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
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:
- 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?
- 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).
- 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.
- 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.
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!
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.
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?