The Year in Review: 2016 (Plus a Look Forward)

new-year-jump

Dear Friends, colleagues, readers,

2016 was a year of unending politics, the unexpected deaths of cultural icons, enough global warming to open the northwest passage, and way too many police shootings. Yet here, in the calmer waters of Leadership Matters, we continued to grow. We more than doubled our views, moving from 23,529 in 2015 to 55, 723 in 2016. Although most of our readers live in the United States, people around the globe, from Russia, India, Canada, Uzbekistan, Malta, Greenland, Rwanda and many, many more, continue to find us. Wherever you are, thank you. We’re honored to be part of a community of concerned, open and interested museum leaders.

If you are new to Leadership Matters, here are some of our most popular postings for 2016: Museums and the Salary ConundrumThe Salary AgendaThe Top Ten Skills for Museum LeadersDo Museum Staff Work for Intangibles?, and When You’re Not a Museum Leader: Seven Ways to Act Like One.

And we didn’t just write blog posts. We finished the manuscript for Women in the Museum: Lessons from the Workplace, which we expect will be published by Routledge in May 2017. We spoke at AAM in May and NEMA in November. We worked with a group of like-minded colleagues to found Gender Equity in Museums Movement or GEMM, and to release the GEMM call for action which you’ll find in a pdf on the right side of this page.

Suddenly it’s a new year, and we have to do it all again, only differently, with equal or more imagination and energy. So we thought we’d begin with a quote from Lin-Manuel Miranda, the force behind the award-winning musical Hamilton, taken from The Daily Beast, December 27, 2016. Miranda was asked about the soul-crushing (for some) results of the presidential election. Here’s part of his answer.

But I woke up with a very pronounced case of moral clarity. In addition to the disappointment, it was like, oh, this does not change the things that I believe in. The things that I believe in that this candidate doesn’t means we’re going to have to fight for them. You don’t want to go backwards when it comes to our LGBT brothers and sisters; you don’t want to go backwards when it comes to the disenfranchisement of voters of color. We have to keep fighting for the things we believe in, and it just made that very clear: I know who I am, and I know what I’m going to fight for in the years to come. That felt like the tonic of it.”

We love this answer. It responds to the sadness many of us felt having ended up on the losing side of the Electoral College, but it acknowledges the hope and the energy that museums need to move forward, meaning if you’re an engaged leader of a value-driven organization that’s plugged into your community, you will move forward. You must move forward. You will fight for what you believe in–in museum offices, exhibition spaces, historic sites, and in your programming–and that is a tonic.

How can being engaged with communities or working for equal pay for women of color, as well as queer and transgender colleagues in the museum field be a bad thing? And how about committing to raising museums’ consciousness about bias? Wouldn’t that be an important goal as well? And isn’t it about time all museums were value-driven? Values are not just something left to sites of conscience. Every community has things it cares about, and its museums (and their leaders) should reflect those cares.

So..as we look toward 2017, we’ll leave you with another quote from the poet Mary Oliver in her new book Upstream. “For it is precisely how I feel, who have inherited not measurable wealth, but, as we all do who care for it, that immeasurable fund of thoughts and ideas, from writers and thinkers long gone into the ground–and inseparable from those wisdoms because demanded by them, the responsibility to live thoughtfully and intelligently. To enjoy, to question–never to assume, or trample. Thus the great ones (my great ones, who may not be the same as your great ones) have taught me–to observe with passion, to think with patience, to live always caringly.”

Take Ms. Oliver’s words to heart. Bring passion to your observations, be patient about your work, and live with care for others especially your colleagues.

Be well and best wishes for good 2017.

Joan Baldwin


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.


Counterintuitive or Ways Museum Workers Can Resist Bias at Work

confirmation-bias

We haven’t written an equity piece in a while, and given that in a few weeks when the administration changes in Washington, D.C., gender equity may move from the back seat to the way, way back, we thought we’d take a final opportunity to remind readers that we all bring biases to the office. Even in museums where we are uber careful to engage and embrace our community at the front of the house, bias may be alive and well in the staff room. And if your hair is starting to smolder, bias isn’t a gender thing, meaning it’s not something men do to women. It’s something we all do, whether we mean to or not.

Think of bias as a lot of small suitcases that we carry around with us. As babies and toddlers, those bags are empty. Over time, experience, our parents, our extended family, our peer group fill those bags. Some are packed with deep-seated angry thoughts with no basis in fact, some with yearning for particular individuals who symbolize larger issues, some with our ability to deflect and hide from situations that upset us. Don’t believe me? Try serving on a jury. It’s an excellent place to see bias at work. Why do you think there are jury consultants? Because whether we admit it or not, we judge people and situations all the time.

But isn’t just going to work difficult enough some days? You betcha. We all wish we had privately endowed funds that would permit us to work or volunteer on our own schedule. And don’t museum workers have enough on their plates? There’s raising money, raising more money, strategic planning, board building, being there for community in contemporary and meaningful ways, connecting to community, being catalysts for imagination and inspiration. And behind the scenes, away from the public, there is strategic planning (again), working in teams, reaching across disciplines and departments, saying thank you, and being respectful of colleagues. And yet through it all those little bags of bias accompany us.

Are you aware that taller people make between 9-15 percent more than their shorter colleagues? That blond women make 7-percent more than their brunette or black-haired peers? That overweight employees make less than their slimmer co-workers? This is especially true for women where extra weight costs women workers between $9,000 and $19,000 annually. It’s doubtful anyone hiring for museum positions would admit to preferring tall blonds who could be extras in Viking movies, but that’s the thing about bias, it’s not necessarily something we control. That’s why it’s called unconscious bias.

As museum leaders, acknowledging workplace bias is the first step in making it less of a problem. So here’s a Leadership Matters to-do list to send bias packing in 2017:

  1. Know yourself. Do you prefer one employee over another? Instead, spend time with the person you prefer less. Make an effort to understand them and their point of view. Identify your own bias so you can keep things equitable.
  2. Remember that as a leader you model behavior for your staff, team, department. Bias toward an employee may lead to the entire group isolating that person.
  3. Research shows that white Americans associate positivity with white folks and negativity with black folks. That may not be what people say they believe, but it is the result when psychologists test for implicit bias. If you’re a white American, unpack those bags before you interview, hire, or do an annual performance review.
  4. A lot of people are biased against women in leadership positions. That is not code for men don’t like women leaders, that’s a sentence that means a lot of men and women are unconsciously more comfortable with a male leader. You may want to take AAUW’s Implicit Association Test to help you sort out your own feelings.
  5. Know that having a diverse team or staff doesn’t eliminate bias. That’s how your staff looks. How they behave is something else. Self-awareness, empathy and understanding are all necessary weapons against bias. Work at developing them.
  6. You may think you’re a great communicator, but find out if that’s true. Provide feedback so you know whether your staff, team, department has the safety and sense of belonging it needs.

Leadership Matters will be back next week with a Holiday Reading List to tide you over until 2017. In the meantime, be well, and tell us how you eliminate bias in your museum workplace.

Joan Baldwin


Embracing social media literacy: Integrate it meaningfully with your museum’s work, content and interpretation goals

moma-tweetGuest Post by Jennifer Riddell

Jennifer works in museum interpretation and is communications co-chair for the Washington, DC chapter of ArtTable.  You can reach her on Twitter at @jenlriddell.

The digital, networked museum has been slow to evolve and adoption of interactivity, open-source content and social media has been reluctant. In the early days (that is, within the last decade) a museum’s social media function was usually handled by web staff who established institutional accounts, sometimes with fuzzy support and direction from executive leadership. Under the “create once, publish everywhere” mantra, social media content was drawn from pre-approved marketing/communications material and the organizational website and redirected through social media platforms. The publicity value, as well as means of connecting with newer generations of museum-goers and supporters, solidified the business rationale for the function and for dedicated social media staff.

In 2017, we will arrive at the 10th anniversary of the debut of the iPhone and the transformation of our mobile phones into networked visual communication devices. Iphones and their progeny supercharged the development and uptake of social media, enabling people and organizations to establish an ongoing online presence.(1) Today, 79% of internet-using U.S. adults are on Facebook, which has seen increased growth in recent years, while the next most popular platforms, Instagram (32% of adults online) and Twitter (24%) hold steady.(2) Further, many people use their phones as a primary means of accessing the Internet. Analytics reveal more visits to some museum websites via phone or tablets than computers.

As the social media landscape grew, and with the rise of analytics and evaluation, proactively planned social media calendars and platform complementarity became necessary to managing the output, which would hopefully drive engagements and broader dissemination of the content. A performance announcement can go out on Twitter, alongside a calendar post and invitations on Facebook, where an attendee streams it live, all of which may followed by Instagram posts and Flickr uploads.

But how and why does social media matter to those of us who are not museum social media managers, web designers, or tech/backend experts? How does it relate to those museum professionals whose work revolves around engaging visitors with collections and exhibitions through interpretation, educational programming, visitor service and the like? Thinking about social media as another channel for engagement—with the same compelling narratives, quality of content, and relevant messaging that you develop and plan to support your interpretive and core values—can help frame a better understanding of it. Often museum professionals have little interaction with institutional social media if it is not a formal element of their work (although they may be personal users). I think it is increasingly important to get a handle (pun intended) on social media from whatever rung in your organization that you occupy — senior level on down—as it develops and evolves into an indivisible component of visitor engagement and a means of knowing more about your community.

“Now that we have visitors on board, where do we want to take them?”(3)
Social media amplifies the reach of exhibitions and programs, and provides opportunities for patrons to respond, which, in turn, increases engagement. Social media also offers significant opportunities for creativity and innovation in collection and exhibition interpretation, exploring ideas about what museums are for, and how visitors connect and form their own communities around and with them.

In the last decades, museums centralized visitor experience, alongside the traditional functions of collections stewardship and scholarship. Interpretive practices increasingly utilize storytelling, creative and relevant engagement, visitor participation, and multiple visitors’ voices. Successful and authentic social media practice embodies these qualities as well. In other words, it is part of the work you are already doing in your museum. Technology or your belief that you have no idea how Twitter or Instagram works shouldn’t inhibit you from using social media into interpretive messages or programs. Your focus is still content.

Gaining social media literacy helps you to see opportunities for its use. All staff should be empowered and encouraged to be a part of the social media wave since inclusivity (see Tate’s “digital as a dimension of everything” strategic plan(4)) ultimately yields richer and more diverse content. Don’t forget that a museum’s staff is also part of its community, and their connections and interests alone magnify the presence of the museum many times over.

“Brand ambassadors, content managers, evangelists”
Many descriptions of social media describe an organization’s social media manager as its brand ambassador. This is an important role that should be informed by and serve as a hub for professional networks across your museum and beyond. For example, inside the museum (virtually or physically) visitors’ interests are no longer confined to exhibition spaces; they are curious about the life of the museum behind the scenes. Social media allows you to show visitors what the work of the museum is about, and authorize staff to speak and respond in their own voices about what they do. Not many people outside museums know what a curator does. For that matter they don’t know about the roles of conservators or frame-makers either. It is also key to be alert to the possibilities presented by exhibitions and programs. In one museum, curators of a photography exhibition wished to connect with people who might have archival family photos of a similar theme. This type of project is a natural fit for social media outreach and fosters real participation and exchange. In these examples, it is not necessary to even know how to tweet, but just to recognize that an opportunity for engagement—and suitable platform—exists.

Externally, social media connects museums in real time with their communities. Examples could include local artists, other arts organizations, schools, non-art organizations, and enthusiastic local repeat visitors and supporters. They welcome avenues for a more vital and personal connection with your institution. If you stage a performance or sponsor an artist lecture, how might social media be used to offer a closer look at the performer’s life, process, ideas, etc.? Context can inflect and enrich your programming and demystify artistic practice. Crowd-sourcing questions, a community art project, or challenging your social media followers to see your collections in a new way encourages people to voice their own interpretations and understandings. No one has a lock on interpretation and visitors are goldmines of stories and experiences that, in turn, serve to validate others’.

Getting your social media literacy off the ground
1. Develop clear social media usage policies and guidelines
Social media policy and guidelines should be integrated into the organization’s Internet usage policy. The social media component should cover the mechanics of who establishes, maintains, and accesses what accounts, how content will push or pull from other sources, staff professional and personal interaction with museum social media, and legal and ethical considerations. Consider how social media policy and guidelines reflect the larger mission of your organization and the established policies around communications and conduct.

2. Get the basics from social media staff
Partner with your organization’s social media staff to understand the mechanics of posting (scheduling, pushing from one platform to another, live tweeting, analytics, content parameters, etc.). Ask them to explain in their own words the uses, audiences, pros and cons of different platforms from their perspective. There is no secret sauce. An understanding of basic principles will encourage museum staff to utilize their social media of choice to shape, collaborate and support the organization’s larger interpretive goals.

● Don’t feed content through social media platforms like so much wood through a wood chipper. Adapt it to meet user’s needs and expectations in each platform.

● Help empower internal networks so that when timely and interesting stories arise social media channels news from different parts of the museum.

3. Sign up.
You may have a Facebook and a LinkedIn account, but try Twitter, Instagram, YouTube or Pinterest. Start following some individuals and organizations that you like. Make a few posts. The goal is not specific skill development per se, or to become a social media star, but to just understand the basic functions. Participate in a twitter chat. Follow live tweeting of an event. Create an Instagram story. There is a degree of crossover between the personal and professional that is generally a part of using social media, so delineate your participation accordingly. Begin to observe the voice and functionality of different streams of social media information.

4. Unpack the rationales and mission-based reasons for the use of social media in your organization.
Beyond an imperative to simply have a social media presence, what can it accomplish, and what are the priorities? Does your social media presence align with what you’re doing elsewhere in the museum? Goals such as extending collection interpretation, reaching new audiences, redefining organizational identity, or promoting greater accessibility should be defined and broken down into actionable measures. Think about how social media allows you to engage in conversations locally, regionally, nationally or internationally. Not everything about social media is virtual, and successful social media campaigns/memes, and hashtags elicit action and awareness around an issue or topic.

5. Social is non-hierarchical.
Acquaint yourself with social media influencers in your community interested in your museum or related subject matter. They can be your advocates whose authentic voices and imprimatur lend a different kind of credibility to the authority a museum already possesses. Some influencers are already part of your organization, with active profiles in or outside the museum sphere. Being open to what social media may set in motion or introduce can be embraced as part of the learning, enjoyment, and connection that the museum experience can engender.

1 Facebook, established 2004, YouTube, 2005, Twitter, 2006, Instagram, 2010, Snapchat, 2011, to mention platforms with the largest user bases.
2 http://www.pewinternet.org/2016/11/11/social-media-update-2016/ accessed 12/7/16
3 Nancy Proctor, “From Headphones to Microphones: Mobile Social Media in the Museum as Distributed Network,” Creativity and Technology: Social Media, Mobiles and Museums eds. James E Katz, Wayne LaBar, and Ellen Lynch, p. 30.
4 http://www.tate.org.uk/research/publications/tate-papers/19/tate-digital-strategy-2013-15-digital-as-a-dimension-of-everything accessed 12/7/16

 


Preparing to Be a Lone Ranger

manniquin

It’s been a while since anyone at Leadership Matters was a graduate student or applying for first time jobs. (Back then it was a painfully slow business conducted via the U.S. mail.) But we suspect that in the museum bubble there are some career tropes that persist: You’ll become a museum anthropologist and spend half your time in the field; you’ll be profiled in the New Yorker for your work at a major art museum; your work in interpreting slavery or immigrants will become a model for the field. While we hope your dreams come true, it’s a fact that many newly-minted graduate students’ first job will be as “lone rangers”, serving as historic site managers for small, independent heritage organizations or managing sites for larger county or state agencies.

We were prompted to think all this when we read Robert Wolfe’s Experience Beyond the Classroom. Posted on AASLH’s blog, Wolfe’s tightly-written piece points out that being the only staff person may mean that a grasp of basic plumbing or the ability to operate heavy machinery can turn out to be as useful as the research for a master’s thesis. But we think what he’s really saying is two things: First, be open to possibility. If your pipe dream is to manage a major historic property, then realize what that means. You want to manage an old or very old property containing a lot of old or very old stuff. When you start applying for jobs a huge percentage of the competition will come to the table having completed an exhibit at a historic house or catalogued a malingering collection or done the fall school tours. But who apprentices themselves to the buildings and grounds supervisor or the director? Who watched and listened while leaders decided whether to trench the building’s exterior before or after the new roof was put on? Who sat in the back of the room while the historical society leadership went before the planning board to negotiate new signage? Wolfe mentions learning to drive a standard vehicle and operate heavy machinery. Assuming you’re not in graduate school virtually, you likely have an entire graduate school to learn from. Don’t confine yourself to the museum studies or art history program. Visit the plant manager. Shadow someone. A building is the biggest object–in fact, the container–for the rest of a heritage organization’s collection. So if you’ve been an apartment dweller or tenant all your life, recognize what you don’t know, and how to gain some experience.

You don’t need to master all the trades, but basic knowledge is helpful, which brings us to point two: be strategic. We can’t say this enough. You can want and wish and hope your way right through your graduate program, but when the rubber hits the road and you have to choose, you may end up a solo site manager. Here are some suggestions that may make the path easier once you find yourself the sole leader:

  • Reach out to the heritage leaders in your area. Arrange a once-a-month gathering for drinks or coffee and an exchange of information. Learn from each other.
  • Expand your posse of peeps to include a Mr. or Ms. Fix-it. Maybe it’s your father or your grandfather, maybe your best friend, but find someone who’s owned a home or two, who’ll take your call after you successfully turned off the spewing plumbing but before you meet with the plumbers.
  • Know what you don’t know. You wouldn’t conserve a painting by yourself, you’d raise the money and send it to a conservator so don’t trust the care of the building to just anyone.
  • Understand that there are likely people in your community who are more interested in your building and how it works than in anything inside or in the generations of folks who lived there.
  • Don’t make decisions alone. Does your organization have a building committee? There are a lot of complaints about boards that don’t manage and boards that micro-manage, but when heritage buildings need help, that generally spells money. Not only should you not make those decisions by yourself, hopefully the strategy for making decisions already exists. When the roof is failing and snow is forecast is not the moment to test how your historic house functions in crisis.
  • Know yourself: Do you work well independently? Will you seek community when you need it? Working as a loan ranger isn’t for the faint of heart.

Be well. Do good work, and send us your tips for life as a solo heritage organization leader.

Joan Baldwin

 

 

 


Starting With Thank You

thank-you

It seems fitting that a few days after Thanksgiving 2016, we should say thank you. So to all of you from 129 countries, who are responsible for Leadership Matters’ almost 85,000 views, we’re grateful, humbled, and inspired. It’s been an awe-inspiring ride, and we wouldn’t be here without you.

But if you’re a leader, you understand that thank you’s shouldn’t be reserved for once or twice a year. Good leaders, whether in a museum, heritage organization or other non-profit know the power of an authentic thank you. Here’s a story: As many of you know I am a curator serving in a large organization whose primary focus is education. As a former boy’s school, there is a long shadow of testosterone that imbues our organizational DNA. A while ago a male colleague approached me. He has distinctive handwriting and he wanted me to write handwritten thank you notes for him addressed to some of our administrative staff. Why? He felt they were rarely thanked, and he wanted the praise to stay with them, not bounce back to him. I wrote about 20 notes. Each was accompanied by a fresh flower. Did we unlock the key to American education that week? No. Was there a lot of smiling in the hallway? Yes. That was a thank you that took planning. Most don’t. They are genuine often spontaneous compliments for jobs well done.

You know that old phrase “You attract more flies with honey than vinegar”? Well, it’s true. Gratitude is a trait, an emotion and a mood. Genuine gratitude is a response for good work, for a strong team, for an innovative program or exhibit or out-of-the box thinking. So, as we do for so many topics, here are some thoughts about gratitude for individuals, leaders and organizations.

Individuals

  • When something goes well, when it’s a pleasure working with your team or department members, thank them. Gratitude doesn’t just come from the director; you can thank your colleagues as well.
  • When someone compliments you, own it. And say thank you.
  • Make a thank you matter. Don’t diminish its meaning through overuse.

Leaders

  • Understand what your staff is doing so you can thank them appropriately, and so you know the difference between a daily job done well and a challenge met with new and inventive thinking.
  • Be clear about whether you’re thanking an individual, a group or both, and don’t hesitate to call out an individual’s or a team’s exemplary service.
  • Remember that 4 out of 5 employees say they would stay in a job longer if their boss showed appreciation for their work. This is not the moment to play Scrooge. Check out this link for more details on how employees feel about being appreciated: Glassdoor Survey.
  • Be equitable in your thank yous. Don’t favor one demographic–new employees vs. experienced, young vs. old–over another.
  • Be creative in how you thank folks. Can you offer an exemplary employee a chance at a juicy, creative project or a new parent the chance to telecommute?
  • Respect your staff. Your behavior is an ongoing thank you.

Organizations

  • Appreciation–the act of saying thank you is a great motivator. Museums and heritage organizations thank donors all the time. Don’t forget to thank staff as well.
  • As with leaders, thank you’s come in many forms. Raises are the most obvious and reflect gratitude for dedication and achievement at work. If that’s not possible, how about career development opportunities, time off or an unexpected gift? (My colleague’s notes and flowers, for example.)
  • And speaking of time off, if you can’t close the museum or heritage site, can you offer half the staff four or eight hours off while the other half covers, and then reverse the procedure? Everyone gets paid time off and it may prove eye-0pening to experience the museum while covering  someone else’s job.
  • Make sure your board (or the the board’s compensation committee) understands what your museum staff values when it comes to employee appreciation and what they don’t, and make sure the leadership and staff are comfortable communicating that information.

So for those of you on a break from work this long weekend, we hope it was a happy one. Write and let us know how you say thank you as employees, leaders or as an organization.

Joan Baldwin


The Museum Internship: A Wolf in Sheep’s Clothing?

nmai-interns

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.

Individuals

  • 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.

Organizations

  • 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?

Graduate Schools

  • 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.

Joan Baldwin

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