Here at Leadership Matters we believe in mentoring. It’s generous, it builds connections across the museum field, it makes us stronger. So, putting my money where my mouth is, I recently advised a young colleague to look for museum internships. And she found some. One is paid and required a formal application process, while several are unpaid. Some of the unpaid ones could be accessed through my connections and required an interview. A few weeks later, we spoke at NEMA (you can read about that here: Five Gender Myths and What Happened at NEMA) where more than a few attendees deplored the fact the museum field, while scratching its collective head about why the field isn’t more diverse, sets up a host of barriers to emerging professionals, not least of which is an expensive graduate degree followed by an internship(s) which is likely unpaid. Participants in our NEMA session suggested there should be a field-wide moratorium on unpaid internships. So what to do? Folks new to the field need experience. Internships seem like they answer that problem, but are they a wolf in sheep’s clothing?
In my case, my mentee isn’t committed to the museum field. She’s not even committed to graduate school. She’s a recent college graduate with a degree in art history. Museum and archives work have been her go-to job choice since middle school. But teaching also calls to her. While chatting with her I pointed out that a brief internship with a defined scope might help sort out what, if anything, about the museum world appeals to her. And if it does seem appealing, does it matter enough to check the big box of graduate degree? And yes, she would be the first to tell you she is lucky and privileged. She is able to live at home or with extended family and participate in the internships available to her.
So if or until the field grapples with this problem at some 30,000-foot level, what should graduate students or new museum professionals do? In no particular order, here are Leadership Matters’ ideas for individuals, organizations, and graduate programs.
- As with any job search, be strategic. Know what you want out of your experience. Random experience brought to you by an internship is not an answer. Strategize about what you need. What builds and connects with what’s already on your resume?
- If you’re looking at something unpaid, make sure the organization defines your role. What will you do and for whom? What are your takeaways? Is there academic credit? Does that matter to you if your degree requirements are complete?
- And even if you’re not being paid or getting credit, ask what else the organization offers interns: paid attendance at workshops or a regional meeting, free admission to events that support your areas of interest; parking or travel supplements; opportunities to speak or publish. Don’t be bashful. You’re offering time and skills. This is not indentured servitude. Get something back.
- Can you manage financially and balance an internship while paying your bills, eating, and having any kind of life?
- If not, consider volunteering. I know it sounds a lot less fancy, and in many cases it is, but as a volunteer you donate your time, which puts you more or less in the driver’s seat. Nonetheless, everything from bullet point one still applies only more so.
- If your area of specialty is development, communications, leadership, or anything found throughout the non-profit world, don’t confine yourself to museums. Look everywhere.
- Internships are not scut work. Good internships can launch careers. Be honest: If you don’t have the time or temperament to supervise internships, for goodness sakes, don’t do it. The museum field doesn’t need Cruella De Vil.
- If you have a donor or donors interested in education, consider helping them create a named (paid) internship. Your organization benefits as well as the field. Conversely, if they would rather endow a position, ask the board if it would consider shifting funds from the endowed position to create fellowships or internships in other departments.
- If you can’t fund a position, can your organization ally with a local college or university and offer an internship for credit? And while you’re at it, gather some of the students together and ask them to help structure the program. What works best for them?
- Be realistic with your students. Understand the job market.
- Create alliances (and internships for money or credit) with museums nearby. If you’re a virtual program, consider leveraging your brand in an internship partnership.
- Build opportunities for students to meet and work with museum staff into your program. Require them to have mentors, not just advisors. Mentors aren’t advisors.
- Too often getting a job feels like another job. Teach students how to strategize about what it is they want as they build careers.
If this week is a holiday for you, best wishes for a happy time with family and friends. And when you have a moment, share your thoughts about the internship conundrum here.
P.S. And for more detailed information on classifying someone as an intern, you may want to read this: Four Takeaways—and Good News—for Nonprofit Employers with Internship Programs
Anne Ackerson, Marieke Van Damme and I spoke at the New England Museum Association Wednesday morning at 9 a.m. Our title was Women|Museums: Lessons from the Workplace, and we were among the opening sessions of NEMA’s 2016 meeting in Mystic, CT. We expected to begin our program buoyed by a Clinton victory the night before. We counted on Clinton piercing the proverbial glass ceiling until sometime around midnight when clearly a different choice was underway, a fact confirmed when we woke much too early to the news of a pending Trump presidency.
When we began our program, the mood was somber, as if we’d all partied a bit too hard the night before, which, of course, we hadn’t. After introducing ourselves with a little story telling, we walked the group through five myths of gender in the museum world. Here they are:
Feminism is all about women being in power.
The contributions of women in museums are self-evident.
The salary disparity between male and female museum workers is a thing of the past.
There are so many women in the museum field now that gender equity will happen on its own.
It’s not about gender anymore; it’s about race, sexual orientation and class.
Then we asked the group to discuss two questions: If they could send a message to their colleagues, institutions, professional associations and graduate programs about gender in the museum workplace, what would it be? And, what is the one thing they are willing to do to make positive change toward gender equity? Each table had postcards for participants to write messages on. There’s a photograph of them at the top of the page, but they also showed up on Twitter, Facebook and various analog spots throughout the meeting.
When the groups reported out, their remarks clustered around some important topics. The hiring process came under discussion as women questioned why they don’t negotiate job offers, and whether that is something that can and should be taught. One respondent pointed out that if you are simply happy to be chosen, you lose all leverage to negotiate.
The road to a museum career also came under fire, particularly the idea that in too many instances students borrow to go to graduate school, and then find themselves working in unpaid internships as part of some additional rite of passage, all so they can earn, at best, a modest salary. One group’s solution: there should be a field-wide refusal to work for nothing. In addition, participants want women to leave graduate programs feeling confident about traditionally male areas of focus like finance. Can’t read a spread sheet from the business office? Grow your skill set.
Sexual harassment in the workplace was also discussed with participants asking where staff at small museums can go when they need help or advice, and what the board’s role is in seemingly condoning workplace sexism. A participant quipped that Boston area museums still have a Brahmin attitude, meaning you’ve been allowed to be part of the boys’ club, now deal with it. And there was also a shout out for not just doing what men do, but finding new solutions to achieve the same end.
And towards the end one woman reminded us all to “Put on our armor and fight like Amazons.” Which brings us to where we were before the election. This fall we created an advocacy group, Gender Equity in Museums Movement, or GEMM. As yet, we have no official affiliation, but we are beginning talks with AAM to see how GEMM can support its equity agenda. If you’re interested in knowing more about our call to action, please read and share our platform paper, A Call for Gender Equity in the Museum Workplace. If it speaks to you, join us via email, twitter or Facebook. Let’s make museums the poster child for women’s (and that’s all women, not just white women’s) equity. We’re not giving up and neither should you.
And if you were out of the country, living off the grid or you simply stopped reading post- election, you may want to look at:
In May I attended the Connecticut League of History Organizations (CLHO) annual meeting. In November, Anne and I, along with our friend Marieke Van Damme, go to the New England Museum Association’s (NEMA) annual meeting. According to the Bureau of Labor statistics if we could put everyone who works for a museum in one place, there would be 353,000 of us. If given a binary choice–46.7-percent of us–would identify as women. At meetings and conferences like CLHO, NEMA and huge events like AAM, there are a lot of women, and that visual makes many people believe our gender issues are solved. Done. Finished. There are so many women, what’s to complain about? We’ve arrived. Life is good.
We don’t believe that’s true, and before we say why, indulge us. We’re going to digress. Every week new readers find this blog. As its writers and designers, our focus is on what we’ve written most recently, but readers troll the archives looking for topic headings that interest them. Sometimes they comment. This week we received a comment from a women in response to the post “Can Museum Women Have It All?” It’s a heart breaker. If you’re inclined, you can scroll the 21 other comments for that post, some funny, some angry, some hoping for change. And if you’ve read it, you’re probably thinking, this woman’s problems are her own and don’t have anything to do with her job, whether it’s in museums or not. Yes. Sort of. Yet a field with notoriously poor salaries, especially for women, and more particularly, weak benefit packages, can leave anyone with family responsibilities (and I don’t just mean children) on the ropes.
Here’s what we believe about the gender question. A growth in population in a particular field doesn’t mean a problem is solved. Open doors don’t mean as much as we want them to–just think about museums and race. Fine to say we hire everyone, but oh, guess what? You need a graduate degree? How hard is that? Very, depending on your circumstances, and whether it’s intended to or not, it acts as a sifting mechanism.
But back to gender. A surfeit of women simply means more women in the late twentieth century invested in graduate school and found the museum field, but it doesn’t guarantee job equity, no siree. Think things are good where you work? Maybe they are. But ask yourself if your museum has the following:
- An organizational values statement.
- A board that has ever discussed any aspect of gender for any reason–organization, staff, exhibitions, board composition.
- An open salary scale, committed to avoiding bias and to equitable pay.
- Vacation and personal time off that allow staff to care for families and themselves when they are ill.
- Paid maternity and paternity leaves that allow parents to compete more equally in the job market.
- A private space for nursing mothers that’s not a bathroom stall.
- Flex time for staff.
After reading that list is the thought bubble over your head full of –but we have no money for paid leave, and my board would never discuss gender; it wouldn’t know how, and how can you have an open salary scale when your staff is tiny, and, and, and? Stop. Is it so radical to think about making museum human resources the center of a conversation? How might your workplace change if staff were less stressed about family and more focused on work? Think about the time lost when staff (or young directors) leave and the organization needs to re-group, re-hire, re-train. Grapple with the idea that your organization may require a master’s degree to apply, but pay less than a for-profit administrative job where a college degree isn’t required. Understand that your organization will never have a diverse staff if your job advertisements and subsequent job descriptions are best suited to someone with little graduate school debt and a well-off partner who provides benefits.
These are not problems you or your board will take care of in a day, a week or a month. But a willingness to acknowledge a problem and start down the path toward change will make the field better for everyone. Don’t wait for business to solve this problem. Let’s make museums the place that addressed the gender issue first and worked to solve it.
What are you doing to make museums better, more equitable ,workplaces?
In a summer that’s seen a White House Summit on the United States of Women, the first-ever nomination of a woman candidate for president by a major party, and the President penning an op-ed on his own feminism for a national magazine, isn’t it time the museum world got on the bus? Can you imagine if museums were the gold standard for gender equity in the non-profit world?
Wouldn’t it be remarkable if museums–that are on the cusp of becoming a pink collar profession or one dominated by women and beset by low-paying, undervalued jobs–reversed course and went out of their way to become leaders in gender equity? For over a century the heroines of this field, from Laura Bragg to the Hewitt sisters, to Susan Stitt, and more recently Elaine Heumann Gurian, Adrianne Russell and Monica Montgomery, have worked tirelessly for inclusivity. Each worked or works within her own time and culture, but the goal remains the same: Museums are for all, visitors and employees. Wouldn’t it be stunning if rather than being places where only those with entitled parents or partners choose to work, museums were an example to all non-profits for their policies about equal pay, paid sick leave, paid family leave and child care?
If you are a museum leader, board member, teacher in a graduate program or an employee, consider what you can do to further the field’s gender equity goals within your own organization. That may mean looking at everything from recruitment and hiring policies to work evaluation, to workplace tone, and mentoring.
As a result of our session, “What we talk about when we [don’t] talk about women in museums” at the 2016 American Alliance of Museums conference in Washington, DC in May, Anne Ackerson, Jessica Ferey, Marieke Van Damme, and I want to continue the conversation about gender equity in museums. If you’re interested too, we would like to hear from you.
If you missed our presentation, you can purchase the session recording here. (Since a good chunk of the session was audience conversation and report out, the recording might leave you wondering what was happening for 30+ minutes!) But, you can access a free copy of our slides here.
Want to Join in the Equity Conversation?
At AAM, we also discussed the idea of bringing back some kind of women’s caucus–first launched by Susan Stitt in 1972– and we’re continuing to talk about this. One of our ideas is to create a Gender Equity Committee (GenComm) in the coming year. If you would like to help, please fill out this short contact form and survey, and be sure to tell us what a group like GenComm, if initiated, could do for gender equity in the museum workplace.
Once we’ve heard from everyone, we’ll be back in touch with updates about the the way forward. In the meantime, feel free to email us with any questions, comments, or ideas!
Enjoy the last weeks of summer,
Joan Baldwin with Anne Ackerson, Jessica Ferey, and Marieke Van Damme
Over the last month, this blog has seen an intense, and we believe, healthy discussion of museum salaries, but it’s been weeks since we’ve spoken about gender. For those of you who are first-time readers, we are finishing the manuscript for Women|Museums: Lessons from the Field. As a result, we are in the habit of writing about gender every four to six weeks. This week, while working on Women|Museums, we had an inspiring conversation with members of Museum Workers Speak. So here are some slightly random, but inter-related thoughts on gender prompted by that conversation.
For those of you care about the museum field, both its work spaces and its content-rich exhibition spaces, you should know what MWS is doing. You can find it on Twitter and on the Web at the incluseum. Its members are activists. They are courageous. They are queer, black, brown, straight and transgender. They are the people you want around your museum table. Did we agree on everything? Probably not. But we’re pretty certain they are a voice for the future.
Over the course of the conversation, MWS expressed concern that like the rest of the museum world, it too is seen as a white women’s group. Not true. MWS is a fierce advocate, pushing HR offices, boards and directors to hire people who reflect a museum’s community. And while MWS has been an advocate for paid internships, it is also a supporter of salary equity across the field.
Here at Leadership Matters we believe that there is a dissonance between the field’s content and the world of museum offices and HR. And like MWS, we don’t think tokenism is a way to solve the field’s diversity problem. We applaud the intent, but as we’ve written here before, if you want your museum to reflect your community, you have to know that community. In creating alliances with your city or town’s many racial and ethnic groups, you will also create opportunities for internships, community meetings, family gatherings and mentoring. Change like this isn’t sudden. In fact, it can seem glacial because you aren’t just changing the museum field, you’re changing society.
But here’s where we likely part company with MWS. It argues that the field’s whiteness creates barriers for a more diverse workforce. We agree, but the implication that the museum field’s white women are a privileged lot is one we dispute. Yes, the field’s low salaries have attracted legions of privileged white women, who are sometimes trailing spouses, but whose partner’s salaries allow them to manage on terminally low salaries. But not every white woman is a person of privilege. Nor is every white woman in the museum field. And our research points to a workforce of museum women who regularly experience inequitable treatment. We ruffled some feathers a week or so ago when we published a salary food chain, which began with straight white men, and ended with transgender folks. Yes, white women are ahead of women of color on that food chain, but that’s not saying much.
At several points during our conversation with MWS we spoke about “intersectionality,” the multi-dimensional nature of gender, identity, and race. At Leadership Matters we believe that for the field to heal itself, not only do we all need to be at the table, but–to quote Emma Watson’s HeforShe speech–we need to stop defining each other by what we’re not. In short, we need to worry more about inclusivity than diversity. We’ll end with a quote from Roxanne Gay’s Bad Feminist which sums things up for us: “To have privilege in one or more areas does not mean you are wholly privileged. Surrendering to the acceptance of privilege is difficult, but it is really all that is expected. What I remind myself, regularly, is this: the acknowledgment of my privilege is not a denial of the ways I have been and am marginalized, the ways I have suffered.”
Let us know what you’re thinking.
So it’s hard enough to spend a year thinking about gender and the museum world and not also think periodically about diversity. In our writing, we have often referred to the metaphorical museum staff table and then imagined a magically diverse group happily engaged in the questions of the day. Yet we all know diversity isn’t and shouldn’t be window dressing. It’s not finding a person with brown skin, a token LGBT individual or a woman to lead the $15 million and up organization just because. Just because is not a reason. It may make your communications department happy if your organization is large enough to have one. But it’s not a solution for anything.
Authentic diversity is diversity rooted in community. As leaders we expect you know your community well. You know if it has a high proportion of elderly residents, if it has almost no people of color, but a significant and long established Lithuanian community. It’s your knowledge and your board’s that drives diversity decisions. After all, the goal is to make your organization a welcoming, authentic place that mirrors the community you serve. And what exactly does that mean? Do you include a line in your employment announcements that women and minorities are encouraged to apply? Does your board’s elections committee work aggressively to integrate your community’s demographic onto either the board itself or ad-hoc committees? Has your board defined what diversity means for your organization and discussed what the mythical table–populated by either trustees or staff–looks like in a perfect world? Is your organizational diversity statement on your website? Finally, if you want a parallel view of what this kind of attitude toward community looks like, listen to Mayor Kasim Reed’s talk about learning to govern the City of Atlanta which you can find here. Pay particular attention to his meeting with Miss Davis. Every leader needs someone like her.
If you’ve done all that and more, there’s one other thing we’d like to put on the proverbial table. For the most part, the museum world has a long history of not being a particularly diverse place. It’s still, even in 2016, often a traditional hierarchical world, despite serving an increasingly diverse community both in person and virtually. So here’s what we think is missing in MuseumLand’s quest for different faces at the table: better salaries coupled with salary equity and transparency.
Just imagine if you are a young person of color with an interest in American history or science. You already have loans from your undergraduate degree. You’re smart and you want a career that allows you to make a difference. In doing research you discover that as a museum person you will make a median salary of $45,000. Graduate school will cost you upwards of $30,000 in new loans. In the end, you take the LSAT and the GMAT but not the GREs. You opt not to get a degree in museum studies. Why? Because sometimes in today’s world altruism isn’t enough. As a lawyer or business world big wig, you can volunteer at the museum of your choice, you can be a trustee, or you can donate. Perhaps the diversity elephant in the room is that over the years low museum salaries brought us a field over-populated with straight financially comfortable white folks?
We don’t think there’s a silver bullet for diversity question, but we do believe that indifferent and in some cases ridiculously low salaries keep people away from the table. We are increasingly a career populated by women–strong, creative, wonderful women–but nonetheless, the feminization of this job sector is a sure way to depress salaries. So as we head into the new year, as leaders can we promise ourselves that we’ll work to understand what diversity means in our particular village, town, or city? And hire accordingly, making decisions specifically for our organization and our community? And, last but not least, can we be aggressive about making salaries equitable and transparent?
Let us know your thoughts.