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.
The museum workplace is full of feelings: Success–you got the grant; terror–the second floor bath really leaked and your insurance deductible is that high; delight–a child told you this was the best school trip ever; accomplishment–you might actually finish cataloging that collection; anticipation–the fall benefit is tomorrow. All these feelings and emotions connect to work, but you’re not a product of artificial intelligence. You arrive every day with your own jumble of emotions, and it’s the moment where these two paths cross that we need to think about.
You’ve heard that oft-mentioned workplace trope, “We’re like a family.” Maybe. Strong families are committed. They communicate well and regularly. They are resilient. They share values and belief systems. They like spending time together, and they are affectionate. Those are all good things, although not all are workplace appropriate. In addition, not everyone working in your museum or heritage organization comes from a healthy family. Some arrive with a host of baggage. Advertising the workplace as a family sets it up as a place that fills a host of unmet needs. Work quickly becomes a spot where individuals feel comfortable discussing their failed relationships, their children’s problems or less dramatically, a venue where they let go of the frustrations of modern life. And while some colleagues share too much, others don’t share at all, yet their silence says everything. They can’t focus, are absent or on the phone frequently. When the over-arching culture says “We’re family,” it’s hard for museum colleagues (and leaders) to separate the hum of personal drama from the day-to-day at work or to know what level of help or participation is appropriate.
Once, a boss I didn’t much care for, an individual who met alcoholism head-on so he knew a bit about controlling feelings, told me that the hardest thing about work is exercising restraint. At the time, I brushed it off, but it’s stayed forever embedded on my personal hard drive, a home truth about saying less. That’s true both as a leader and a follower. It’s a reminder to all of us to create a museum culture for the public AND for staff that is warm, embracing and empathetic, but at the same time clear that our first priority is the communities we serve and the objects, living things and buildings we care for. In other words, work is about work.
Not being like a family doesn’t mean museum leaders can’t or shouldn’t address staff’s problems when they interfere with work. But here’s a caveat: Do your homework first. If you have an HR department, consult them. Know what you can and cannot say, and what you can and cannot offer, and whether HR needs to be in the room when you speak to your employee. Too often people suffer through massive personal drama because they’re ashamed of what’s happening to them. If you don’t have an HR department, use resources in your community — perhaps through your Chamber of Commerce — to get the advice and counsel you need. Make sure you’ve documented the employee’s behavior so you’re not offering vague descriptions that only add to the misery. If inattention costs your organization something, be prepared to explain. Work toward:
- Creating a climate where staff aren’t afraid to say they need to press pause.
- In the event of a personal tragedy, make sure staff know who to talk to.
- Remember that accident, illness or broken relationships can happen to anyone. Don’t blame an employee for circumstances beyond her control.
- Separate legitimate tragedy from a staff member who uses the museum to shed emotional load.
- Work with HR and your board personnel committee to understand what alternatives you might offer–sick leave, FMLA, short-term disability–and know what those mean.
- Build a museum workplace that is warm and empathetic, yet focused on work.
Here is a simple truth: If you are a museum leader, you can tell your staff they’re a team any day of the week, but unless you make it mean something, the word “team” is just a random noun.
We think of teams as good things. They seem democratic. They flatten hierarchies. They bring people together. And, depending on how your museum or heritage organization defines victory, they’re sometimes winners. But if you have even a passing acquaintance with sports, you know some teams always deliver, and some never do, so it’s not about the name.
Recently I witnessed an incident where a department leader brought his team–his word not mine–together to plan a meeting of peer leaders. Although staff felt there was too little time to deliver a cohesive program, the leader wanted to push ahead. In the end, the event took place, and the leader ignored his team’s input, forgot to introduce or mention members of his staff, consistently interrupted others in their presentations, and made many believe they’d wasted brain power in planning for the event. Lesson one: Teams aren’t for everyone. As with so much in leadership, know yourself first. If teams and team work drive you crazy, you can opt out. We’ve all experienced the moment where–pick one–a board member, staff member, or volunteer misses a meeting and the chemistry changes. Discussion moves along. Decisions are made. Boxes are checked. If teamwork isn’t for you, let your staff plan. Go over the results with your assistant directors, make any changes you feel are necessary, and watch as they deliver the goods. Lesson two: Good teamwork, especially from the leader’s point of view, requires trust. Every time you authorize staff to act on your behalf, you say “I believe in you.” Say it enough, and they start to trust you.
Lesson three: If you’re going to lead a team, know where it’s going. In the scenario Leadership Matters observed, there was little understanding about why this presentation mattered, and if it did, why the team leader waited ’til the last minute to plan. If an event or grant application matters, be clear about why. Tell your colleagues why an event demands all-hands-on-deck, not because they’re dense, but because they deserve to hear it from you.
Teamwork doesn’t guarantee Nirvana. Productive teams often argue. Lesson four: Be prepared for push-back. Value your staff. Being willing to argue about something doesn’t automatically indicate staff hate each other (or you) or enjoy being disruptive. Instead, it may indicate they care about the museum and its programs. And yes, every team needs the one member who’s going to say the emperor has no clothes. Why? Because it makes everyone look at the question, project or event with new eyes.
Teams are about group, not individual, behavior. That’s why a soccer team practices drill after drill. Their individual skills are in service–literally–to the goal. Lesson five: If you’re a team leader, you have a role in helping the group do its best. That means for 30 or 45 minutes, it’s not about you. Instead, your role is to manage the team: To be positive and encouraging; To pull it back on task; To ask if things are clear and make sense; To make sure everyone understands their tasks; To ask the group to reflect on what they’ve done before pushing on to the next goal. And perhaps, most importantly, to decide what tasks are best left to individuals rather than the group.
Do you work in a museum where staff are referred to as a team? Is that a good or bad thing?
Guest Blogger: Kimberly Boice
Passion. noun \ˈpa-shən\: a strong liking or desire for or devotion to some activity, object, or concept.*
If you’re lucky, you possess some amount of passion for your work. The brain surgeon enjoys the challenge of human physiology, the teacher seeks to nurture curiosity, the museum curator aims to preserve that precious artifact. Passion is the catalyst that makes many people push themselves a bit farther to ensure that the patient is well, that the person understands, or that the object is accessible. It’s a privilege to feel strongly about one’s work and we should count ourselves lucky.
Many of us pursued a career in the museum field because we want to make a difference in how the general public learns and perceives history, science, art or some amazing combination of all those subjects. Our passion drives us to work late into the night, early in the morning, while off-duty, and for relatively little money or benefits. We somehow continue to do more things with fewer and fewer resources because we’re creative, caring people who possess a deep passion for our work and how it impacts the people who benefit from it.
Most days I love my work as a museum educator and I believe it’s apparent in what I produce. Yet supervisors, family, and friends remind me I’m fortunate to have my job as if I were unaware of the fact. They believe that we chose a career in this field knowing salaries often remain low for the majority of workers while many positions require experience beyond a four-year college degree and therefore larger debt. Although they are not wholly wrong, we have worked hard to achieve what we have. Passion does not pay the bills, nor does it make us immune to the hardships and complexities of day-to-day tasks. If anything, the emotional ties to the job make many of us endure on fumes for longer than we should, threatening to jeopardize our mental and physical health. Add to this strain, the fear of retribution in the workplace and the larger museum community for being too vocal about legitimate hardships and it’s no surprise that some choose to pursue alternative careers.
So where does all this leave us? Honestly, I don’t know. Of course, finding yourself entirely burnt-out and/or in a toxic work environment is not good for anyone. You must decide if leaving the situation is a viable option for you and what that means in the short and long-term: can you relocate to a similar job elsewhere? Do you attempt to reinvent yourself for another type of work? Will returning to school make you the best hire? Should you take that promotion? Will you be the change you seek or simply suffer until retirement? How do you retain passion for the work while maintaining a good work/life balance? Is the passion enough to sustain you?
*Source: Merriam-Webster dictionary online, 12 March 2018
Kimberly Boice has worked professionally as a museum educator at an historic site since July 2003, although she began volunteering in the museum field as a teenager. Her passion for interpreting history often finds her working nights and weekends at her site and elsewhere, serving on committees and boards, and coordinating learning weekends for her fellow history enthusiasts as Mrs. Boice’s Historie Academie.
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/
It is a new year. Many of us made lists last week, recommitting ourselves to the “new year, new you” maxim, foregoing some things, while trying to develop healthier habits. If you’re in this mode, think about self-awareness, not just for you, but for your organization.
We’ve written a lot about self-awareness here as a grounding principle for good leadership. Being a self-aware leader means knowing yourself. That doesn’t mean knowing whether you prefer mint chocolate chip to strawberry. It’s more about knowing your strengths and weaknesses. Personality tests can help. If that idea makes your skin crawl, think of it as a way to understand your behavior rather than as a definitive description of who you are. One I’ve recently discovered is the Heart, Smarts, Guts and Luck test. It’s built for business leaders so some of the questions don’t apply to museum folk, and participating means you need to supply some personal information so if that’s not for you, there are other tests like Meyers Briggs or Predictive Index.
Self-aware leaders also check-in regularly with themselves and others. Some review the day’s activities every evening, analyzing what happened and what they might have done differently. Others review monthly. The idea is to learn–over time–how and why you make decisions. The third in this trinity is being aware of others. Whether it is your team, your department, your entire staff, as a leader, you want to build a team that’s diverse yet complementary. You can’t do that without understanding staff strengths and weaknesses. So…in a nutshell it’s about knowing yourself, improving yourself, and complementing yourself.
But…if you really want to make a difference in 2018, take that mantra and apply it to your organization. Does your museum or heritage organization know itself? Do you and the Board really understand your organization’s DNA? Do you check in regularly and review how and why major decisions are made? When the Board makes a major decision, does anyone record the reasons why? Does your organization discuss past decisions looking for similarities before finalizing new ones? Or do a few individuals decide while others look up from their cell phones and nod? And does your museum know who it is in your town, city and region?
Part of answering all those questions lies in data. If you’re not already a fan of Colleen Dilenschneider and her blog “Know Your Own Bone,” you should be. She is masterful about the how and why of data for cultural organizations. Susie Wilkening continues to conduct deep research about museum visitors and their motivations for engagement. They will teach you that data is just numbers if you don’t ask questions. And you need to ask the right questions. Too many organizations are the equivalent of data hoarders. They have numbers for everything, but can’t make meaning out of any of it.
It’s still early in what promises to be a challenging year for museums. Take the time to make change. Commit yourself to understanding your leadership DNA, as well as that of your organization, commit yourself to questioning your organizational decision-making process, and commit yourself to using data in a meaningful way. Don’t let your organization be guided by anecdote and opinion. Be a self-aware organization and know what you know.
Happy New Year to everyone. We’d like to begin by thanking all of you, longtime readers and those who’ve just discovered us for your support, passion, and encouragement. Know you’re in good company. Leadership Matters had nearly 50,000 views in 2017–not our best year, that was 2016–but we’ll take it. While most of our readers come from the United States, people from 124 countries read this blog which tells us that questions and issues regarding museum leadership are universal. Our regular readers, garnered from WordPress, Instagram, and Facebook number 1,200. Building on 2016’s unbelievably popular post, Museums and the Salary Conundrum, 2017’s most read post was Are Low Museum Salaries Just a Money Problem? It seems there’s a theme here.
So now, suddenly, it’s a new year, and in a spirit of hope, here are our wishes–a baker’s dozen–for 2018.
- Museums develop and use equity and diversity policies to guide recruitment and conduct. AAM requires equity and diversity policies for all Accredited museums. AASLH requires equity and diversity policies as a StEPs standard. Need some help to jumpstart policy development? The Association of Science and Technology Centers’ Diversity Toolkit can be the place to start.
- That museums stop kicking the can down the road and address the wage gap now. You’ll find good information at the Gender Equity in Museums Movement (GEMM) website.
- More resource pooling or institutional merging among museums across discipline and geographic boundaries to increase impact and strengthen sustainability. Here’s a good starting resource from AAM.
- That museums remember that empathy isn’t just for the visiting public; it belongs in the workplace and boardroom too. The Empathetic Museum’s Maturity Model is a self-assessment that can help your institution better reflect and represent the values of their communities.
- Museums become recognized leaders in workplace reform, emphasizing workers and volunteers as valuable and valued human assets. Looking for ways to begin difficult conversations at work around equity, diversity, inclusivity? This article may help.
- That museums remember that no matter how carefully they construct their public face, boards, staff, and volunteers need to check bias at the door, and work to create open, authentic environments. Here’s a playlist of TED talks to share at work.
- Museums lead the way for nonprofits by becoming places where women DON’T experience sexual harassment. That means supporting women not just punishing men. Need some support? This one-pager from 9-5 might help.
- Museums lead the nonprofit world in board education and development.
- All museums articulate their organizational values and figure out tangible ways to live by them….every day. Doing so will keep them agile and responsive. The resources here and here will get you thinking about organizational culture and values.
- Museum boards commit to sharpening their governance knowledge; museum staff commit to sharpening their creative edge. Together, boards and staff commit their museums to becoming active and transparent learning organizations. What will you do to create the change that will make 2018 better?
- Museums emphasize building endowment as a key strategy leading to long-term financial stability. Coupled with community building grounded in a dynamic and relevant mission, the result is a museum at its most resilient in the face of economic and social change. This article from the Nonprofit Quarterly offers an excellent overview about what an endowment is and underscores the importance of organizational commitment to building and maintaining one.
- Museums make time to hit pause, to plan, to think big, fight mediocrity and encourage community engagement. Consider how you will nourish creativity among your staff.
- Museums commit to an open, fair, equitable hiring process; that they cease posting jobs without posting salaries, and that they stop insisting on a graduate degree for every position. Nicole Ivy’s article starts the conversation.
And don’t let the wishes end here. Let us know what you care about and what you wish for in 2018, and if you’d like to write a guest post, send us a writing sample, and a possible topic.
Anne Ackerson & Joan Baldwin