Are You A Museum Baby Boomer? Consider This: Leaving Well is the Best Revenge

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Dear museum baby boomers, this post is for you.

If you were born after 1964, this may confirm or support some of your worst fears, so you may want to give it a pass. Here at Leadership Matters we’re now in the chapter where some of our museum mentors are retired–taking cooking classes, exercising like fiends, traveling, reading novels–while others are beginning to announce their retirement dates. Or they are starting to do the work to make that happen: achieving the last, penultimate position, beefing up their consulting business, downsizing, buying the forever home. You know the drill.

Then there are the folks who should be planning their exit, but aren’t. The only decision they’ve made is to stay on as long as possible. They’re treading water, sucking up big(ger) salaries, and contributing in the most lacklustre fashion. They give the rest of us a bad name. Don’t get us wrong. We more than understand that the overall crappiness of museum salaries may mean working ’til age 70 isn’t a choice but a necessity. But, we firmly believe that employees should be judged by their contributions, never by their age, gender or race. And age and length of tenure don’t give you the right to coast–at least not until you’ve announced your exit date. In fact, no matter what your age, we hope you’re not coasting, but instead contributing your best self at work.

Study the colleagues you admire most, whether in the museum field or elsewhere. They are probably individuals who are constantly on a path of reinvention. They are probably not people hiding behind we’ve-always-done-it-that-way–or people who believe social media is the instrument of the devil. They’re the people who somehow link their institutional knowledge, which may be vast, to what’s going on the museum field, and always manage to say something new (and wise) in meetings. They are the people we all want to be when we get over our case of impostor syndrome.

So if you’re a boomer, we urge you to be a contributor ’til the day you pack up your office. Perhaps your museum or heritage organization has a succession plan in place. Whether it does–and they are excellent planning tools–you can have a personal succession plan as well. Just as you strategized your career when you were in your 30’s, 40’s or 50’s, a personal succession plan can help design your exit.

Don’t wait ’til you’re on your way to your retirement party to whine that no one picked your brain, and asked about that great store of knowledge you’ve amassed. Write it down. This actually applies to everyone. Commit work flow and basic tasks to a document. That way even if you have a skiing accident, your colleagues can step up and complete some basic tasks.

And if you are retiring, what information would someone need to do your job well on day one? How have your organization’s quirks informed the way you do things?  Were you a path-breaker in your position? Would you be willing to train your successor, and if the answer is yes, what might that look like? Perhaps the most important thing you need to strategize is what you’ll do when your days aren’t consumed with meetings, openings, and planning. Write that down too, but don’t share it. That’s for you and the rest of your life.

It’s summer. The days are long, and a lot of us are on vacation. If you will retire this year, commit to making the next 12 months the most fruitful ever. Go out with a bang.

Joan Baldwin


A Letter, Some Advice, and Reading for New Museum Leaders

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In a week a friend and colleague of mine and Anne’s begins a new job. When all the papers were signed, and everything was real, she wrote to tell us the good news. Moving from a smaller organization to a much larger state-funded position, means she transitions from supervising a few to many.

Our friend and colleague is beginning a new chapter, and she isn’t alone. In the last year a number of our professional colleagues have gotten new jobs or new job titles. One thing distinguishes all these folks; not one thinks s/he has “arrived”. They are all learners. They read widely, observe carefully, and reflect. So while this annotated list is for them–you know who you are–we hope all our readers will find something they like.

For the Individual Leader/learner:

About the Business of Museums:

A Short list of books and Ted Talks for leaders:

Six Practices for Your First 100 Days from Leadership Matters:

  • Listen. Don’t wait for your turn to talk, listen.
  • Love what you do.
  • Participate before making decisions.
  • Model empathy and respect.
  • Practice reflection. Write, walk, meditate before or after work.
  • Identify your biases and work to leave them outside the office.

And, last, a poem from Mary Oliver:

The Summer Day

Who made the world?
Who made the swan, and the black bear?
Who made the grasshopper?
This grasshopper, I mean-
the one who has flung herself out of the grass,
the one who is eating sugar out of my hand,
who is moving her jaws back and forth instead of up and down-
who is gazing around with her enormous and complicated eyes.
Now she lifts her pale forearms and thoroughly washes her face.
Now she snaps her wings open, and floats away.
I don't know exactly what a prayer is.
I do know how to pay attention, how to fall down
into the grass, how to kneel down in the grass,
how to be idle and blessed, how to stroll through the fields,
which is what I have been doing all day.
Tell me, what else should I have done?
Doesn't everything die at last, and too soon?
Tell me, what is it you plan to do
with your one wild and precious life?

—Mary Oliver taken from https://www.loc.gov/poetry/180/133.html

Good luck,

Joan Baldwin & Anne Ackerson

 

 


Ambition in the Museum Workplace

Finish Line

 

“I want everybody to close their eyes and think of a dirty word, like a really dirty word. Now open your eyes. Was any of your words ambition? I didn’t think so. See, I just kind of started wondering why female ambition is a trait that people are so afraid of. Why do people have prejudiced opinions about people who accomplish things? Why is that perceived as a negative?”

Reese Witherspoon @ the Glamour Women of the Year Awards, November 9, 2015

This month put me in contact with a number of young museum and non-profit folk looking to advance in their careers. All of them are women–not a surprise given that Anne Ackerson and I are focused on our manuscript for Women|Museums to be published by Left Coast Press next year. At the same time, we constantly read pieces primarily written for the for-profit world about job getting and job leaving. In short, about ambition.

Here’s what we know about ambition in the for-profit world. Everybody has it to begin with, men and women. Everybody wants to be the best, get the office with the windows and the big salary. Then something weird happens. According to a 2015 survey by Bain and Company women’s ambitions drop by a whopping 60 percent. Before you jump to the conclusion that’s the result of the mommy track, it’s not. The results were the same for women who were married, not married, parents, not parents. Worse, while women’s confidence plummets, men’s does not. You don’t need to be a rocket scientist to figure out what happens next. Women’s confidence and aspirations, which begin higher than men’s, drops so that by the time they are senior leaders their confidence that they can reach the top spot is 29 percent versus men’s which is 60 percent. If you want to read more about this go here: Bain Study.

So we know what happens in business, but because of the museum world’s abysmal data keeping and seeming inability to turn a lens on itself as a workplace, we have no way of knowing if it’s true in museums. Then, if you add the fact that museums aren’t one world, but many, the narrative becomes more complex. Art museums that draw staff from the academy have a different culture than history, science or children’s museums although we know from AAMD’s 2014 study that women’s ambitions are thwarted in the art world as they move up the leadership ladder. Anecdotally, that also appears to be true in the history museum world even though its population is almost evenly split between men and women.

Here is what we’ve noticed: Preparation for strategic thinking about one’s career is often absent or downplayed at the graduate and early career level; getting the first job seems to be an end in itself; too many spend too little time strategizing about what taking and staying in a given position means for the long haul; choices often seem born out of enthusiasm–a sense of I’m so glad to be here–rather than a step toward something bigger and what bigger means; and there is an unspoken agenda, that leaving a position may hurt the organization and its needs come before an individual’s do.  Most jarring of all–sometimes it feels as if we, as a field, are kind of proud of the idea that we’re non-profits so being openly ambitious, especially openly ambitious young women, isn’t what we do.

Of course that might be true. Unlike the business world, museums offer median salaries somewhere around $45,000. There are few perquisites and leadership positions can be demanding. Moving up the ladder may mean literally moving which may be easier for some than others

So…as leaders what’s our role? Are you a mentor at work and outside work? Do you push staff to chart a course for themselves? Are they comfortable talking with you about career next steps? Are you comfortable listening? Conversely, as a leader do YOU have a mentor or mentors? Do you talk career strategies with them?

This week as we gather with family and friends, let’s make a pact to be more intentional about museums as workplaces. Let’s do our best to encourage upward mobility, salary negotiation and career strategizing. The field will be better for it. And as always, let us know your thoughts on ambition and charting career choices.

Joan Baldwin

 


Knowing When Enough is Enough

Stay or Go?

In our last post we talked about what to do when you work for a less than savvy leader. This time we thought we would follow up by discussing how and when you should leave. What, leaving, you say? Yes, quitting. Because sometimes it’s the right choice. In the last post we reminded all of you to take care of yourselves. Giving yourself permission to quit is part of that. Yes, there are exceptional leaders out there, but the ratio of mediocre to excellent is probably 10 to one. Know who you work for and what it’s doing to you.

We do not under any circumstances mean to suggest that there aren’t a million mitigating circumstances that might keep you in a job — from graduate school loans to partners’ careers to children — but remember, leaving, if your decision isn’t about failure, it’s about choice. At the very least it demonstrates self-awareness and courage.

Leaving isn’t easy. Ending something never is. But sometimes people are trapped by inertia. Why? Because they will tell you they owe something to their employer, because they have a contract, because they have to stay two, three, five years before moving on. If you are burdened by one of these arbitrary constructs, ask yourself why.  You know yourself. Is your job making you sad or angry or frustrated? If you have experimented with the suggestions we offered in the last post: developing networks; using employer perks to build your resume; tweaking your job description, and you are still sad, mad, frustrated, maybe it’s time you thought about going. Don’t write the script about why you can’t, start looking, just apply. Remember, a museum has to say yes before you even get to interview, and if you are lucky enough to get an offer, you can always say no. So be bold. You got into this field because you liked it; liking the field isn’t a reason to condemn yourself to a horrible work situation.

And here’s a P.S. about leaving, for those of us who are baby boomers. We came of age when graduate student loans were small(er); many of us presided over organizations during the golden age of history museums; and now many of us are lucky to be leaders. And while there are a million mitigating circumstances to keep us in place–paying for children’s college loans; waiting for retirement funds to recover from 2008; any number of family situations—we need to be self-aware. Know when work life is more about repetition than innovation. If it’s the former, be gracious. Step aside. Leave at the high point.

Thinking of quitting? Tell us your thoughts.