My program is searching for a director. As a result, we are currently led by an interim with many other responsibilities. That could have been an awful choice, but we’ve actually benefitted. Here’s why: He’s so busy his time with us must be efficiently managed. As a result, we have suddenly emerged from the meandering, Seinfeldian, nothingness of our former meetings to gatherings that are very focused and blissfully short.
According to the Harvard Business Review for-profit leaders spend up to 23 hours a week in meetings. How horrific is that?And when does anyone get any actual work done? Leadership Matters speaks frequently about the need for diverse voices around the staff table, for equitable discussion, for differing points of view, but how are your meetings discussions? Or are they simply audio book versions of someone’s to-do list?
We all want a better museum workplace, so here are Leadership Matters‘ 10 tips for better meetings:
- Know who needs to be in the room. Just because there are five or 10 people on your leadership team, does everyone need to meet every week?
- And speaking of weekly meetings, do you need them or does your meeting schedule date to some time before email? Consider experimenting with your meeting schedule.
- Make sure your meetings point forward not backward. Meetings are not an opportunity to rehash the week in minute detail. Looking back is helpful if you’re tweaking something to move forward.
- Agendas are like mini-strategic plans. The people around the table should know why they’re there and where they are going. That means crafting your agenda carefully.
- Meetings are not a stage. If leaders (or anyone else) hog the floor, staff cease to speak up. It’s that simple. And you end up talking to yourself.
- Meetings are an opportunity to be fully present. Unless someone on your museum staff is secretly hiding their career as a high-powered surgeon, there is likely no reason they can’t live without their phone for 40 to 60 minutes. Put a basket in the middle of the table or ask staff to turn their phones off and place them face down.
- Start and end on time. Be respectful of your staff’s time and their other obligations, and stick to the allotted time table. If you’re presenting anything that involves IT, for the love of God, set it up ahead of time and test it. No one wants to wait while you experiment with something that’s not working.
- Don’t expect staff to be creative just because you ask. If you want your colleagues to focus on a particular question or problem during a meeting, use a flipped classroom approach and send them whatever materials they need to prepare ahead of time.
- Staff isn’t family. I know there is a school of thought that says colleagues should be like family, but be mindful that’s not a sentiment shared by all staff. Birthdays and holidays or what staff did over vacation are probably better left in the break room.
- Learn to listen. If you’re a leader, you spend a lot of your workweek in your own head, thinking, questioning, moving organizational puzzle pieces around. You also likely move at a frantic pace. Use your meetings to touch base with colleagues. Listen to what they have to say. Don’t ask empty questions. Ask real ones. Listen to the answers, and welcome push back. At the end of the day, you all serve the same organization, and you all want it to be the best it can be.
Yours from meeting heaven,
This week I spent time with a consultant. She’s visited us before so we know her well. She’s wise and kind, but also direct. Her role is to provide us with a programatic review in preparation for hiring a new director in 2020. At one level it has a Fiddler on the Roof quality–you know, “Matchmaker, matchmaker make me a match, find me a find, catch me a catch–” but as with any possible hire, there’s a lot of behind-the-scenes preparation too.
Part of that work is to make sure we understand our job descriptions, and how they co-join, creating a strong program. In our conversation she pointed out something so simple I can’t believe I never thought about it. First, she said our job descriptions were empty, anemic things. Then she asked whether we felt valued. We hemmed and hawed, answering sort of and maybe. Bear in mind, there were only three of us in the room. We’re the happiest team members: we love our work; we work well together; we get stuff done, and yet, we struggled with this question. Then she tied the two ideas together, suggesting the former — our bland and formulaic job descriptions, coupled with a general miasma of misunderstanding over what we do and what we’re capable of — left us under-valued. Fortunately, we’re self-directed, confident, and like I said, happy, so the question of value hasn’t been a huge issue, and yet, once she drew our attention to it, it’s hard to un-see.
So all of you out there in museum land: What about your sense of value and self-worth? Who tells you you’re doing a good job? And when was the last time you read your job description? Was it just before your potentially useless annual review when you tried to figure out how far you strayed from the way your position was originally advertised?
As a leader you report to someone higher up even if it’s your board, and you certainly have people reporting to you. If you feel valued, and value those working for and with you, stop reading. If you’re not sure, before you eye roll and say something about leaders are not counselors and your employees’ self worth is their problem, think about this: hiring costs money as does training. People need value and meaning in their lives, and if they can’t find it in your museum, there may be a larger problem.
So if you’re a museum leader, consider the following:
- Make sure your goals and expectations are clear: Write them down and rank them. That way employees, especially front-line employees who are the museum’s public face, don’t have to choose between competing expectations.
- Build a culture that acknowledges good work: sometimes it’s a simple thank you; another day it’s cider doughnuts for the team; or maybe the salaried staff takes the hourly staff’s jobs for an afternoon for work well done. Find your own way to say what your staff does matters.
- Increase staff visibility: When you have the opportunity, toot your team’s horn. Talk about what they do and why it has value. And make sure everyone’s contribution is acknowledged at the completion of an exhibit, program or campaign.
- Consider what you can do: Workplace wellness is one of the top concerns cited in Mercer’s 2018 Global Talent Trends survey of for-profit businesses, not to mention the numerous articles and posts in museum-related publications. Think about instituting an on-site health screening, a wellness challenge, or a paid hour a week of wellness time for employees to use. If museum leadership puts wellness on the table, that permits everyone to be concerned. Working a 12-hour day isn’t an option because–oh, you’re valued–and you need time away to re-charge and re-group.
And if you’re a staff member who’s under-appreciated:
- Talk to your boss. Does she know what you’re doing outside the lines of your job description? Bring your list of recent accomplishments. Does your job description need editing based on what you’re doing?
- This isn’t kindergarten and getting a gold star won’t give your work meaning. That comes from you. Carve out time for personal reflection, daily or weekly or even monthly. What went well? What gave you satisfaction? Pat yourself on the back when you get a win.
- Are your skills wasted? Is there a gap between your job description and your talents? If yes, talk to your boss. Maybe it’s time to alter your job description.
- And if not, know when it’s time to move on. People who love their work and their job, find meaning and value in what they do almost every day. There are a billion reasons to tell yourself you can’t change jobs. Do you tell yourself you should quit, but somehow looking for another job always moves to the bottom of the list? Figure out why, and then move toward something new and better.
In a few weeks it will be Thanksgiving when we gather with friends and family to say a collective thank you. Don’t wait ’til then. In fact, don’t wait. Tell your colleagues, your staff, and your board when they matter. Let them know they’re valued. Who knows maybe next time they’ll return the favor?
Once, a million years ago, I worked for a museum leader who liked all the office shades pulled to the exact same length. Hilarious, right? In the aggregate I think we understood the building looked better from the outside, but beneath that idea was an undertone of “Really?” and also “What if I like a lot of light?” and a thousand other petty questions. What we learned over time though was that the shade thing was a metaphor for so much more. It symbolized a level of micromanagement that limited us in ways we probably couldn’t even articulate. I certainly couldn’t. It made us intellectually lazy. Why should we waste brain power when the boss would and could think of everything? And if he hadn’t thought of it, it probably wasn’t worth thinking about. At least not at work.
But what if you’re a museum leader and control matters to you? You have high standards. You’ve always been a planner. It’s your love language? Your partner says that if you had to, you could move tanks across the EU. And the little things really irk you. When you walk by the ticket desk and you see a random iced coffee, when you see the interpretive staff chatting with teachers instead of students, when no one seems to have followed up on changes for restroom signage. None of your micro corrections are a bad thing, right? The museum looks better, functions better, and hopefully there’s a better visitor experience. But ask yourself? Are you the only one who’s thinking about these things? Have you asked?
Good leadership isn’t about perfection and control so much as it’s about empowerment and place. In other words, painful though it may be, it’s not about you. It’s about your team and your museum. But my site is known for its beauty and serenity you say, and it can’t be beautiful or serene if staff don’t put up the correct signs, keep coffee cups out of the way, and not use the galleries for gossip. If I don’t micromanage it won’t happen. Maybe, but what if you talk about how the public sees your site? Maybe you’d learn that your staff doesn’t see it your way? Maybe your visitors don’t either. Maybe coming to consensus regarding your museum’s vision means consensus regarding how it’s carried out.
If you’re a leader who’s micromanaging….
- Start doing weekly self-check-ins. Try and figure out what’s driving you to control the small things.
- Meet with your team(s) for conversation rather than reviewing to-do lists and reminding them what wasn’t done. Get to know them.
- Re-read your museum’s vision and values.
- Listen before judging.
If you’re a staff member who works for a micromanager…
- Start doing weekly self-check-ins. Have you let deadlines slip? Are you the only person getting the micromanaging treatment or is it global?
- Step up and stay ahead of her needs. By anticipating her anxieties you may build trust and start to alleviate her nit picking.
- Don’t take it personally, particularly if her behavior is the same everywhere. This is not the moment to be Joan of Arc on your white horse. Lead from behind instead and keep it about the work.
The best leaders empower their staff. They give them the tools to get where they need to go, have their backs if they hop a guard rail, and support them when they cross the finish line.
Uncertainty is a leadership hallmark. Museum leaders need to expect it, confront it, and cope with it. Control is almost impossible, especially when it comes to people, who are unpredictable at best. And who does a leader interact with most? That would be your staff.
Sometimes a leader tries to limit unpredictability with command and control. The result is a staff who rarely talks about anything, and if they do, they report and confirm, as opposed to think, wonder, or discuss. By endorsing what the leader says, they agree in public while dissenting in private, a dangerous combination. Thankfully, autocrats like that are increasingly rare. What’s more common is a leader who flees from dissension of any kind. But in today’s fractured world, conflict avoidance can leave a leader in a swamp of unresolved feelings, making change difficult if not impossible.
Conflict is uncomfortable. How many of you have experienced two staff members arguing? It feels both unpredictable and intimate, as if someone were under attack. And if you’re the leader, it may feel as though everyone else in the room wants you to step in and steer the team back to calmer waters. Perhaps they do. On the other hand, they may never have participated in appropriate work conflict and they’re fearful that in the end it won’t be about the work, it’ll be about the individuals involved. And it might.
Learning to argue constructively takes time, so if you’re hopeful that a box of expensive Belgian chocolates will turn a disparate group, ages 24 to 75, into a cohesive team, think again. Healthy conflict begins with trust. Trust grows over time. As a leader you need to:
- Be open, honest, and transparent.
- Apologize when things go wrong and show some humility.
- When things go well, show some gratitude.
- Be consistent and equitable; don’t treat some staff as confidants while leaving others in the cold.
- Share information.
- Listen, don’t judge.
Allow your team to get to know one another. Again, trust in a group builds over time. It’s rarely accomplished by an afternoon hike or a potluck supper. There is a reason outdoor leadership programs frequently incorporate “highs and lows” into team building. By sharing a weekly low and a high, team members get to know one another and quietly build empathy and trust.
And just a reminder here, the bottom line is a better product. When team members are silenced, ideas are sidelined, and what comes to the table is underdeveloped, poorly thought out, and doesn’t include everyone’s thoughts. A team that can really talk about what matters at your museum builds a better museum. So begin by agreeing on communication rules:
- to speak respectfully to one another.
- to attend meetings, be on time, listen fully, and not interrupt.
- to agree on a method for conflict complaints and how they should be handled.
- to agree how decisions will be reached.
Then, grapple with the twin ideas that conflict is healthy, and that you don’t always need agreement. You need compromise, but believing and implicitly asking everyone to agree is a different scenario. Make sure your museum or heritage organization creates a culture of discussions. Ask (you can model this too) staff to back up statements with data and facts so change happens through what you know, not random anecdote or wishful thinking. And last, discussion is iterative. If you reach compromise on a program, exhibit or fund raiser, return to the compromise afterwards. Talk. Decide with hindsight what worked and what didn’t. Move forward.
Bottom line? Assume you hired the good guys. Assume they all want the best for your team, department or museum. Treat them and their ideas as if they matter. They do. Your reward will be a flowering of imagination and creativity. Run with that.
Good leadership is kind of like good health. You may be blessed with great genes, but you need to work at maintaining a healthy body. Same with leadership. You may start strong, but you won’t have it every day unless you work at it. Intentionally. Forever. Until you walk out for the last time with the proverbial cardboard box full of stuff from your desk.
It isn’t easy. Some weeks leadership is downright difficult. So what happens when things go wrong? What happens when you believe you’ve acted honestly, openly, transparently, and somehow instead of the engaged, productive team you imagined, your group won’t meet your eyes and appears to be quietly seething? Worse, at each meeting, it feels as if you’re being called out. What went wrong? And more importantly, how do you find your way back?
First, no matter who you are, remember the old quote, “some days you get the bear, and others the bear gets you.” Not to mention, your ability to lead is complicated by many factors–your demeanor, your personal life, and your own role as both leader and follower because, whether you are an executive director with a challenging board of trustees or a chief curator responsible for a department, there is always a bigger fish. And the way you lead relates to the way you follow, and more importantly, to the way those further up the food chain see you.
So, to return to our scenario. You’re in a meeting. You’re trying to shape a project and move it forward. Things aren’t going well. Your team isn’t responding, and when they do, there’s an angry passivity in the air. No one seems to want to help you out. What should you do?
- Show some humility: Try “Maybe I got this wrong and we need to begin over. How should we change things?” In essence you’ve asked your team to see you are vulnerable. Why? Because you are. If you choose this path, mean what you say. There’s nothing worse than asking people to help you out when you don’t really want to listen.
- Understand that humility and courage are linked: In showing one you demonstrate the other. Both build trust.
- Make sure everyone participates from the beginning: A lot of novice leaders believe leadership revolves around their being the fount of all ideas while their team supports them. It doesn’t take long for staff to realize their role is essentially passive. All they need to do is show up, smile appropriately, and wait for the meeting to be over. (Hint: If praise is what motivates you, leadership may be a difficult journey.)
- Believe in your team: A process, project or program is always better with input from everyone at the table. Presumably your team is smart. You hired them for a reason. Let them shine.
- Put your personal feelings aside: The fact that your car got stuck in the snow, your washer leaked, you haven’t had a date in six months, or your adolescent broke a major rule is nobody’s business but yours. Focus on the problem at hand. Your issues are not an excuse to snap at your colleagues.
- Work is not a competition: Leadership doesn’t mean you have to best everyone on your team. You may be the path breaker, but you aren’t better at everything. That’s why you have a team.
As a leader, Abraham Lincoln is perhaps best known for his enormous self-awareness and his ability to subordinate his feelings in favor of the work at hand. When things aren’t going well, channel your inner Lincoln. Look at yourself from the outside. Get out of your own way, and focus on the work at hand. That’s why you’re there isn’t it?
It’s a new year. For many it’s a time of resolutions. Eating healthier, exercising more, seeing friends, meditation, top lists of things we hope to do. But how about work? And most particularly how about work in your museum or heritage organization? What’s on the list there? Well, everyone wants a raise, but here’s another thought: How about owning what you do? How about making your work matter to you and your organization?
My grandmother–a woman of enormous independence for someone raised at the turn-of-the-last century–used to describe particular individuals with a sigh and pronounce, “She’ll only go as far as she’s pushed.” Needless to say, this was not a compliment. What she valued were individuals who not only completed whatever was assigned, but went a step further, as opposed to humans who had to be corralled into work, completing it without an ounce of extra thought or energy.
Why do my grandmother’s thoughts matter? Because, like her, employers, even at museums and heritage organizations where the sense of urgency is sometimes absent, prefer proactive rather than reactive staff. There is a laziness–maybe born of anger or job dissatisfaction–that allows staff to say things like “That’s not my job,” or “She didn’t tell me to do that so I’m not doing it,” or “He’ll be angry if I go ahead, so better to wait.”
Yes, you may work for someone who is an epically bad communicator, but it’s your career that’s at stake here, not hers. And while you’re thinking about this, know that according to a recent study, a shocking 37-percent of managers have no clue what their staff is working on. That means more than a third of employees can be on a permanent coffee break as long as they appear to be engaged in some form of activity. So…if you work for an individual you suspect may have no clue about your day-to-day work life, much less your career, here are some things you may want to contemplate.
- If you don’t already have a standing appointment with your boss, make one.
- Outline your day, hour-to-hour, and quantify percentages so you (and your boss) can see how much of your time is spent on what.
- Talk about prioritizing. Maybe you do a lot of nice things–maybe you’re the person who cleans out the volunteer break room or restocks the education space–and it’s nice, but you’re underutilized. You do it because others don’t, but it means you’re not doing things nearer and dear to your heart or your job description. And if you’re underutilized, you may be busy, but you’re likely not happy or challenged.
- Evaluate whether you’re reactive or proactive. Talk with your boss about how that could or should change. Own your goals and push for them.
And if you’re a leader, think about:
- How you communicate. Are tasks poorly executed because what staff heard was mushy and confusing? Do you ever ask “Did I explain that well enough?”
- Listen to your staff. Watch for signs of distress. Is one job full of responsibility but no authority? Does everything have to be checked with a higher power–like you? Are other staff showing signs of boredom? Are deadlines met in five seconds?
- Check-in often. Remember, check-ins don’t have to be formal. You can check-in in the hall or an office doorway, but they need to be meaningful. You need to have the time to focus and remember what your last conversation was about.
- Set deadlines and keep them. Is there a sense they matter because it will take your staff about a nanosecond to realize if deadlines don’t matter to you, they don’t need to matter to them.
- Know whether your staff is challenged or not. A recent study by Salary.com showed that more than 50-percent of employees were either not challenged or bored at work so ask yourself whether you really know what’s going on.
Work can’t be a bowl of cherries every day, but presumably many of us picked the museum field because we love it. We love collections or collections care or exhibition design or research or brilliant social media or school groups. In a world where development departments work double time nobody should be bored, unchallenged or feel they can’t move forward on a given project because they don’t have the autonomy. It’s January and a natural time for change.
Make some. Start today.
Here are three vignettes I witnessed or heard about recently. See if you can figure out how they go together.
- At a quarterly board meeting, a member of the leadership team speaks to the board. His presentation follows the director’s. Asked how it went, he responds, “Great, they loved it, but you’ve got to give them hope.” Then he stops and says, “That guy (meaning the director) doesn’t know how to convey hope.”
- A team member completes a really big, really complex project. There is public acknowledgment from the director, the board, the press, colleagues. From her department leader? Radio silence.
- A staff member works for a difficult boss. She tries. It doesn’t get better. She tries some more. Going to work stinks. She’s diagnosed with cancer. She takes time off. She comes back. She sits down with the director and tells him she’s accepted another job. She says she has one perfect life and she’s not going to waste it with him.
Did you figure it out? To me these stories are all about leaders who put self before the institution, in other words the antithesis of servant leadership. What’s that? Well, there are books about it, but in a nutshell, servant leadership is a workplace philosophy that puts people first, where leaders serve others, and ultimately, everyone serves the institution. Servant leaders possess rare combinations of humility and courage. Innately, they know service results in success, just not the type of success often associated with go-getter, entrepreneurial, winner-take-all leaders.
What’s that got to do with the three mini-stories above? Everything. If you parse each case, you find a leader who put herself before the organization. Leaders who do that frequently aren’t hopeful. They can’t paint what authors Dan and Chip Heath call “destination postcards,” metaphors that make staff want to get in line and build a wing, finish a major exhibit, complete a fund drive. They can’t do that because in their minds, the future is theirs not the organization’s. It’s tied to “me” and my success as opposed to us and the museum’s success.
In the second story what kind of leader fails to acknowledge staff success except one who’s consummately self-involved? Ditto for the third narrative. Even though we’re missing the details we know in a field where jobs are hard to come by, leadership has to be truly awful before staff walk in and say they quit.
We can’t all be servant leaders. In fact, of the many leadership qualities, servant leadership is one of the hardest because it asks a leader not to be the center of attention. Instead, it puts staff and organization in the spotlight. It makes for a museum where director/staff relationships are strong, where staff know the director has their backs, and where there is always hope because collectively everyone serves the museum. Sounds like workplace heaven, right? Maybe. It’s not a panacea, but take a week and be intentional about the following:
- Standing behind your staff.
- Saying thank you.
- Listening. A lot.
- Acknowledge a diversity of opinions. And really listening to them.
- Modeling the behavior you want. If you wish staff would shut off lights in spaces not in use, do you do it yourself? Or do you just send emails asking others to do it?
- Mentoring, counseling, developing leadership in others.
Not your cup of tea? Tell us how you lead.