Museum Women: Take Care of Yourselves

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This is for all the museum women out there because, to be honest, you do a crap job of taking care of yourself.

It’s almost the end of the year. If you’re in academia, you’re either taking exams, finishing papers or grading them. If you work in development, it’s the annual nail biter where you find out if people like your organization more than last year. For some of you it’s budget season or planning season or holiday no-school programming season. Wherever you look it’s stressful. And somehow we women are excellent at owning stress–ours and everyone else’s. Why is that?

As we reach toward the third decade of the 21st century, you might imagine that for women at work things might be better than they were 70 years ago. Not really. According to the Bureau of Labor Statistics, 74.6 million women work, an increase of 24-percent since WWII; 40-percent of women in the workforce have college degrees; and one in three lawyers are women. Okay, you say, what’s so bad about that? It sounds like progress. And it is except that: Women are the primary or sole earners for 40-percent of households; women are more likely to stop working to care for an elderly family member; the United States is the only industrialized country without a national paid leave policy for mothers; and women are paid less. According to the Brookings Institution’s Hamilton Project, “after adjusting for factors like labor force experience, union status, race and ethnicity, and occupation, much of the gender wage gap remains unexplained, suggesting that labor market discrimination plays an important role. In fact, almost 60 percent of women would earn more if they were paid the same as men with equivalent levels of education and work hours.” All of that is stressful, and that is before you add in the peculiarities of individual circumstance.

Last week our students completed emotional budgets. Essentially they are maps of what’s going on in your life. They chart how you spend your time. They are as different as the people who make them. Some are computer generated pie charts that could have come from Google. Others are the size of wall maps and decorated with glitter. Why do them? Sometimes it’s useful to put your life down in color and confront the fact that if 50-percent of your time goes to your soul-sucking job, 25-percent to being a parent; 20-percent to partner and home, then there is a measly 5-percent left over for you.

And don’t think it doesn’t matter. We all need more than 5-percent. Life is challenging and so are museums. That’s part of why we like working in them. But poor self care makes you mean, and sometimes cranky, and if you’re not nice at work you get a reputation for impatience and snappishness. So what to do? Here are five things to think about as we roll toward the end of 2018.

  1. You need to take care of yourself. You, your family, and your friends will all benefit from a happier, healthier you.
  2. Put your health first. Somehow women don’t. It’s something embedded in our DNA that says, I can do this. My temperature is only 101. I haven’t pick one: (thrown up, cried, coughed up a lung) for at least an hour. No you can’t. Stay home. Ask for help. Take care of yourself.
  3. Give yourself some alone time. Even if it’s only a short walk in the middle of a work day, take time alone. Let your thoughts settle. Regroup.
  4. My mother used to have a little note near her phone. This was the era of landlines so the phone never moved. The note said, “Say no.” I thought it was hysterical, but in retrospect, we all should have that note. It’s your internal monitor that says, I don’t have time, energy or the skillset to do that. (It also might say, I’m not going to enable you, you do it.) It’s a learned skill to say no nicely, and not to judge yourself for bowing out.
  5. Make a tiny change. Promise yourself that in the coming year you will do something different that’s just for you. Don’t make it so grandiose that it feels impossible, make it doable. Try a new recipe once a month. Walk every day that it’s sunny. Read a poem before bed. Whatever floats your boat and is for you.

And last, be helpful and supportive to your women colleagues at work. Everyone has bad days. Learning to shoulder stress, individually and as a team, is part of leadership.

Joan Baldwin

P.S. Leadership Matters will be on vacation next week (December 24-30). It will return Jan. 2 with some wishes for the New Year.

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Museum Practice: Why Do We Work So Much?

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A million years ago when I was a young, museum director, I worked a lot. It was hard not to. I lived on site, and work–to bastardize William Wordsworth–was with me late and soon. Even having friends over meant discussing work because conversations began with questions like what’s it like to live next door to the period rooms? What’s it like, besides mortifying, when the dog barks at the sound of 4th graders on the other side of the velvet ropes?

While I was grateful for housing as part of compensation, it definitely affected my ability to separate work from life. It was all too easy to settle down after dinner for a cosy hour writing a grant application as opposed to reading or a walk. My circadian rhythms for what is known in HR as work/life balance were messed up. But that was then. Now you can work 8 hours a day, add on a two hour-plus commute, during which you scan and return emails or phone calls, and you never leave work. It’s there on the device of your choosing, and depending on the culture of your organization, you may be criticized or applauded for checking email, texts, and voicemail when you’re not officially on the clock.

Americans as a group work hard. According to a Gallup 2014 poll, Americans work 47 hours a week, one of the highest numbers in the world, and significantly higher than folks in, say,  the EU countries. Most Americans get at least two weeks off each year, in addition to federally mandated holidays, but for financial reasons many end up not taking the full two weeks. The museum workforce is no exception to the hard work/too much work conundrum. Elizabeth Merritt, director of AAM’s Center for the Future of Museums, wrote about a facet of this in 2016, terming it “the sacrifice measure.” In Merritt’s scenario, the young and presumably privileged, are willing to accept ridiculously low salaries simply to gain a toehold in the museum community. Although it’s unspoken in Merritt’s piece, we have to assume that along with the tiny salary comes a huge expectation in terms of workload. The combination of low wages and a ridiculous amount of work is not dissimilar to the Grimm’s fairy story where the aspiring princess is told to empty a pond with a spoon full of holes. And as soon as a few agree to that scenario, it becomes increasingly difficult for others to say whoa, no way, I’d have more time off waiting tables and presumably no one would text me that the salt and pepper shakers needed refilling.

What kind of culture does your museum or heritage organization have around work? Is there a sense that you’re doing something noble? Is there life and death drama to every project? Is time managed sensibly? Or conversely, do you work in a place where deadlines are mutable, where few are held to account? Are you compensated adequately? Do you and your colleagues complain, but still work an extra day’s worth each week?

Social media sites are used by one third of the world’s population. It’s likely since you’re reading this blog, that you scamper around the Internet with the best of them. If that’s true and you aren’t thinking about how Silicon Valley and social media changes your brain — not to mention your workday — then you have some more reading to do. You might want to start by listening to this. 

In the meantime, if you are a museum leader do you model good work practice? Apart from dire events, do you unplug at home and on vacation? Do you talk about your workplace culture with your staff? Do you counsel staff who seem to spend countless hours working and question those who seem to need to work all the time?

As museum leaders you don’t need one more thing on your to-do lists, but workplace culture matters. If the work week extends from 40 hours to 60 because you can always get something done at midnight or 5:30 am are you really managing time well? Some advice:

  • Tackle your own addictions first. Barring fire or flood, unplug at home and on the weekends.
  • Try not being a museum leader part of every weekend. Be a partner, a parent, an athlete, a friend instead.
  • Talk about your work culture in a generative way at work. Acknowledge the weak spots. Encourage behavioral change.
  • Discuss how texts from home, Facebook and Twitter intrude on work as well.
  • Talk about not taking work home. And if there’s a reason for that—like too many interruptions at work–how can that be fixed?
  • Support breaks, walks, the occasional yoga class.

We all want happier, more productive workplaces. And working more isn’t always the answer.

Joan Baldwin


Don’t Use Your Museum’s Nonprofit Status to Mask Real Workplace Threats

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This week we read two great posts, one in Alliance Labs titled “Leaving the Museum Field,” and one on Know Your Own Bone titled “Does Being a Nonprofit Impact Perceptions of Cultural Organizations?” If you missed them, read them. Soon. There is so much good writing out there, but these two pieces, which strangely echo one another, deserve your attention. Why? Because the museum field has a problem. And it needs to be addressed sooner rather than later.

Both posts examine issues affecting the museum workplace. The Alliance Lab’s article, written by four mid-career professionals, looks at attrition in the field. It’s based on a survey, with over 1,000 responses, conducted by the authors. The top three reasons their respondents gave for leaving the field include low pay, “other,” which included racism, poor or no benefits, and the inability to get or keep a job, and poor work/life balance. According to their survey the tipping point for leaving seems to occur sometime in a museum worker’s first decade or 16-25 years into a career. Among the former, the issue driving folks away seems to be pay, among the latter, it’s work/life balance. Apparently an investment of more than 25 years in the museum field means you’re here to stay.

Know Your Own Bone’s Colleen Dilenschneider asks us to think about how museums hide behind their non-profit status. She points out that visitors often don’t know or really care whether an organization has its 501C3 designation. People, she says, are sector agnostic. The museum world, however, is not. Here’s Dilenschneider making the point that museum missions get lost in proclamations of non-profitness:

Here’s how Disney does messaging: We are Walt Disney World. We create magical, once-in-a-lifetime experiences. Buy a ticket.

Here’s how some museums do messaging: “We are a museum! We are a nonprofit organization. Buy a ticket.

We would add that all too often the myriad workplace issues described in the Alliance Labs article are the result of museums and heritage organizations who believe being a non-profit gives them a pass on paying equitable wages, having a personnel policy or dealing with staff who are victims of sexual harassment or racism. In short, while museums may use their non-profit status as a mask, offering up mushy or mediocre mission statements, we would also argue that it allows too many boards to behave toward museum workplaces in ways that are not tolerated on the for-profit side of things.

As you might imagine, Leadership Matters isn’t convinced that workplace attrition by the field’s best and brightest is its only problem. Here are our top four threats to the museum workplace:

  1. The field is over-credentialed. Surely you don’t need an advanced degree to become a museum intern or an assistant to an assistant? Does a bachelor’s degree teach you nothing? How hard can it be for the museum job sector to get off the graduate degree merry-go-round?
  2. Pay is too low and demands are high. We’ve probably written about this more than anyone else. We are adamant that museum boards and leadership need to invest in their staffs–in their salaries, benefits and professional development. Is it possible that by investing in the best staff it could, a museum might find capital expenses would come easier? And is it possible that there’s a high degree of workplace burnout because in too many workplaces staff aren’t led, they’re managed (and managed badly).
  3. Leadership is frequently mediocre. There’s been a lot of work on leadership lately across the field, but more is needed. While more and more new museum professionals seem to understand that leadership is an ingredient of a strong career whether you end up in the corner office or not, there are still too many boards whose understanding of the museums they lead is poor, resulting in weak decision making. And we’re not convinced that boards aren’t still trying to shift their fiduciary responsibilities to a museum’s top spot, making the ED the chief fundraiser not the leader.
  4. Conditions for women and minorities are not great. This is a bad one, and a thorn in the field’s side. It’s an impediment to diversity, and–when you combine racism, sexism, lack of paid family leave, poor benefits and long hours– a leading cause of people leaving the field.

If the last decade was a time of big building, maybe the museum world’s next decade could be the time to invest in building leadership capacity at all levels. What will the field look like in 2027 if internships and lower level positions are populated by smart, interested humans fresh from college? What will it look like if many museums have endowed positions, shifting cash to other places on the spread sheet? What will it feel like to be the only part of the non-profit world where women’s wages–all women’s wages–are equitable? And what would it be like if all museum leaders weren’t afraid to demand staffs treat each other with tolerance. Nirvana, right? But it’s something to work for.

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We want to end this week’s post with hearty congratulations to our friends Bob Beatty and Steven Miller who both had books come out in September. They are: An American Association for State & Local History Guide to Making Public History (Bob) and The Anatomy of a Museum: An Insider’s Text (Steven). Bravo to two humans who’ve done a lot to prevent museum mediocrity!

Joan Baldwin


Who’s Leaving the Field and Why Data Matters

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This week there were a few articles and comments about the young and talented leaving the museum field. Principle among them was a post by Claire Milldrum on Paul Orselli’s blog. Pictured with her Corgi, she is apparently much happier in her post-museum life and for that Leadership Matters is glad.

We have written probably more than anyone else about work in the museum world. We have ranted about salaries, about living wages, and about the ridiculous cost of graduate school which, as Ms. Milldrum points out, seems to be the entry ticket for even the lowliest, most pathetic position at the biggest, fanciest museums. So don’t get us wrong when you read what comes next.

First and foremost one blog post is not data so everyone who commented as if this were a daily occurrence, where’s the data? Do we actually know how many young professionals leave the museum field before they actually start, scared off by the thought of low salaries (where there’s plenty of data) and high graduate school debt (where at least we have raw costs if not the number of students taking loans)?

Second, Milldrum conflates several things: galleries, libraries and museums, and work and internships, in all three sectors. While at the entry/internship level they may appear alike, in reality there are differences among the three fields. She also reports that she’s sad she’s not starting graduate school this month, but says she got into one of “the top grad schools in Library Science, and at one of them, a guaranteed student work job in my subfield.” Again, confusing because a masters in library science is not a degree in Museum Studies, art history or public history, it’s an MLS which provides entry to a field where the median salary is $57, 680, according to the Bureau of Labor Statistics, and where the American Library Association lobbies hard for entry level salaries. Last, in my experience–and admittedly it’s only my experience–libraries do hire humans possessing only a bachelor’s degree for jobs not internships. They are not librarian jobs, but they are not internships, and allow a young professional a necessary window into the sector before they make a commitment to graduate school.

So while Milldrum’s career path was confusing, her charges about the museum world weren’t. It has a long and sorrowful history of maid-of-all-work internships that prepare participants for nothing except debt. And those type of internships are a not-so-subtle race and class barrier. (See The Diversity vs. Salary Question). Clearly, once she decided to forego graduate school and the museum world, Milldrum had the skill set to walk into a well-paying job in non-profit finance. And why couldn’t she have gotten a similar job in the museum world that would have allowed her a normal work week and a chance to go to the dentist? She’s clearly smart. She’s a good writer, and based her description of working both one job for pay, and another as a volunteer to build her resume, she’s a hard worker. Is the museum world really so rarified that it couldn’t stand an infusion of some folks with newly-minted bachelor’s degrees? I mean we love what we do, but this isn’t oncology after all.

Milldrum’s post isn’t data, but perhaps it’s a bellwether, and we owe it to ourselves to acknowledge that and compile the data. In the meantime, if you’re in museum HR or director of a small museum, would it hurt if you lobbied for an entry level position or two without a graduate degree? Is a master’s degree necessary for every job in your institution? If not, be the person who breaks the mold. Hire someone with smarts and passion and see what happens. The field will likely be better for it.

Joan Baldwin

 


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

 

 


Holiday Reading (& Listening)

a-woman-reading-a-bookDear friends, colleagues, readers and acquaintances,

Let’s face it, there is just too much information out there. Yes, some of us are seduced and beguiled by fake news or give up news altogether, but there is also a lot of really good writing going on. So if you’re taking time off before the new year and plan to devote yourself to self improvement of one kind or another, we recommend a cozy chair, a hot beverage, some great music, and one or more of the following.

Real books:

A Truck Full of Money by Tracy Kidder–If you’re a leader or a wanna be leader, pay particular attention to the early chapters where Paul English sets up his first company.

Between the World and Me by Ta-Nehisi Coates–A must read, particularly if you’re white, and deep in your lizard brain you think your beliefs and your unconscious biases aren’t aligned.

Articles and Short Reads:

42-Ways to Make Your Life Easier A little trite, but true. And you can download it.

Cleaning the Museum A voice from 1973 to remind us how important all our staffs are not just the ones with cool jobs.

Raising a Trail-Blazing Daughter Even if you’re not a parent, good advice from the notorious RBG.

Five Myths that Perpetuate Burn Out Across Nonprofits One of our favorites. We’ve written about this from the museum point of view, but this is better.

When It’s Dark Enough, You Can See the Stars is about the tenacity of nonprofit leaders. It’s about why we’re in this game even in the toughest of times.

How Far Should We Go In Building Leadership Qualities? To thine own self be true, baby.

Growing Bigger, Staying Collaborative – 5 Tools for Building Non-Bureaucratic Organizations  True to form, Nina Simon doesn’t hold back about sharing the good, the bad, and the ugly of her museum leadership journey.  This time it’s about facing and embracing organizational change.

The 5 Elements of a Strong Leadership Pipeline Thanks to the Young Nonprofit Professionals Network for the lead to this post which stresses organizational culture, learning through exposure, and knowledge sharing as key ingredients in movign

And to Listen to:

Just a Little Nicer If you’re not already a fan of NPR’s TED Radio Hour you should be. This is a good one to listen to as we look toward resolutions for 2017.

SNL’s Cold Open Hallelujah If your life is so busy the 8 million times this flashed on your screen you missed it, you need to adjust your life. Then you need to listen.