I have a colleague who is forthright, direct, sometimes foul-mouthed, and an incredibly dedicated and hard worker. She will also walk your dog if you’re on crutches, babysit so you can have a date night, or bring you food if you get Lyme disease. And no, she’s not perfect. Recently I commented on her new boss–a change that happened this summer–and wished her well. Her new leader is female, the outgoing one male. Knowing the former relationship was difficult, I said something to that effect. Her response? “Yes, but I enabled a lot of his behavior.”
That comment stopped me in my tracks. I asked what she meant. Her response? “Often I couldn’t wait for him to complete a project, write a letter, whatever, so I would make the work happen.” As a result, he looked good. The work got done. The way she explained it, the lightning pace of today’s workplace coupled with the power imbalance of leader to staff member, made discussing what, for her, was a challenging work situation difficult. In her mind, work trumped her frustrations so she she made sure it was completed smoothly, and moved forward. The only problem? Without time to press pause and talk things out, she was angry about doing his work and hers.
Remind you of anything? Maybe you’re an enabler: Trapped in a situation where there is no possible way explain to your boss how often she lets others (like you) pick up the slack. Or maybe you’re the leader. Museum leadership in 2017 is a multi-layered endeavor. The pace is fast, the news/social media cycle relentless. Leaders need a host of skills to move museums or heritage organizations from mediocre to majestic. We would argue, though, that the chief skill should be relationship building. Strong relationships build trust. Trust builds teams, and strong workplace teams change organizations.
We like to think a leader who’s observant about work relationships–whether through listening or watching–would have quashed a situation like the one described at the beginning of this post. Teams flourish because every member has a role to play, and in happy workplaces, staff are willing and able to cover for one another if there’s a need. Museum leaders, however, should never confuse support given willingly to help a colleague with an absence of effort that means other staff members cover or enable for someone who’s not getting the job done. And they need to be self-aware enough, to see that these situations apply to them as well as folks in external affairs, communications or education.
We’ve said it a lot in these pages: leaders need to make a habit of self-reflection–daily, weekly–whatever works. While walking the dog, sitting on the subway, jogging, or watching the sunset with a glass of wine, do a check-in. Go over what happened that day or that week. This isn’t mea culpa time. This is so you’ll know where the dragons are as you chart the course for the next day or week. And sometimes the dragons are you. Be a big enough person to recognize your own failings and self-correct.
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.
This post is a two-parter. First, it’s about saying what you mean. This is a big deal for museum leaders who often think they communicate clearly, only to find, when things go wrong, how lame their skills are. But whether you occupy the fancy office and go to lunch with trustees or not, you still need good communication skills. Here are five things you need:
- Be a good listener: Say you’re a curator. A colleague asks why boxes in your storage area are stacked close to the heating pipes. There are 1,000 ways to answer the question from “All our storage is inadequate and this is the best of many bad choices,” to “This is temporary while we empty another area,” to “Gosh, I was so anxious about the mold I found last week, closer to the ceiling seemed like a good thing.” But what if you don’t hear the question? What if what you hear is an attack on your skills as curator and your personal worth? The answer you give in that situation is likely to be different, less helpful, and since you feel personally attacked, may escalate a fairly innocuous situation.
- Don’t withhold information: Sometimes we don’t say what we mean because we’re locked in a silent power struggle with a colleague. That person may be struggling too in which case only a minimum of information gets through. Remember, work is work. You all serve the museum, heritage or arts organization. Focus on what the other person needs, provide the best answer you can, and surprise, surprise, your next interaction may be different, but in a good way.
- Do not babble: Do not go down conversational rat holes. Channel your inner Hemingway. Be simple, concise, and specific.
- Try to check your ego at the door: Great communicators make everyone else feel like they’re the only people in the room. Why? Because they communicate with authenticity and care. Try pausing for a moment or two before answering a question. Reflect on whether the question is about you and your skill level or whether it’s about the collection items next to the ceiling.
- When you’re wrong, say you’re wrong: If you snapped at the curator about the boxes, we hope you’re self aware enough to figure out what happened and apologize. Conversely, if you’re the curator, who responded as if you’d been slapped rather than as if a concerned colleague also cared about the collection, apologize. Don’t wait. Don’t write absurd narratives in your head about why this isn’t the right time to talk. Just do it. A real apology offered human-to-human builds trust. There’s no better ingredient for workplace communication.
And now to getting better at what you do: There’s likely a book waiting to be written on the perfectionism found in museums. It casts a pall over everything, putting dampers on experimentation and innovation because staff feels there is no room for risk. The results of too much perfectionism are often spectacularly mediocre.
We here at Leadership Matters constantly harp on reading widely so here are two very different articles. The first is from Outside Magazine on Getting Better. Yes, it’s about exercise, but it’s also full of stuff that applies to life without spandex and a water bottle. Learning to manage challenges, to break work into manageable chunks, to put the cell phone aside–those are skills that apply in the museum workplace just as much as the gym. And for a completely different voice, here is writer Jamaica Kincaid with advice on how to live and how to write. She too advocates less cell phone time and more focus. She’s also about learning how not to write crap, and she advocates not taking yourself too seriously. She is a writer after all. She lives on her imagination.
You are museum, humanities, and culture folk. You spend time trying to make art, living things, and objects speak. You need your imagination too.
Here in America’s Northeast we’re at the peak of the long days. That’s more time to pause, think about more skillful communication, and get better at what you do. Use it. Get better.
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:
- For women leaders: 7 Small Steps Women Can Take to Make Their Voices Heard
- The importance and danger of bias in the workplace: 13 Cognitive Biases
- One of our colleagues to whom this post is dedicated, spent part of his first 100 days as a new leader doing other staff members’ jobs. He already knows what this article teaches us.
- What If Companies Managed People As Carefully as They Manage Money
- This was written by women to their younger selves, but we believe much of it applies to humans: Six Leaders on the Advice They Would Tell Their Younger Selves
About the Business of Museums:
- Written using theatre as the primary example, this article asks a lot of basic questions about non-profit workplace diversification. Diversity for Dummies
- If you aren’t already reading this blog, you should be: How Imaginary Lines Drawn By Cultural Institutions Hold Them Back
- An explanation of the difference between diversity and inclusion and why it matters: Beyond Diversity
A Short list of books and Ted Talks for leaders:
- Daring Greatly by Brenee Brown.
- We Need to Talk About An Injustice a Ted Talk by Bryan Stevenson.
- Why It’s Time to Forget the Pecking Order at Work
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
Joan Baldwin & Anne Ackerson
It’s Memorial Day weekend. It’s Wild Bill Hickok’s birthday. And it’s definitely not a beach day here in the northeast. With some gray days ahead, we thought about this blog. The last several Leadership Matters posts tackled our impressions of AAM, organizational DNA, and diversity vs. salary. This week we return to the workplace, and more specifically the meeting.
I work in a large organization. Embedded in its institutional DNA is the need to meet. We do a lot of meeting. We meet in pairs. We meet in groups, Charged with solving a problem, we meet regularly over long periods of time. Occasionally these meetings are sprightly; many are not. Some of our meetings are scheduled weeks, even months in advance. If your organization schedules far ahead, make sure meetings can be canceled if there’s no need to meet. Going to a meeting just because it’s on the calendar to listen to colleagues banter about nothing is its own special hell.
And for those of you charged with managing meetings, here are six ways to make your meetings better:
- Use the flipped classroom method: If you want to make sure everyone’s on the same page, provide a reading the day before. This is not a graduate level course, so make it pithy and brief. Don’t ask people to read something only to neglect it the next day. Use it as a catalyst for discussion. And while you’re sending things out, send out your agenda. This will help organize your thoughts and objectives.
- And speaking of your agenda, stick to it: This may seem self-evident, but how many of us have been in meetings where the agenda is something to doodle on or worse, talking points for the meeting leader who never, ever shuts up except to ask if anyone has any questions. Few do.
- Tell people where you want to go: This is different from an agenda. Your agenda contains discussion points, your objective is what you want to accomplish. You can’t blame staff for not getting things done if you don’t tell them what they need to do.
- Don’t ask for discussion if your mind is already made up: Being in a meeting where it’s clear the leader has pre-digested all the information and only wants an audience of eager handmaidens wastes everyone’s time. It’s also disrespectful. Don’t be that leader. Instead….
- Encourage debate: We’ve talked about this a lot on these pages. Debate and discussion are healthy. Your staff, team or department (and you, the leader) need to know that discussion doesn’t equal hostility, that all voices have value, and help make a better collective concept. Take a page from Jeff Bezos, Amazon’s founder, who reputedly asks staff to argue two opposing points.
- Leave with an action plan: Meetings that end without an action plan are worthless. Staff should understand what they accomplished, where they need to go next, and what is expected of them.
Last, as a leader, the main thing you can do in a meeting is shut-up. JUST LISTEN. Keep discussion on point and moving forward, but for goodness sakes, don’t pontificate. You will learn a lot. In the meantime, you will demonstrate respect for your colleague’s ideas, foster healthy debate, and hopefully leave with a feeling of accomplishment. You hired smart staff, right? Well, point them in the right direction and let creativity happen.
Imagine this: You’re in a planning meeting. The discussion is momentarily rich, the whiteboard populated with words, phrases, and ideas. In the middle of it all, someone says, “But we can’t do that. We’ve always done it this way.” We’ve all heard it. It’s frequently offered, usually without malice, as if a higher being had just parted the clouds and offered your organization a sign that says DON’T CHANGE ANYTHING.
We know–even the person who uses the phrase knows–that past successes don’t predict the future especially in a world as lightning fast as ours. Yet museums and heritage organizations persist in trotting out the same programs in the same way, year after year. They resemble a virus. You’ve had it before, you’ve got it again.
Through the magic of Google I learned that Grace Murray Hopper (1906-1992), a pioneer computer scientist with a PhD in math from Yale, was the first person to point out how dangerous that phrase is. In 1976 she wrote, “On the future of data processing, the most dangerous phrase a DP manager can use is “We’ve always done it that way.” Hopper was a rear admiral in the Navy so she understood what it means to work in a tradition-bound organization although the clock in her office ran counter-clockwise if that tells you anything. Admittedly, Hopper is a total aside; she’s here to point out that if a woman in a highly-regulated, hierarchical, hide-bound organization can think like that, you can too.
But what if–even if you don’t like the scheduled program or event–it’s a crowd pleaser? Should you change something that’s a cash cow just for the sake of change? The New York City Ballet doesn’t say “Let’s skip the Nutcracker this year. It will be more fun to do something modern during the holidays.” And you shouldn’t skip your metaphorical Nutcracker either. But you can change the process and the way you plan. Just doing that is a big step towards changing your organizational culture. And as a leader, remember, resistance to change isn’t irrational. Often these events come at the busiest time of year when staff is already stressed, and may (rightly) feel if it “ain’t” broke why fix it?
So here are some thoughts, (in no particular order), about breaking out of the we’ve-always-done-it-that-way loop.
- Don’t let discussion end when the WADITW phrase is uttered. Ask the person to explain how and why the old way is still better. Keep talking.
- If you want to depersonalize discussion, ask a staff member to play the devil’s advocate at the start of the meeting, arguing the counter-intuitive position for the group.
- Ask everyone to finish the phrase, “But what if we….” in relation to the project, program or event.
- Build a post-mortem into all your events, programs and projects. Allow staff to evaluate while it’s fresh in their minds, and lay out possible changes for the coming year—or scrap the whole thing.
- Don’t let this become a Millennial versus Boomer problem. Younger staff don’t advocate change because they’re young. They advocate change because they look at problems differently. That’s what Boomers did in the ’70’s. Now it’s someone else’s turn.
- Listen. Really, really listen especially to the folks who are on the front lines of whatever event you’re evaluating.
Strong organizations grow. They grow by adapting, and adaptation happens intentionally. Repetitive behavior stunts growth. That’s not what your organization needs. Be the mold-breaker. Channel your inner Grace Murray Hopper and set the clock going the other way.
It’s winter in New England, and in the wake of multiple storms, it’s hard not to think about snow and its dangerous cousin, ice. It falls off roofs, sends trucks spinning, and encases your car in armor. And yes, since we’re talking about museum leadership here, ice makes a pretty perfect metaphor.
Ice is all the things you can’t prepare for. You prepare for snow, but the temperature goes up just enough and the heavens deliver sleet. Some of you might say a huge percentage of your job is dealing with things you can’t prepare for: the steady-as-a-rock employee who tells you she needs six months of FMLA to resolve a family medical crisis; the unexpected leak that cascades two floors flooding the museum store; the fundraiser that seemed so brilliant in concept, but felt weirdly flat in actuality. Ice isn’t always visible, making it that much more treacherous. You pound down the sidewalk, your head on today’s to-do list and suddenly you’re flat on your back. And then there’s everybody’s favorite: thin ice, the surface that makes you think you can ’til you can’t.
There is a necessary watchfulness about good leadership. As a museum director you’re not just the visionary, you are the doer. In the event of catastrophe, your role is not sky-is-falling hysteria, but rather, a sense of purpose and a plan B. And a plan B means being the person who gets it done. How many of you have had a boss who talked a blue streak, but nothing ever happened? How many of you have worked or work in museums or heritage organizations where strategic plans languish in digital folders, where meeting minutes don’t contain action items, where annual performance reviews seem like out-of-body experiences? If so, you’re working for someone who can’t plan, and it shouldn’t be a surprise if your organization ends up on the ice.
Good leaders look ahead. They plan. They even plan for moments when their plans go awry. And they do stuff. It’s hard to inspire your staff when as director your life seems like a constant whirl of coffees, lunches and cocktails. Not that all those things aren’t important, but museum staff–indeed every type of staff–needs to know what their boss does. So here are five things museum leaders can do to aide planning, help with transparency, and maybe, steer the museum ship clear of the ice.
- Do your direct reports know what you’re working on? And, do they know how your projects and theirs intersect?
- Do all your organizational initiatives, particularly those involving big money, have a back-up plan? Are those plans articulated or in your head?
- Does your organization publish–in a Google doc, on a white board, in an email–a list of deadlines so staff know when projects are due across the organization?
- Do your direct reports share their to-do lists orally or in writing with their team, department or full staff?
- Do you regularly post-mortem all your big projects, share the results, and decide how to change going forward?
Sixteen more days and it will be March. Tell us what you’re doing to stay off the ice, metaphorically and otherwise.