances. With the exception of more women in museum leadership, most of the Caucus’s complaints are as true today as they were 44 years ago. And it is this Groundhog Day-quality of trying to make change at 35,000-plus organizations that is daunting. Museum employment is shackled by a legacy of gender inequity coupled with largely invisible race and class barriers.
But back to your piece. First, a caution about comparing museum work with academia. If by academia you mean a teaching position in a two or four-year institution, there are disgruntled overeducated employees in both sectors; however, the Bureau of Labor Statistics (BLS) tells us that, as of May 2016, there were 1.3 million postsecondary teachers at U.S. colleges/universities, professional schools, and junior/community colleges earning a median salary of $75,430. Among curators in museums and other institutions where education requirements and job responsibilities are similar (if not often the same) to postsecondary teachers, the BLS 2016 employment number stood at 11,170, earning a median salary of $58,910. While it’s common knowledge, particularly at big universities, that adjuncts are the indentured servants of the academic world, contrasting museums and academia isn’t an apples to apples comparison. And don’t forget that many postsecondary teachers are unionized — that can make a big salary/benefits difference.
Second, your comments on advancement: If you yearn to be a curator, and in fact become one, what does advancement look like? Might it mean moving to a leadership position where ultimately you manage people rather than care for things? Or does it mean moving to a larger organization where you manage a more dynamic collection as well as staff?
One thing we’ve tried to point out on these pages is that in a small field where, to date, an advanced degree is the ticket for admission, moving up frequently means a leadership position which many museum professionals are ill-prepared for. But perhaps the point is advancement means different things in different parts of the museum job sector. If you want to be an ED, the path is pretty clear; you hop scotch your way from smaller to bigger. But if you’re a curator or an educator, there is likely to be a fork in the road, where you decide whether advancement is more important than what brought you to the field in the beginning. Finally, is zig-zagging up the ladder as much of a problem for museum professionals as organizations failing to provide even the most minimal professional development opportunities? We think the answer is no. All staff need professional development.
Third, we fundamentally disagree with the notion that change can’t happen piecemeal–that no single museum can make change alone. In fact, that IS how it’s happening. Individual museums with forward-thinking leaders and boards create workplaces where employees prosper. As a result, those institutions flourish. Museums that pay pitiful wages, offer no benefits, and make serving on a jury easier than going on maternity leave, don’t attract and retain creative, driven staff. They do the opposite.
We support the changes you call for: eliminating degree requirements, investing in existing workers, and helping with work/life balance, but it’s hard to believe that two 21st-century women left closing the gender pay gap out of the equation. It’s a pervasive and ongoing problem, affecting all women, but women of color, and queer and transgender women disproportionately. Until the museum field pays its staff equitable and living wages, this will always be a job sector known for its lack of diversity and its abundance of quit-lit. Last, we believe that AAM Accreditation and AASLH StEPs should require their member organizations demonstrate they not only have HR policies, but how complaints and harassment are handled.
Thank you and Alliance Labs for keeping this conversation going. It is an important one. For the second time in less than a month, we’ll close by asking: Isn’t it time for a wage summit that would bring together big thinkers from inside and outside the museum field to tackle this problem?
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?
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?
Happy New Year to everyone. We’d like to begin by thanking all of you, longtime readers and those who’ve just discovered us for your support, passion, and encouragement. Know you’re in good company. Leadership Matters had nearly 50,000 views in 2017–not our best year, that was 2016–but we’ll take it. While most of our readers come from the United States, people from 124 countries read this blog which tells us that questions and issues regarding museum leadership are universal. Our regular readers, garnered from WordPress, Instagram, and Facebook number 1,200. Building on 2016’s unbelievably popular post, Museums and the Salary Conundrum, 2017’s most read post was Are Low Museum Salaries Just a Money Problem? It seems there’s a theme here.
So now, suddenly, it’s a new year, and in a spirit of hope, here are our wishes–a baker’s dozen–for 2018.
- Museums develop and use equity and diversity policies to guide recruitment and conduct. AAM requires equity and diversity policies for all Accredited museums. AASLH requires equity and diversity policies as a StEPs standard. Need some help to jumpstart policy development? The Association of Science and Technology Centers’ Diversity Toolkit can be the place to start.
- That museums stop kicking the can down the road and address the wage gap now. You’ll find good information at the Gender Equity in Museums Movement (GEMM) website.
- More resource pooling or institutional merging among museums across discipline and geographic boundaries to increase impact and strengthen sustainability. Here’s a good starting resource from AAM.
- That museums remember that empathy isn’t just for the visiting public; it belongs in the workplace and boardroom too. The Empathetic Museum’s Maturity Model is a self-assessment that can help your institution better reflect and represent the values of their communities.
- Museums become recognized leaders in workplace reform, emphasizing workers and volunteers as valuable and valued human assets. Looking for ways to begin difficult conversations at work around equity, diversity, inclusivity? This article may help.
- That museums remember that no matter how carefully they construct their public face, boards, staff, and volunteers need to check bias at the door, and work to create open, authentic environments. Here’s a playlist of TED talks to share at work.
- Museums lead the way for nonprofits by becoming places where women DON’T experience sexual harassment. That means supporting women not just punishing men. Need some support? This one-pager from 9-5 might help.
- Museums lead the nonprofit world in board education and development.
- All museums articulate their organizational values and figure out tangible ways to live by them….every day. Doing so will keep them agile and responsive. The resources here and here will get you thinking about organizational culture and values.
- Museum boards commit to sharpening their governance knowledge; museum staff commit to sharpening their creative edge. Together, boards and staff commit their museums to becoming active and transparent learning organizations. What will you do to create the change that will make 2018 better?
- Museums emphasize building endowment as a key strategy leading to long-term financial stability. Coupled with community building grounded in a dynamic and relevant mission, the result is a museum at its most resilient in the face of economic and social change. This article from the Nonprofit Quarterly offers an excellent overview about what an endowment is and underscores the importance of organizational commitment to building and maintaining one.
- Museums make time to hit pause, to plan, to think big, fight mediocrity and encourage community engagement. Consider how you will nourish creativity among your staff.
- Museums commit to an open, fair, equitable hiring process; that they cease posting jobs without posting salaries, and that they stop insisting on a graduate degree for every position. Nicole Ivy’s article starts the conversation.
And don’t let the wishes end here. Let us know what you care about and what you wish for in 2018, and if you’d like to write a guest post, send us a writing sample, and a possible topic.
Anne Ackerson & Joan Baldwin
There is no question that museum salaries are the field’s third rail. Whenever they are mentioned here, we see a spike in readership and the number of comments. Museum directors tell us that if salaries go up, there’s no money for heating/cooling or the education department or exhibits or the institution’s digital presence. Or how about an organization’s crumbling infrastructure? After our July 10 post a reader wrote, that she felt the low salary issues were really a two-fold problem. On the one hand there’s salary equity within an institution. Her concern was directors whose salaries are out of proportion to the rest of the staff. Obviously if a director’s or CFO’s salaries are hugely inflated in comparison to other staff, that is a problem that needs the board’s attention, and the first issue might be getting them to understand this type of inequity is a problem. And speaking of salary inequities, don’t forget the gender salary gap, but more about that later.
The writer’s second point relates to the you-can’t-get-blood-from-a-stone argument. Here’s what she wrote,” The other issue has to do with the limited overall funding available for running a museum (which could probably be expanded to most of the non-profit sector). Many (most?) museums are challenged to find additional sources for staff salaries since we are “overhead”, along with utilities, insurance, snow removal, etc., rather than programmatic activities (for which funds can more readily be obtained). I’m not sure what the solution to THAT is.”
You know this. You live with it. It is part and parcel of museum leadership in 2017. And we get it. We really do. But here’s a thought, not a judgement: Are there decisions that museum service organizations, boards and museum leaders could make over the long term leading to better salaries?
Let’s pause to note that Leadership Matters believes many small and medium sized museums don’t allow themselves to think long term. And by long term, we mean five to 10 years in the future. The reasons for that are likely complex, from poor trustee training, to dismissive attitudes toward museums and heritage organizations in general, to the risk-averse nature of many non-profit boards or an ingrained belief that a board’s role is to maintain status quo rather than to work for change. But the museum field’s salary problem demands long-term planning.
So what is the solution? There isn’t just one. The low salary problem grew over time, nurtured by the hierarchical nature of the field, and the museum world’s gentle tip towards a pink-collar workplace. The fact that a master’s degree is almost de riguer for employment brings a huge group of debt-ridden employees to museums every year. These factors make museums easiest for employees with second incomes–family money or high earning partners–creating a vicious circle where the wealthy stay on, while others leave. That may be a huge generalization, and many of you can point to exceptions, nonetheless, this is a complex problem involving race, class and gender. It took decades to create and it will take decades to undo. So here are some suggestions for change:
While who gets paid what is, at the highest level, a board thing, we believe it’s time for AAM and AASLH to step up to the plate. While AAM, AAMD, and the regional museum organizations have religiously collected salary data for decades, it’s largely a passive commitment. If you or your organization buy the survey, you may use it to your heart’s content, but isn’t it time for our national museum associations to follow the American Library Association and stipulate a minimum salary for museum professionals? The cynics among you may ask what good would that do? In the short term, precious little. Over the long term, however, a minimum salary for directors might give organizations pause before they hire a maid-of-all-work at $28,000, while allowing job applicants the courage to say no thank you, your position doesn’t meet the national association’s base salary.
Museums and heritage organizations have to be encouraged to endow positions. That isn’t something just for colleges or huge, wealthy organizations. What better way to acknowledge the importance of staff in keeping organizations alive and changing? Yes, it’s costly, but endowing positions frees up cash for other anxiety-provoking expenses.
Museums need to become the non-profit world’s leaders in addressing the gender pay gap. The salary gap is not a myth, but a real thing–look at AAMD’s report on salary equity and AAM’s newest salary survey–and is something every organization needs to address. What would happen if the museum field were known as the job sector that made women’s salaries equitable first? That means making sure all women’s salaries are equal since statistics show women of color and queer women don’t make as much as white women, and only then adjusting women’s salaries to meet men’s. How would that affect hiring and more importantly, retention?
Last, AAM, AASLH, AAMD, the regional service agencies, and the United States’ many museum boards have to support and encourage salary growth. From the accreditation process to the StEPs program, staff salaries and benefits have to matter in a visible, tangible way. Organizations should be open and transparent about staff turnover, about their ability to hire above their city’s Living Wage. Why? Because a well-paid, content, smart staff drive organizations forward. And that’s a cultural shift.
This is a problem for all of us. Let’s work for change.