Some of you will read this post’s title and start laughing. Professional development funds are often the poor step children of organizational budgets, quickly whacked when finances are under siege. Yet in our ongoing quest to have museums and heritage organizations take their staff seriously–not just we can always depend on you to open the doors seriously, but you are the change agent(s) and we value that (seriously)–Leadership Matters believes in professional development.
Last week Fast Company did a piece on Gallup’s State of the American Workplace Report. Admittedly, this is all workplaces and museums are only a tiny minority, but guess what? Fifty-five percent of American workers aren’t in love with work. They don’t hate their jobs either, they’re just indifferent. Why, you ask? Workers cited their bosses as poor communicators, and not just about work stuff. They felt management failed to explain a job’s benefits, and one of the principle benefits listed was professional development. The article suggests that unlike other more intangible workplace qualities, lousy or inexplicable benefits make employees leave. And leaving costs organizations money.
As a museum leader, you and your board of trustees want a stable, happy staff firmly entrenched with the 45-percent of American workers not trolling job announcements for greener pastures or better benefits. That means being an organization that demonstrates care and concern about employee growth, for conservators, curators, museum educators, and everyone else on your staff. And why does that matter? First of all, because of what it says. A clear and equitable employee development program says: We value you. Whether you are the lone ranger director provided with enough funding to take a course or go to a regional or national meeting or a member of the development office sent to learn the latest donor program, it is an ongoing way of saying thank you, an explicit demonstration of trust, and staff actually care if leadership takes a genuine interest in their future.
Who should get professional development funds? Well, in a perfect world, just about everyone. Museum leaders get more because their positions demand more, and the board and everyone else expects them to think and act at the speed of light. But wouldn’t it be nice if even the non-exempt staff who meet, greet, and instruct had the opportunity to go to a regional or local meeting once a year, to take an online course or work with a group like Museum Hack? So if your organization’s professional development program is lame or doesn’t exist, here are five things to think about:
- Boards need to understand that when it comes to staff, the best of the best seek self-improvement. They tend to leave organizations who make professional growth difficult or impossible.
- Professional development program budgets need to be transparent and equitable, meaning all exempt staff receive X and all non-exempt staff receive Y. And a gentle reminder, it’s not helpful if the museum leader seems to have unlimited professional development funds, while other staff have to go through a request and approval for every ask.
- Don’t hide behind the “we don’t have time for that” excuse. You are not curing cancer. You are a museum. You are an idea factory. If you can’t afford to let a staff member leave for three to five days, then you have other issues.
- It is helpful if professional development experiences are hinged to something at work, otherwise it is easy for them to become out of body experiences with nothing to do with work. As a leader, when you agree to staff attending a meeting, program or online training, talk about how that experience will integrate into the workplace on the back end. Be mindful that “What I did on my trip to AASLH” can be mind numbing for staff left behind, so make sure these interactions are intentional, directed, and, to use a sports metaphor, move the ball up the field.
- Boards and museum leaders want staff who can adapt. Employees who engage in learning on an ongoing basis adapt more readily than those who don’t. What does an organization have to lose?
Tell us how your organization sustains professional development.
Dear friends, colleagues, readers and acquaintances,
Let’s face it, there is just too much information out there. Yes, some of us are seduced and beguiled by fake news or give up news altogether, but there is also a lot of really good writing going on. So if you’re taking time off before the new year and plan to devote yourself to self improvement of one kind or another, we recommend a cozy chair, a hot beverage, some great music, and one or more of the following.
A Truck Full of Money by Tracy Kidder–If you’re a leader or a wanna be leader, pay particular attention to the early chapters where Paul English sets up his first company.
Between the World and Me by Ta-Nehisi Coates–A must read, particularly if you’re white, and deep in your lizard brain you think your beliefs and your unconscious biases aren’t aligned.
Articles and Short Reads:
42-Ways to Make Your Life Easier A little trite, but true. And you can download it.
Cleaning the Museum A voice from 1973 to remind us how important all our staffs are not just the ones with cool jobs.
Raising a Trail-Blazing Daughter Even if you’re not a parent, good advice from the notorious RBG.
Five Myths that Perpetuate Burn Out Across Nonprofits One of our favorites. We’ve written about this from the museum point of view, but this is better.
When It’s Dark Enough, You Can See the Stars is about the tenacity of nonprofit leaders. It’s about why we’re in this game even in the toughest of times.
How Far Should We Go In Building Leadership Qualities? To thine own self be true, baby.
Growing Bigger, Staying Collaborative – 5 Tools for Building Non-Bureaucratic Organizations True to form, Nina Simon doesn’t hold back about sharing the good, the bad, and the ugly of her museum leadership journey. This time it’s about facing and embracing organizational change.
The 5 Elements of a Strong Leadership Pipeline Thanks to the Young Nonprofit Professionals Network for the lead to this post which stresses organizational culture, learning through exposure, and knowledge sharing as key ingredients in movign
And to Listen to:
Just a Little Nicer If you’re not already a fan of NPR’s TED Radio Hour you should be. This is a good one to listen to as we look toward resolutions for 2017.
SNL’s Cold Open Hallelujah If your life is so busy the 8 million times this flashed on your screen you missed it, you need to adjust your life. Then you need to listen.
It’s been a while since anyone at Leadership Matters was a graduate student or applying for first time jobs. (Back then it was a painfully slow business conducted via the U.S. mail.) But we suspect that in the museum bubble there are some career tropes that persist: You’ll become a museum anthropologist and spend half your time in the field; you’ll be profiled in the New Yorker for your work at a major art museum; your work in interpreting slavery or immigrants will become a model for the field. While we hope your dreams come true, it’s a fact that many newly-minted graduate students’ first job will be as “lone rangers”, serving as historic site managers for small, independent heritage organizations or managing sites for larger county or state agencies.
We were prompted to think all this when we read Robert Wolfe’s Experience Beyond the Classroom. Posted on AASLH’s blog, Wolfe’s tightly-written piece points out that being the only staff person may mean that a grasp of basic plumbing or the ability to operate heavy machinery can turn out to be as useful as the research for a master’s thesis. But we think what he’s really saying is two things: First, be open to possibility. If your pipe dream is to manage a major historic property, then realize what that means. You want to manage an old or very old property containing a lot of old or very old stuff. When you start applying for jobs a huge percentage of the competition will come to the table having completed an exhibit at a historic house or catalogued a malingering collection or done the fall school tours. But who apprentices themselves to the buildings and grounds supervisor or the director? Who watched and listened while leaders decided whether to trench the building’s exterior before or after the new roof was put on? Who sat in the back of the room while the historical society leadership went before the planning board to negotiate new signage? Wolfe mentions learning to drive a standard vehicle and operate heavy machinery. Assuming you’re not in graduate school virtually, you likely have an entire graduate school to learn from. Don’t confine yourself to the museum studies or art history program. Visit the plant manager. Shadow someone. A building is the biggest object–in fact, the container–for the rest of a heritage organization’s collection. So if you’ve been an apartment dweller or tenant all your life, recognize what you don’t know, and how to gain some experience.
You don’t need to master all the trades, but basic knowledge is helpful, which brings us to point two: be strategic. We can’t say this enough. You can want and wish and hope your way right through your graduate program, but when the rubber hits the road and you have to choose, you may end up a solo site manager. Here are some suggestions that may make the path easier once you find yourself the sole leader:
- Reach out to the heritage leaders in your area. Arrange a once-a-month gathering for drinks or coffee and an exchange of information. Learn from each other.
- Expand your posse of peeps to include a Mr. or Ms. Fix-it. Maybe it’s your father or your grandfather, maybe your best friend, but find someone who’s owned a home or two, who’ll take your call after you successfully turned off the spewing plumbing but before you meet with the plumbers.
- Know what you don’t know. You wouldn’t conserve a painting by yourself, you’d raise the money and send it to a conservator so don’t trust the care of the building to just anyone.
- Understand that there are likely people in your community who are more interested in your building and how it works than in anything inside or in the generations of folks who lived there.
- Don’t make decisions alone. Does your organization have a building committee? There are a lot of complaints about boards that don’t manage and boards that micro-manage, but when heritage buildings need help, that generally spells money. Not only should you not make those decisions by yourself, hopefully the strategy for making decisions already exists. When the roof is failing and snow is forecast is not the moment to test how your historic house functions in crisis.
- Know yourself: Do you work well independently? Will you seek community when you need it? Working as a loan ranger isn’t for the faint of heart.
Be well. Do good work, and send us your tips for life as a solo heritage organization leader.
Last week I spent two days in St. Louis. Culturally rich and bisected by parks full of fountains and families, it would have been enough on its own, but I actually joined 30 or so other museum folk from around the country for 48 hours as a member of AAM’s Annual Meeting program committee. Having said that, I should add that no one at AAM asked me (or anyone else) to blather on about the experience. This is my idea.
Perhaps you’ve been to an AAM meeting? Perhaps as you stood in line in some vast convention center, knowing just how much of your organizational travel budget went towards bringing you there, you were a teensy bit overwhelmed by how much there is to do? Because there are a lot of sessions on everything from collections to governance, from buildings to leadership, not to mention affinity cocktails, special tours, lectures, and, of course, the keynote. Since AAM attracts a huge number of people, not only from the Americas, but increasingly from around the globe, it’s an event that warrants multiple everything. So next time you’re standing there, overwhelmed, overjoyed or over tired, know that actual humans, not an algorithm, went into planning the meeting.
We were, in fact, divided into teams, each tasked with a different group of topics. This year there were over 400 session proposals, a number we had to whittle away at, while keeping in mind museum size–meaning is a given program a one-size fits all or specifically geared to small, medium or vast institutions. We also had be conscious of tired ideas versus tried and true ideas; what was innovative as opposed to ill-defined; all while keeping geography and the conference theme of diversity, equity and accessibility in mind. Needless to say it was a stimulating experience. When was the last time you sat in a room with your colleagues and just talked about issues, projects and possibilities in the field we know and love? So two final thoughts: If you ever have the chance to take part in program planning, say yes; and if you want programs on a particular subject–say, innovation in historic house museums or social justice programs at art museums, contact AAM. It’s too late for 2017, but not for 2018 in Phoenix. So take it from me, participate. It’s worth it.