There is no question that museum salaries are the field’s third rail. Whenever they are mentioned here, we see a spike in readership and the number of comments. Museum directors tell us that if salaries go up, there’s no money for heating/cooling or the education department or exhibits or the institution’s digital presence. Or how about an organization’s crumbling infrastructure? After our July 10 post a reader wrote, that she felt the low salary issues were really a two-fold problem. On the one hand there’s salary equity within an institution. Her concern was directors whose salaries are out of proportion to the rest of the staff. Obviously if a director’s or CFO’s salaries are hugely inflated in comparison to other staff, that is a problem that needs the board’s attention, and the first issue might be getting them to understand this type of inequity is a problem. And speaking of salary inequities, don’t forget the gender salary gap, but more about that later.
The writer’s second point relates to the you-can’t-get-blood-from-a-stone argument. Here’s what she wrote,” The other issue has to do with the limited overall funding available for running a museum (which could probably be expanded to most of the non-profit sector). Many (most?) museums are challenged to find additional sources for staff salaries since we are “overhead”, along with utilities, insurance, snow removal, etc., rather than programmatic activities (for which funds can more readily be obtained). I’m not sure what the solution to THAT is.”
You know this. You live with it. It is part and parcel of museum leadership in 2017. And we get it. We really do. But here’s a thought, not a judgement: Are there decisions that museum service organizations, boards and museum leaders could make over the long term leading to better salaries?
Let’s pause to note that Leadership Matters believes many small and medium sized museums don’t allow themselves to think long term. And by long term, we mean five to 10 years in the future. The reasons for that are likely complex, from poor trustee training, to dismissive attitudes toward museums and heritage organizations in general, to the risk-averse nature of many non-profit boards or an ingrained belief that a board’s role is to maintain status quo rather than to work for change. But the museum field’s salary problem demands long-term planning.
So what is the solution? There isn’t just one. The low salary problem grew over time, nurtured by the hierarchical nature of the field, and the museum world’s gentle tip towards a pink-collar workplace. The fact that a master’s degree is almost de riguer for employment brings a huge group of debt-ridden employees to museums every year. These factors make museums easiest for employees with second incomes–family money or high earning partners–creating a vicious circle where the wealthy stay on, while others leave. That may be a huge generalization, and many of you can point to exceptions, nonetheless, this is a complex problem involving race, class and gender. It took decades to create and it will take decades to undo. So here are some suggestions for change:
While who gets paid what is, at the highest level, a board thing, we believe it’s time for AAM and AASLH to step up to the plate. While AAM, AAMD, and the regional museum organizations have religiously collected salary data for decades, it’s largely a passive commitment. If you or your organization buy the survey, you may use it to your heart’s content, but isn’t it time for our national museum associations to follow the American Library Association and stipulate a minimum salary for museum professionals? The cynics among you may ask what good would that do? In the short term, precious little. Over the long term, however, a minimum salary for directors might give organizations pause before they hire a maid-of-all-work at $28,000, while allowing job applicants the courage to say no thank you, your position doesn’t meet the national association’s base salary.
Museums and heritage organizations have to be encouraged to endow positions. That isn’t something just for colleges or huge, wealthy organizations. What better way to acknowledge the importance of staff in keeping organizations alive and changing? Yes, it’s costly, but endowing positions frees up cash for other anxiety-provoking expenses.
Museums need to become the non-profit world’s leaders in addressing the gender pay gap. The salary gap is not a myth, but a real thing–look at AAMD’s report on salary equity and AAM’s newest salary survey–and is something every organization needs to address. What would happen if the museum field were known as the job sector that made women’s salaries equitable first? That means making sure all women’s salaries are equal since statistics show women of color and queer women don’t make as much as white women, and only then adjusting women’s salaries to meet men’s. How would that affect hiring and more importantly, retention?
Last, AAM, AASLH, AAMD, the regional service agencies, and the United States’ many museum boards have to support and encourage salary growth. From the accreditation process to the StEPs program, staff salaries and benefits have to matter in a visible, tangible way. Organizations should be open and transparent about staff turnover, about their ability to hire above their city’s Living Wage. Why? Because a well-paid, content, smart staff drive organizations forward. And that’s a cultural shift.
This is a problem for all of us. Let’s work for change.
Dear museum baby boomers, this post is for you.
If you were born after 1964, this may confirm or support some of your worst fears, so you may want to give it a pass. Here at Leadership Matters we’re now in the chapter where some of our museum mentors are retired–taking cooking classes, exercising like fiends, traveling, reading novels–while others are beginning to announce their retirement dates. Or they are starting to do the work to make that happen: achieving the last, penultimate position, beefing up their consulting business, downsizing, buying the forever home. You know the drill.
Then there are the folks who should be planning their exit, but aren’t. The only decision they’ve made is to stay on as long as possible. They’re treading water, sucking up big(ger) salaries, and contributing in the most lacklustre fashion. They give the rest of us a bad name. Don’t get us wrong. We more than understand that the overall crappiness of museum salaries may mean working ’til age 70 isn’t a choice but a necessity. But, we firmly believe that employees should be judged by their contributions, never by their age, gender or race. And age and length of tenure don’t give you the right to coast–at least not until you’ve announced your exit date. In fact, no matter what your age, we hope you’re not coasting, but instead contributing your best self at work.
Study the colleagues you admire most, whether in the museum field or elsewhere. They are probably individuals who are constantly on a path of reinvention. They are probably not people hiding behind we’ve-always-done-it-that-way–or people who believe social media is the instrument of the devil. They’re the people who somehow link their institutional knowledge, which may be vast, to what’s going on the museum field, and always manage to say something new (and wise) in meetings. They are the people we all want to be when we get over our case of impostor syndrome.
So if you’re a boomer, we urge you to be a contributor ’til the day you pack up your office. Perhaps your museum or heritage organization has a succession plan in place. Whether it does–and they are excellent planning tools–you can have a personal succession plan as well. Just as you strategized your career when you were in your 30’s, 40’s or 50’s, a personal succession plan can help design your exit.
Don’t wait ’til you’re on your way to your retirement party to whine that no one picked your brain, and asked about that great store of knowledge you’ve amassed. Write it down. This actually applies to everyone. Commit work flow and basic tasks to a document. That way even if you have a skiing accident, your colleagues can step up and complete some basic tasks.
And if you are retiring, what information would someone need to do your job well on day one? How have your organization’s quirks informed the way you do things? Were you a path-breaker in your position? Would you be willing to train your successor, and if the answer is yes, what might that look like? Perhaps the most important thing you need to strategize is what you’ll do when your days aren’t consumed with meetings, openings, and planning. Write that down too, but don’t share it. That’s for you and the rest of your life.
It’s summer. The days are long, and a lot of us are on vacation. If you will retire this year, commit to making the next 12 months the most fruitful ever. Go out with a bang.
We’ve waited two and a half years and the moment’s finally here: Our new book, Women in the Museum: Lessons from the Workplace has arrived.
While it is still listed as a pre-order on Amazon, Routledge assures us it really is available. So first some thank you’s: To all of you who answered our short and long surveys, who participated in our focus groups, who took time out of your busy lives to share data and thoughts, and those who were interviewed, A VERY BIG THANK YOU. We couldn’t have done it without you.
Although there are days when writing a book seems like an out-of-body experience, we’re proud to have taken a long overdue step in the gender and museum discussion. We hope it serves as a catalyst for ongoing conversation about these issues.
You may think this is not a subject that has much to do with you. Our response? If you’re working in the field you need to know who you’re working with. If you’re female, and you’re part of the 47.6 percent of museum workers identifying as female, you may have already discovered that as a woman you lead differently, make decisions differently, and often have family and sexual harassment issues that are different from your male counterparts. If you identify as male, you may want to explore how the other half of your workforce thinks, decides and works, and more particularly, how the long history of women in the museum field has influenced the way it conducts business.
You may think there are already too many women in the museum field. That’s almost true. And this book discusses the dangers of a pink collar workplace. Perhaps you have an understanding of women’s contributions to the museum field. While that was not our only goal in writing Women in the Museum, we tried to give a sense of the almost century and a half of women’s contributions as volunteers, collectors, philanthropists, founders, directors and staff. We believe it’s important to know on whose shoulders we stand.
You may believe the salary disparity between genders doesn’t exist in the museum world or that it did, but it’s over. It isn’t. The data is real, and the problems of low pay affect everyone — museum workers, their families, and ultimately, their desire to remain in the museum field. Salary disparity is especially acute for women of color. If you are a trustee, a director or department head, and you are struggling to make your workforce more diverse, you may want to read the chapters on stereotyping and on women at work in museums today.
Last, you may think this is too much feminism or too much white privilege. We hope you’ll read the book and then decide. As women, we need to support, guide, mentor, hire, and help one another. We need to solve our own salary issues first by making sure that all the women in our organizations are equitably paid. Once that goal is accomplished, we can tackle the gender divide. We want to make sure that everyone is at the table, and that once there, they are treated fairly. How can your institution preach organizational open-mindedness if the staff break room tolerates cruel remarks or the HR policy is rife with inequity?
If you care about these issues, we’ll be at AASLH Thursday, September 7 at 1:45 pm with four of our interviewees for Workplace Confidential: Museum Women Talk Gender Equity. In addition, you can join the Gender Equity in Museums Movement, a group we started in 2016 to encourage dialog on these issues: https://www.genderequitymuseums.com/.
Joan Baldwin & Anne Ackerson
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.