There’s something we’re puzzled about. There are now a lot of graduate programs in museum studies. There are even more if you include the ones in nonprofit management. But here’s our question–what if you’re mid-career, whether it’s your second job or your fourth and suddenly you find yourself managing people more than things. Huge junks of your time are spent on personnel, and short and long term planning, rather than what lured you to the museum field in the beginning. And whatever you learned about leadership, assuming it was part of your graduate school curriculum, has long since left your brain. Where should you turn?
Just for fun, we looked at AAM’s and AASLH’s websites. At AASLH we found “Leadership” and “Professional Development” both listed as topics under Resources, and some leadership and management topics specifically listed in “Continuing Education.” So far so good. AASLH also has some of its sessions–some very interesting–from its 2017 annual meeting available for purchase, but few about museum leadership. (And just to be clear, for us leadership isn’t always a corner office, a sophisticated board, and a multi-million dollar budget. Sometimes it’s a team of three, and a budget of $1,500.) However, the options for a person who wants to be a better leader can be few and far between.
AAM has a tab called “Manage Your Career,” where one can find the Salary Survey, links to various affinity groups and professional networks, and connection through Museum Junction. AAM also has a wealth of information on career transition, but weirdly many of its career tab links are from other job sectors and no longer connect directly. What’s even stranger is there’s almost nothing–with the exception of posting your problems on Museum Junction — that addresses leadership, management, and career problems or the “being” part of working in the field.
There are also the regional and state professional organizations. We looked at New England (NEMA), the Southeastern Museums Conference (SEMC), the California Association of Museums (CAM) and the Museum Association of New York (MANY). Of this limited search, SEMC offers a long-standing program for leaders/managers and CAM is gathering trend data and case studies that touch on several aspects of leadership. Like AAM, NEMA separates career support from museum resources, making the former about getting a job and the latter about advocacy, funding and policies. MANY, too, spends web space on jobs and advocacy. Don’t get us wrong. There is nothing wrong with any of these web page topics. They are necessary and important, but it’s curious how the field, whether its service organizations or graduate programs, puts greater emphasis on doing–what job do you want, how to advocate for your organization, how to advocate for your field–than on how to “be” in the museum workplace. And by “be” we mean how to be a good curator, not as someone who knows content, but someone who knows her staff or someone who leads with self-awareness, courage and vision.
Museums are tricky, complicated places. They require a wealth of knowledge on the content side coupled with massive leadership skills. Why does the field continue to ignore one for the other and what should a museum leader in the midst of an existential crisis do? How do you know if what you’re experiencing relates to your inexperience, some anomaly related to your site or to the field as a whole? Who should you turn to? Obviously, the type of advice and support you seek depends on the nature of the problem, but leadership is leadership, whether it’s an organization with a staff of 2.5 people or 250 people. You can be a bad or successful leader in both instances.
It’s a Leadership Matters tradition to offer advice for different strata within the field, so here goes:
If you have no money and want to stay local:
- If you don’t already have a peer network, kitchen cabinet or advisory group, now’s the time. These should be people who know your work, but who aren’t your friends. They should be people you’re comfortable baring your professional soul with, but not your grandma. Presumably she likes everything you do. Invite them for drinks or coffee and pose your question(s). And before you meet with these folks, listen to this: to the Ted Radio Hour on how to break out of your comfort zone.
- Contact your local Chamber of Commerce. See what it has in the way of resource groups and continuing leadership education. Ditto for your local community college or university.
- Link to Harvard Business Review. Not everything will help, but much will.
- Read regularly about leadership. If you haven’t read Patrick Lencioni’s Five Dysfunctions of a Team, Judith Glaser’s Conversational Intelligence and Sheryl Standberg’s Lean In, get them. At the risk of causing monumental eye rolling in your workplace, you may want to assign one to your team.
**If you have money and board support:
- Consider applying for a spot at the Getty Leadership Institute.
- Explore AASLH’s Leadership Institute or look at Jekyll Island Management Institute
- If you are an art museum person, don’t forget the Center for Curatorial Leadership’s low residency NYC program.
- If your museum is one of 20 art institutions chosen for a combined initiative in diversifying museum leadership you may be eligible to participate in one of the programs supported by the Ford and Walton Family foundations.
- Think about a graduate or certificate program, either locally or online in leadership or business which these days often encompasses leadership.
**This is by no means a complete listing and we welcome other suggestions for mid-career leadership training for museum professionals.
Last, but not least:
- If you feel your state, regional or national service organization isn’t offering what you need, say something. Say it the moment the 2018 meeting is over. Be specific. If friends or colleagues feel the same way, get them to join in your ask. These are membership organizations that exist to support the field and the field is you.
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?
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/
This is a letter to museum folk who are not leaders. It’s a letter to those of you who work on teams, in departments of one or many, who carry out the hopes and dreams of someone else. It’s also a bit of an apology. Many writers, bloggers and TedTalkers describe leading from anywhere. They write (and talk) as if leading from the back of the room were the easiest thing in the world. We’ve even been guilty of saying it a few times here.
While we believe it’s possible to always behave like a leader, we want to acknowledge the difficulty of having responsibility–sometimes huge responsibility–but no authority. And we want to note that in the world of bad museum leadership, a position that is all responsibility and no authority, particularly topped with gender and generational differences, is its own special hell.
What’s the difference between authority and responsibility? A person with authority is someone who has the power, resources or status to get stuff done. An individual with more responsibility than authority is a person who bears the consequences of someone else’s actions. Most leaders wear both hats, and it’s a tricky business. Understanding that leadership is about interdependence not authority is something it takes new museum directors time to figure out. While they learn, their staff sometimes suffers. What should you do to maintain your sanity if you work for someone who believes being a museum director is about making her staff carry out her wishes? Well you could quit, but let’s suppose you don’t want to.
- Don’t get caught in the blame game: It’s easy to lash out when you feel powerless, and to be honest, it sometimes makes you feel better. Save the sassy comments for after work with friends you trust. Instead, figure out whether you can move forward with whatever you’re charged with on your own. Make sure you understand your own behavior: Are you someone who needs the metaphorical gold sticker to know you’re doing a good job? In other words, do you really need the ED or does talking to her just make you feel better?
- Your ED, supervisor, board won’t listen to you: Look around. Who are they listening to? What qualities do the people being heard have? Can you do what they do? Have you been clear about what it is you need, and more importantly, the consequences if you don’t get it?
- You are totally overwhelmed by the 8 million things you’ve been asked to do, none of which were even remotely on your radar in grad school, nor do they even have much to do with American material culture which is why you got a master’s degree in the first place: Break your list into parts. Pick off the low hanging fruit before moving to something more complex. Don’t be the lone ranger. Work with your team or colleagues to conquer what’s more difficult, and then be the person who brings in something delectable to celebrate and say thank you.
- Working with your colleagues has all the appeal of a middle school group project. Once again, you feel like you’re carrying the weakest member of the team. And sometimes you will be, but don’t assume everyone approaches work like you do. Try and figure out your colleague’s work styles and play to their strengths. Whoever coined the phrase “You get more bees with honey than vinegar,” was not kidding.
- If one more person tells you that you’ll understand whatever it is when you’ve got more experience or takes your idea, rephrases it and gets all the credit, you’re going to scream. You know your own work culture best, but if smiling and suffering silently has gotten you no where, you can challenge people. Be polite, but prove you know what you’re talking about. Remember the first step in getting woke is getting woke. And perhaps, most importantly, if you see this happening to another colleague, step in and help her out.
So…we’re not saying it’s easy, and we are here to acknowledge that in the course of every museum career you will encounter weak or authoritarian leadership. But don’t let it stop you. Keep a list of your successes and read it over when you’re having a dark day. Use your words. No ED can intuit what’s going on in your head. Be clear about the challenges and risks you see ahead, and ask for help. When you talk to your ED, make it about work, not about your unhappiness. Don’t wait for permission for every single step. Have a plan for the project ahead, get it approved, and move forward.
Tell us how you deal with the authority/responsibility dilemma.
This is the second in a series of guest posts about the museum job market. Our guest blogger this week is Cassidy Percoco, now a curator/collections manager, who graduated from the Fashion & Textiles History, Theory, and Museum Practice program at the Fashion Institute of Technology (NYC).
If you are interested in guest posting for Leadership Matters, particularly if you are looking for a first job or if your experience finding a museum job was impacted by race or gender, contact us at email@example.com.
Like many other people in the museum field, I had to spend years in a state of financial uncertainty after graduation. To me, that was all “paying your dues” – I knew that more was required beyond the degree and never expected to get a job right out of graduate school. However, it took me several years of living at home, working part-time in retail and food service, and interning and volunteering at local museums – not to mention writing a book and maintaining a blog on historical fashion – before an application and interview turned into a permanent, full-time job. And it’s a job I love, but for a variety of reasons, now I need to move up the ladder. At first, the second job seemed like it wouldn’t be too hard because it’s common knowledge that the lack of true entry-level jobs is the main barrier to a museum career, right?
Wrong. My current situation is actually not that much different than my post-grad-school one: There are few positions open for someone with my skills and experience, and competition is still extremely fierce. The standard advice of “volunteer as much as you can” is no longer practical, though. As a consequence, I’m not sure what to do next.
And I’m concerned there are a lot of people in the same position who aren’t speaking up or being talked about. Because we have jobs, we tell ourselves we shouldn’t complain, but opportunities for advancement are slim, and many of us have no idea what to do next, particularly since many of us well into a first job find ourselves tied through relationships to a particular region. Do we tread water? Explore ways to leave the field or move sideways into something else?
The entire system has problems, and while tackling degree creep is a good step toward breaking down barriers, the issues resonate through all levels of the museum world. We have an overload of applicants from multiplying graduate programs, while the number of positions in museum collections still has not rebounded from the belt-tightening of the Recession. Unfortunately, there is no easy answer: we need more jobs and better funding. Until we have them, we need to support each other in our choices – both those of us who leave and those of us who stay.
Cassidy Percoco, now a curator/collections manager, graduated from the Fashion & Textiles History, Theory, and Museum Practice program at FIT. She is the author of Regency Women’s Dress: Techniques & Patterns 1800-1830, and her blog and podcast can be found at www.mimicofmodes.com.
This is the first of several posts on the museum job hunt. Our guest blogger this week is Allison Clark (and, no, that’s not Allison in the photo).
When I first entered the museum field, I was a bright-eyed undergraduate whose opportunities seemed limited only by time. My college campus was nestled next to Houston’s Museum District, enabling me to bounce from institution to institution, department to department, trying my hands at everything from curation to collections management to interpretation. Through both paid and unpaid internships, I caught the museum bug: I wanted to share my enthusiasm for visual art with anyone and everyone. My supervisors became my cheerleaders, and with their encouragement, I earned my graduate degree in art education. As I was frequently reminded, this expensive piece of paper would add a coveted edge to my career. And, for a while, it did. I racked up fellowships and scholarships in graduate school, teaching visitors of all ages and presenting at conferences during the few moments when I wasn’t trying to make ends meet financially.
As graduation neared, I began haphazardly applying to entry-level positions across the United States. By some miracle, I interviewed for thirty minutes with a big-name museum in Los Angeles for one of their graduate internships. A few weeks later, I received the phone call I had dreamt about: I was invited to join their team, albeit without benefits and less-than motivating pay. Yet, all I could think was, “THIS IS IT – I MADE IT!!!”
A year later with the graduate internship under my belt, I was far less convinced. What no one explicitly told me as I worked my way up the museum education ladder was that full-time gigs were few and far between. Even in Los Angeles. Even for people with the experience and education to back it up. I applied to over 50 full-time museum education jobs across the country in the span of five months, and I was called back for four. And those initial call backs? They led to multiple rounds of interviews, teaching samples, and strategic planning presentations. At the end, only one job offer provided a living full-time wage with benefits – two things most people need to live on their own.
Now, I am aware that I am one of the lucky ones. I can go to urgent care without panicking about how I will be able to pay, and most days I get to do what I love. Unfortunately, this simply is not the case for many museum educators, who are all too often undervalued and still searching for their “break” into full-time employment with opportunities for career advancement.
So, let me provide the advice I wish I could have told myself ten years ago:
- Gain skills outside of your intended field.
Learn how to budget. Like, really budget. What would you do with $2,000? How about $250,000? Know the numbers, and know how to speak business. If this isn’t your comfort zone, join the club. Take free online courses (edX is my go-to), and expand your skillset to include some productive surprises.
2. Work hard, be nice.
One of the best things to do when you’re starting out (or moving up) is to do excellent work and share it with your peers, supervisors, friends, and anyone who can provide constructive feedback. The museum world is a teeny-tiny place, so be nice to everyone you meet.
3. Be prepared to struggle.
The museum education field is not for the faint of heart, or people who want a 9-5 job. One of my mentors advised me that the days are long, but the years are short. The hours will hurt, you will get tired of the near-constant balancing act, and you might even question if you’re making an impact. Hang in there. Find your network (local, regional, or national). Share your vulnerabilities with people you trust. Delegate if you can. Most of all, document your successes and create a portfolio that illustrates why your efforts matter.
Since joining the Bruin family in May 2017 as the Education Manager at UCLA’s Fowler Museum, Allison Clark has welcomed hundreds of students to the Fowler, produced a three-day Teacher Institute for K-12 educators, and designed over 20 family programs for both kids and kids-at-heart. Currently, her work highlights the intersections of visitor-driven interpretation, inclusive storytelling, and professional development for the K-12 community and intergenerational audiences. Allison also serves on the Board of Directors for the Museum Educators of Southern California (MESC) in addition to committee appointments with the American Alliance of Museums (AAM) and the National Art Education Association (NAEA). Allison received her M.A in Art Education from the University of Texas at Austin and her B.A. in Art History and Anthropology from Rice University.
This fall Anne Ackerson and I will teach a course called “The Museum Leadership Challenge” for Johns Hopkins University’s Museum Studies master’s degree program. As a result, we’ve talked a lot about what we really think the key components of museum leadership are. It’s an ongoing conversation, but the thought of being in a classroom, even a virtual one, puts a different spin on things. I won’t lie: Participating in a program that annually launches newly-minted graduates on the museum world, makes us acutely aware of the museum ecosystem, particularly the job market. The job race is a daunting prospect, asking applicants to create (or shed) versions of themselves via social media, to send hundreds of resumes zooming around the Internet, all while trying to work or volunteer in this field they’ve committed time and money to. It’s a big, complicated deal. And the elephant in many rooms.
Even though a director’s position is sometimes the way out of the hideously low salaries plaguing the museum field, it’s often viewed as a painfully pressured role, so many emerging museum folk avoid the leadership challenge. At small museums and heritage organizations it’s the job that sends 26-year olds to board meetings with people old enough to be their grandparents. Instead, you aim for positions as curator, chief curator, collections manager or educator, director of engagement or social media guru. But here’s what we say: all those positions lead. And more importantly you need to be the leader of yourself. That sounds dopey, but think about it. Your career, in which you’ve invested a bundle of money, isn’t something that happens to you. It’s something you make happen.
When you get your first job and start moving up the museum ladder, you will spend hours in planning meetings. You’ll plan exhibitions, events, and programs. You’ll think about branding, messaging, and mission statements. This will be the 10,000 hours Malcolm Gladwell talks about. Hopefully, you will have good mentors, leaders and guides. Hopefully you won’t zone out with your iPhone under the table. And, hopefully, you will think strategically. Why do we care? Because we want you to think strategically about your own life and career. We want you to make things happen. So, if you’re a new museum person, here are five questions to think about:
- What makes you happiest at work?
- How do you manage a challenge and can you embrace and learn from failure?
- Who are your mentors and advisors?
- Have you made a list of your leadership qualities?
- If you’re already working in the field, do your plans and values align with your museum or heritage organization?
If you are a board member, director or department head, directly or indirectly responsible for hiring, know that the culture of your organization affects not only longtime employees and new hires, but the field as a whole. You are change agents. Here are five questions for you.
- Does your organization have a values statement? Have you read it recently?
- Does your organization have a HR policy and/or an HR department?
- What has your museum or heritage organization done to keep bias out of the interview room?
- What is the most important quality you (or your organization) looks for in new employees?
- When was the last time your board talked about staff salaries?
Strategic planning isn’t just for organizations. It’s for individuals, too. No, it’s not a panacea, but in an overcrowded field knowing what you want will help you move ahead of the pack.