This fall Anne Ackerson and I will teach a course called “The Museum Leadership Challenge” for Johns Hopkins University’s Museum Studies master’s degree program. As a result, we’ve talked a lot about what we really think the key components of museum leadership are. It’s an ongoing conversation, but the thought of being in a classroom, even a virtual one, puts a different spin on things. I won’t lie: Participating in a program that annually launches newly-minted graduates on the museum world, makes us acutely aware of the museum ecosystem, particularly the job market. The job race is a daunting prospect, asking applicants to create (or shed) versions of themselves via social media, to send hundreds of resumes zooming around the Internet, all while trying to work or volunteer in this field they’ve committed time and money to. It’s a big, complicated deal. And the elephant in many rooms.
Even though a director’s position is sometimes the way out of the hideously low salaries plaguing the museum field, it’s often viewed as a painfully pressured role, so many emerging museum folk avoid the leadership challenge. At small museums and heritage organizations it’s the job that sends 26-year olds to board meetings with people old enough to be their grandparents. Instead, you aim for positions as curator, chief curator, collections manager or educator, director of engagement or social media guru. But here’s what we say: all those positions lead. And more importantly you need to be the leader of yourself. That sounds dopey, but think about it. Your career, in which you’ve invested a bundle of money, isn’t something that happens to you. It’s something you make happen.
When you get your first job and start moving up the museum ladder, you will spend hours in planning meetings. You’ll plan exhibitions, events, and programs. You’ll think about branding, messaging, and mission statements. This will be the 10,000 hours Malcolm Gladwell talks about. Hopefully, you will have good mentors, leaders and guides. Hopefully you won’t zone out with your iPhone under the table. And, hopefully, you will think strategically. Why do we care? Because we want you to think strategically about your own life and career. We want you to make things happen. So, if you’re a new museum person, here are five questions to think about:
- What makes you happiest at work?
- How do you manage a challenge and can you embrace and learn from failure?
- Who are your mentors and advisors?
- Have you made a list of your leadership qualities?
- If you’re already working in the field, do your plans and values align with your museum or heritage organization?
If you are a board member, director or department head, directly or indirectly responsible for hiring, know that the culture of your organization affects not only longtime employees and new hires, but the field as a whole. You are change agents. Here are five questions for you.
- Does your organization have a values statement? Have you read it recently?
- Does your organization have a HR policy and/or an HR department?
- What has your museum or heritage organization done to keep bias out of the interview room?
- What is the most important quality you (or your organization) looks for in new employees?
- When was the last time your board talked about staff salaries?
Strategic planning isn’t just for organizations. It’s for individuals, too. No, it’s not a panacea, but in an overcrowded field knowing what you want will help you move ahead of the pack.
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:
- For women leaders: 7 Small Steps Women Can Take to Make Their Voices Heard
- The importance and danger of bias in the workplace: 13 Cognitive Biases
- One of our colleagues to whom this post is dedicated, spent part of his first 100 days as a new leader doing other staff members’ jobs. He already knows what this article teaches us.
- What If Companies Managed People As Carefully as They Manage Money
- This was written by women to their younger selves, but we believe much of it applies to humans: Six Leaders on the Advice They Would Tell Their Younger Selves
About the Business of Museums:
- Written using theatre as the primary example, this article asks a lot of basic questions about non-profit workplace diversification. Diversity for Dummies
- If you aren’t already reading this blog, you should be: How Imaginary Lines Drawn By Cultural Institutions Hold Them Back
- An explanation of the difference between diversity and inclusion and why it matters: Beyond Diversity
A Short list of books and Ted Talks for leaders:
- Daring Greatly by Brenee Brown.
- We Need to Talk About An Injustice a Ted Talk by Bryan Stevenson.
- Why It’s Time to Forget the Pecking Order at Work
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
Joan Baldwin & Anne Ackerson
It’s May, so it’s time for the the American Alliance of Museums–AAM for short–annual meeting in St. Louis. Anne and I are lucky enough to not only be going, but we’re also proud to be part of a discussion based on our forthcoming book, Women in the Museum: Lessons from the Workplace (Routledge, 2017) Our session, “Workplace Confidential: Museum Women Talk Gender Equity,” takes place Monday morning, May 8, in Room 127, America’s Center, where we’ll be joined by Kaywin Feldman from MIA, Jessica Phillips from Fraunces Tavern Museum, Ilene Frank from the Connecticut Historical Society, and Wyona Lynch-McWhite, VP at the Arts Consulting Group. All four women were interviewed or contributed to our book, and have plenty to say about gender equity. This isn’t for women only. It’s a session for everyone interested in an equitable workplace. We hope to see you there!
Our session is part of AAM’s Career Management track, so if you’re coming to the meeting and searching for other programs like this, try looking under “Management and Administration” as well. And don’t forget the “Museum Directors” track. You don’t have to be a director to attend those sessions. Altogether there are over 30 sessions related to leadership. There’s even one on failure as in the famous Samuel Becket line “Ever tried. Ever failed. No matter. Try Again. Fail again. Fail better.”
Anne’s facilitating a leadership discussion in the CEO Roundtable on Monday, 3-5 pm, in Landmark 4 at the Marriott St. Louis Grand. She’ll be sharing the Layers Leadership, a recent outcome of work by museums, libraries and archives as part of the IMLS-funded NexusLab project. If you’re interested in talking about the varying leadership roles one plays and their attendant challenges, skills and outcomes, stop by Anne’s table.
If you prefer a smaller discussion format, we will also be part of the Peer Mentoring Roundtables for Emerging and Career Professionals on Tuesday, May 9, from 11:45 – 1:45 in the Expo Hall. This event offers 23 tables with smart, experienced folks, along with colleagues, friends and mentors, ready to talk about everything from resume tips to mentorship, to aligning career and organizational goals. We’ll be at table 12, ready to talk about Self-awareness, Career Planning, and Mentoring as Part of the Leadership Learning Curve.
We hope you’ll drop by the Open Forum on Diversity, Equity, Accessibility and Inclusion on Tuesday morning, 9-11 am, where we’ll be representing GEMM — Gender Equity in Museums Movement. We’ll have the 5 Things You Need to Know tip sheets on leadership, salary negotiation and networking, along with other GEMM materials!
The annual meeting can be overwhelming so use your travel time to identify where you want to go and what you want to do. (If you arrive by Sunday morning, AAM runs an intro session from 9-11 am in the America’s Center.) Make sure to divide your time between career building–that’s for you, and idea building–which you may discover in sessions you select or in visits to St. Louis’s museums, galleries, zoo and botanical garden–and network building–that’s for you and your organization. It will be another year before you’re in a place with so many museum folk so make the most of it.
In the meantime, channel your inner Judy Garland (Meet Me in St. Louis). We hope to see you there.
Joan Baldwin & Anne Ackerson
A colleague of mine is not happy. Her distress has nothing to do with her home life except perhaps that a dismal work situation affects life at home. Were she asked, she would describe work as a place absent respect, transparency, challenge, and perhaps honesty. But she isn’t asked. It’s no wonder she isn’t happy. Sadly, she’s not alone.
Recently Gallup released its State of the American Workplace Survey. Gallup looked at four levels of employee needs: basic needs, individual needs, teamwork and personal growth needs. Basic needs provide the training and context to allow employees to perform their best. This creates trust which in turn spurs teamwork, resulting in personal growth. Gallup posits that knowing what you’re supposed to do is a basic workplace need. That seems like a no-brainer, but in small museums or heritage organizations, particularly when millennials replace longtime employees, there is an assumption that the new hire will do whatever the old hire did. The elephant in the room is that sometimes no one really understands what the outgoing employee did, everyone just knows it got done. My colleague has never seen her job description. Left to figure out things on her own, she’s found herself frequently in possession of half the information making her work very frustrating.
You would think that if American workers were angry or dissatisfied, bored or disengaged, it might be because we work too hard. Or because we don’t make enough money. You’d be wrong on both counts. According to Gallup, if you’re among the 51-percent of disengaged American workers, it’s likely because you have a bad boss. Is it really possible that just over half of the country’s employees works for a less than able leader? Apparently. And guess what else bad bosses do? They create unhappy employees. How does this happen? Gallup reports that too often companies promote based on tenure–meaning you’ve been around a long time (Do I hear Millennials sighing out there?) or were successful in previous jobs. Neither of those things mean you were (ever) a good leader.
What does any of this have to do with museums? A lot. Our world is not so sacrosanct that we don’t have a few bad bosses of our own. Museums also sometimes promote based on accomplishments rather than demonstrated leadership skills; the Metropolitan Museum may be the most notable current example, but there are certainly others. Fortunately, the museum world has Joyful Museums. It’s the brainchild of Marieke Van Damme. She’s a museum leader by day, but she’s worked on Joyful Museums since 2013. And every year Joyful Museums takes the field’s temperature in the form of a workplace happiness survey. The 2017 survey is open now. If you haven’t already, please participate. The premise of Joyful Museums is positive, i.e. that identifying the museum field’s problems is the first step in creating better workplaces. Van Damme suggests that intense job competition, low wages, a do-more- with-less attitude, poor support for professional development coupled with a lack of understanding of HR issues leaves many employees in Gallop’s 51-percent of disgruntled disengaged workers.
Is there hope for change and happier staffs? Yes, and if you’re a museum leader or board member, there is still work to do. Remember, you’re not a social worker. Your job isn’t to fix staff members’ life issues. Your job is to provide a safe, equitable workplace that challenges its employees, encourages deep thought and imagination, while moving the organization forward. With that in mind, here are five things to do before summer.
- Find your institution’s HR policy. If it doesn’t exist, gather staff and trustees together and make one. If it does exist, does it need revision? Does everyone have access to it?
- Make sure all your employees have current job descriptions and receive annual employment reviews. Support their professional goals.
- Make sure all your employees know what is expected of them and can meet the goals you set together.
- Be a fierce advocate for benefits: paid time off; health insurance; family leave; maternity/paternity leave. If the day-to-day in your staff’s lives is taken care of, there will be far less stress at work.
- Don’t fall into the trap of we’re a non-profit so it’s okay if our hourly wage is less than a big box store. It’s not okay. The big box store doesn’t require a master’s degree. Make staff salaries a priority. People, not buildings, make change.
And tell us if your staff is happy.
Few museums have enough money. Even big ones. Just look at this week’s headlines. The Metropolitan Tabled Its New Wing while it shaves $31 million from its deficit. Almost 400 miles to the south, the august Colonial Williamsburg laid off 40 more employees, bringing its total layoffs over 24 months to 100. These are two notable examples, but many museums and heritage organizations face similar scenarios. And even if they’re not downsizing dramatically, each hire is freighted with a sense of urgency. New staff need to be a good fit, and wherever they are in the organization they need to help move it forward, which brings us to the question of whether as a museum leader, when you hire, you replace a position or rethink it.
Let me interject here with a little story. I know someone who was hired two months ago to replace a long-time employee. As is the case with many individuals who’ve spent decades in an institution, what the outgoing employee did was a bit of a mystery. Myriad things had attached themselves to her job description like barnacles either because she was good at them or someone asked her to do them and she never stopped. Conversely, there were things she jettisoned because she didn’t like them or wasn’t good at them. None of that web of “all other duties as required,” was included in the job description which was bland and boiler plate. The leadership agreed only that the position needed replacing without actually talking through what it wanted and what would be best for the organization. The new hire, whose resemblance to the outgoing employee is minimal at best, has found her acclamation hampered by the gap between what some of the leadership imagined for her position and what is actually written. And what is written is so useless that she is called to task for “not doing her job.” Yet who knows where the boundaries of her job really are? She consults with HR too often, and remains frustrated that what was offered is not reality. It’s not a good situation. And it’s definitely a waste of talent, time and money.
Admittedly this is an extreme example, but it comes from not pressing pause long enough to really talk about a new hire. These discussions shouldn’t be personal. It’s not about denigrating the outgoing employee; it’s about saying what does the museum need now? This should be the fun part. The in-a-perfect-world part I would hire a person who can do X,Y, Z. Once you identify what you need that’s new, you can go back and unpack the old job description to determine what the organization can’t live without. Some of those tasks may end up parceled out to other employees, while others will be included in the new hire’s job description. The point is only that even if you have buckets of money, it costs money to replace staff. Work slows while you cover for an empty position, and if your orientation program is poor, it may stay slow while the new hire tries to figure out her place.
As in so much of leadership, it’s better if you are intentional. Think a problem through. Talk to staff. Discuss what you need. Then act. Then don’t assume it’s all fixed. For goodness sake check in with your new employee. You may think you speak clearly, but that’s not always how people hear you. Make sure new staff are happy, challenged and understand their role.
Last, but not least, if you’re a wanna-be museum leader, a current leader, or a long time CEO, know that not all staff leave of their own volition. Firing is part of your job description. You may never have to act on it, but it’s a facet of the hiring process that everyone in leadership copes with. So, again, be intentional. Don’t hire a new employee simply because she’s 180 degrees different from the one you let go. Know your organizational needs, measure them against her strengths. Then decide. As a leader, your job is to drive your organization into the future with as much imagination and grit as you can muster. Make sure you have the staff you want on the journey.
It’s January, and it’s the time of year when museum staff and leadership can turn cranky in a heartbeat. Here in the northeast our days start with dark mornings, and are often accompanied by snow and cold. You get the picture. It’s a time for fuzzy slippers and a good book. And if you’re not a book person, I can heartedly recommend the Emerging Museum Professionals Facebook page. Scrolling through their posts, I always find something interesting and/or inspiring to read.
This week Alison Little posted a job description followed by a six-question poll. She asked readers to guess the type of job described –exempt or non-exempt–the salary range or whether it’s not a paid job at all, but rather a volunteer opportunity. Thankfully, she didn’t identify the job’s source since it’s the HR equivalent of everything-but-the-kitchen-sink, a Frankenjob of tasks that may need doing, but have no connection to one another. As of January 8 there were 35 comments.
If you are a museum leader or a board member, if you plan to hire sometime in the coming year, you owe it to yourself to read these comments. You need to understand the world of museum HR, and, perhaps most importantly, regardless of your museum role, you need to make a passionate case for investing in staff. Why? Well, the obvious answer is because without staff your museum will grind to a halt. You may have fabulous collections, you may have a great narrative or you may have both, but collections can’t speak on their own. They are mute. They need smart, imaginative folks to knit together all the ideas an individual object, site, experiment, invention or living creature generates, and engage your audience. In short: you need the best staff you can afford, not the most staff for the least amount of money; the best, so you can pay them a living wage so they won’t burn out waiting tables on the side, and so they won’t spend their free time looking for better paying museum jobs.
If you are a museum leader or a board member do not ever laugh ruefully about low salaries and say, “Well, we’re a nonprofit,” as if your 501c-3 designation permits you to pay less than the living wage. Being a nonprofit means the government recognizes the public benefit your organization provides society. Your concern is the trust you hold for the public, not for your shareholders like a for-profit organization. To fulfill that trust you need a decently paid staff. It’s time the museum world addressed this problem. So whether you’re an emerging professional or a mid-career staff member, a museum leader or a board member, when you think of your museum, don’t think of a hierarchy of collections first, followed by buildings, and then staff. Put staff at the top. Value them. Pay them a living wage. (As we’ve said many times here, using MIT’s Living Wage Calculator will help you.) Let’s make 2017 the year museums and heritage organizations commit to raising salaries and benefits. Idealism won’t pay the bills.
Dear 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.
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.