Thank you to our 875 Leadership Matters followers around the world and thousands more readers who looked at our pages a remarkable 55,300 times in 2018. And just in case you are new to Leadership Matters, here are our five most popular posts for 2018.
- The Silent Treatment
- Museum Pay (Again)
- 5 Pieces of Advice
- What’s Missing from 7 Factors….
- Guest Post: The HR Problem
Things & people who inspired us
- AASLH posting salary ranges and the National EMP Network for giving voice to the salary transparency effort.
- Colleen Dilenschneider for her clear, insightful look at the non-profit world.
- Susie Wilkening for her research about who visits museums and why.
- Appointments of Linda Harrison as President and CEO of the Newark Museum; Kaywin Feldman as the National Gallery of Art’s fifth director and Anthea Hartig as the first woman director of the Museum of American History, plus many others — the diverse list of directors and curators is growing and, for that, we are very inspired!
- MOMA Protests
- Hannah Hethmon’s great list of museum and library allied podcasts.
- Our Johns Hopkins University graduate students.
- The men and women attending the AASLH Leadership Forum this year and our colleague, Greg Stevens, with whom we developed and led the Forum’s agenda.
Looking Forward: Where to Find Us in 2019
- February 5, 2019, Baylor University, Waco, Texas: Where we will deliver the Largent Lecture on the topic of women in the museum workplace.
- Two Webinars for the Office of Programs and Outreach at the Wisconsin Historical Society: Leadership Matters: Thoughts on 21st-Century Museum Leadership, January 30 and Women in Museums on March13, 2019
- Pennsylvania Museums Annual Conference, Keynote Address, April 7-9, 2019
- AASLH Annual Meeting August 28-31 in Philadelphia
Our 2019 Wishlist
- For the American Alliance of Museums [AAM] and the American Association of State & Local History [AASLH] to join forces to combat sexual harassment in the museum/heritage organization workplace.
- For museums, their boards and leadership to lead the non-profit world in closing the gender pay gap.
- For museum and heritage organization boards to commit to spending a minimum of two meetings a year on why they do what they do, what it means, and how to be better leaders.
- For museums, their boards and leadership to work toward eliminating tokenism, bias, and stereotyping throughout the hiring process.
- For AAM & AASLH to follow the lead of the American Library Association and pass a living wage resolution.
This is for all the museum women out there because, to be honest, you do a crap job of taking care of yourself.
It’s almost the end of the year. If you’re in academia, you’re either taking exams, finishing papers or grading them. If you work in development, it’s the annual nail biter where you find out if people like your organization more than last year. For some of you it’s budget season or planning season or holiday no-school programming season. Wherever you look it’s stressful. And somehow we women are excellent at owning stress–ours and everyone else’s. Why is that?
As we reach toward the third decade of the 21st century, you might imagine that for women at work things might be better than they were 70 years ago. Not really. According to the Bureau of Labor Statistics, 74.6 million women work, an increase of 24-percent since WWII; 40-percent of women in the workforce have college degrees; and one in three lawyers are women. Okay, you say, what’s so bad about that? It sounds like progress. And it is except that: Women are the primary or sole earners for 40-percent of households; women are more likely to stop working to care for an elderly family member; the United States is the only industrialized country without a national paid leave policy for mothers; and women are paid less. According to the Brookings Institution’s Hamilton Project, “after adjusting for factors like labor force experience, union status, race and ethnicity, and occupation, much of the gender wage gap remains unexplained, suggesting that labor market discrimination plays an important role. In fact, almost 60 percent of women would earn more if they were paid the same as men with equivalent levels of education and work hours.” All of that is stressful, and that is before you add in the peculiarities of individual circumstance.
Last week our students completed emotional budgets. Essentially they are maps of what’s going on in your life. They chart how you spend your time. They are as different as the people who make them. Some are computer generated pie charts that could have come from Google. Others are the size of wall maps and decorated with glitter. Why do them? Sometimes it’s useful to put your life down in color and confront the fact that if 50-percent of your time goes to your soul-sucking job, 25-percent to being a parent; 20-percent to partner and home, then there is a measly 5-percent left over for you.
And don’t think it doesn’t matter. We all need more than 5-percent. Life is challenging and so are museums. That’s part of why we like working in them. But poor self care makes you mean, and sometimes cranky, and if you’re not nice at work you get a reputation for impatience and snappishness. So what to do? Here are five things to think about as we roll toward the end of 2018.
- You need to take care of yourself. You, your family, and your friends will all benefit from a happier, healthier you.
- Put your health first. Somehow women don’t. It’s something embedded in our DNA that says, I can do this. My temperature is only 101. I haven’t pick one: (thrown up, cried, coughed up a lung) for at least an hour. No you can’t. Stay home. Ask for help. Take care of yourself.
- Give yourself some alone time. Even if it’s only a short walk in the middle of a work day, take time alone. Let your thoughts settle. Regroup.
- My mother used to have a little note near her phone. This was the era of landlines so the phone never moved. The note said, “Say no.” I thought it was hysterical, but in retrospect, we all should have that note. It’s your internal monitor that says, I don’t have time, energy or the skillset to do that. (It also might say, I’m not going to enable you, you do it.) It’s a learned skill to say no nicely, and not to judge yourself for bowing out.
- Make a tiny change. Promise yourself that in the coming year you will do something different that’s just for you. Don’t make it so grandiose that it feels impossible, make it doable. Try a new recipe once a month. Walk every day that it’s sunny. Read a poem before bed. Whatever floats your boat and is for you.
And last, be helpful and supportive to your women colleagues at work. Everyone has bad days. Learning to shoulder stress, individually and as a team, is part of leadership.
P.S. Leadership Matters will be on vacation next week (December 24-30). It will return Jan. 2 with some wishes for the New Year.
Choosing a new executive director is a big deal. Whether you’re a teeny tiny historical society or the Metropolitan Museum of Art much rests on the selection of a single human. This week, both in conversations with a colleague, and in class discussion with our Johns Hopkins University students, it became clear that a lot of museums and heritage organizations don’t allow staff to meet the candidates. Too often, that opportunity seems to belong to the board and the board alone.
It’s hard, however, to see how that makes any sense. Admittedly, I work at an organization that’s taken the interview process to extraordinary levels. Except for the lowliest positions, every candidate spends at least five or six hours on site, moving from meeting to meeting, and often participating in the proverbial lunch where she or he is asked to eat while simultaneously answering questions from well-meaning staff. At day’s end, everyone submits evaluations to their direct reports. Could staff really sway a decision? I don’t know, but I can tell you that everyone feels as though they’ve participated. At the very least, they can put a name to a face when the final decision is announced. Why does any of this matter? Because “they,” whether they are a leadership team at a huge organization, or the entire staff at a small one, will be the candidate’s team. And the team is important.
One of the many misconceptions about interviewing is that it’s something that happens to you. And it does, but it’s not an entirely passive experience, nor should it be. Too often the whole job process feels like a do-or-die proposition. You turn on the charm and hope they pick you out of what must be — in your imagination at least — hundreds of capable applicants. But you’re also interviewing them, whoever they are. And how they come off, especially at a moment when everybody’s on their best behavior, matters. What does it tell you if you spend half a day on site, and never meet the staff? Granted, if you’re interviewing at the American Museum of Natural History, The Henry Ford or the Victoria and Albert Museum, you couldn’t possibly meet many staff. But, at the very least, shouldn’t you meet your future peers and/or direct reports? And what does it say about the board and the leadership if you don’t? At the very least, ask for those opportunities if it appears they aren’t on the agenda. (You never know, the staff could have fruitlessly pushed for meetings. If you ask for and get meetings, you could become the staff’s hero.)
Sometimes organizations can’t seem to get out of their own way. And boards, like an abandoned spouse after a divorce, sometimes hire quickly, frequently selecting a version of the person they just lost, perpetuating a host of organizational ills. So, if you’re a museum board member or a museum leader, and 2019 is going to be your year for an important hire, think about the following:
- Know what qualities you’re looking for. Sounds obvious, but these aren’t the standard qualities that every job advertisement lists — courage, vision, intelligence, self-awareness — they are the qualities that will take your museum or heritage organization and move it forward. And they shouldn’t be confused with qualifications. Only you, the board and the museum leadership know what your organization needs. Is it experience as a collaborator with other organizations? Is it the ability to be decisive and carry out a strategic plan? Is it an understanding of how digital and web-based content can impact your organization?
- Be open about where you might find this person. It might not be in a traditional spot. Try to shed your biases or at least acknowledge them, and be willing to look outside the box.
- If this is the top spot, decide how to engage your leadership team and/or staff. Who will give candidates a tour? Who will meet with them in small groups? Who will answer questions about living in your area?
- How can meetings with staff and candidates give you the most bang for the buck, providing information for the interviewee, while also giving staff the opportunity to listen and ask questions?
- Does your staff or board need coaching on which questions are legal and appropriate and which are not? A refresher never hurts.
Hiring, particularly for the top spot, is a time-consuming and sometimes expensive process. Presumably, you’re proud of your museum and the work it does. So showcase it. Let candidates meet with staff. Give them a mechanism to report back. Listen. Listen. Listen. Choose wisely. Choose for the team you have and the organization you want.
This week, along with five colleagues, I helped run a discussion about pay at the New England Museum Association’s 100th anniversary meeting in Stamford, CT. The meeting opened at the same time as newly-unionized hotel workers staged a picket line as part of their ongoing wage negotiations. As a result, our session was one of many that left the Hilton in solidarity with the hotel workers, holding our discussion across the drive in a small park.
It was the first day that felt like fall, but bright and beautiful. Attendees gathered in groups to discuss issues around unpaid internships, emerging professional pay, gender and pay, diversity and pay, and salary negotiations. Towards the end, groups reported out on their top thoughts. Ultimately those will make their way to NEMA in the hopes they will continue to spur action toward raising the field’s salaries.
One thing that struck me listening to the report-outs was how important negotiation or at least human interaction is in launching or continuing a job successfully. Ilene Frank, COO of CT Historical Society, and Diane Jellerette, Director of the Norwalk Historical Society, both commented afterwards how few people seem to know their own worth when an offer is on the table. Too many view that moment as if there is still a line outside the door of equally qualified people all clamoring for the position. “They don’t understand, we don’t want our second choice,” Frank said. “And they don’t understand their power,” Jellerette added.
Their point? Too few, and particularly too few women, understand the power job applicants possess when the offer is on the table. Job searches are time sponges. Work is neglected. Money is spent. Teams–and sometimes boards of trustees– assembled and focused. After a process that can last weeks and occasionally months, no one wants a no. As an applicant, you weren’t chosen as one of many, you were chosen because you were the best for this position. USE THE MOMENT. It is potent.
In fact, the way you negotiate your offer sets a template for your future. Your salary and benefits recalibrate from whatever you and your new employers decide. Years from now your retirement package will be determined by how you behave in this moment. So…no pressure, but DON’T LEAVE MONEY ON THE TABLE. If you’re in the job search process, particularly if you’re new to the museum world, here are some things to think about when someone picks you for what hopefully is your dream job.
- Be grateful. You aren’t the only ones who’ve been through a lot to make this happen, and these folks picked you. Say thank-you.
- Ask to think about it. The little person in your head may be doing your happy dance, but you’re in the sweet spot. Press pause.
- Go home. Talk to the people who matter to you. Look at your budget. Calculate your expenses. Can you live in this town/city/region on what they’ve offered? If you don’t know, find out how much that costs.
- DO YOUR DUE DILIGENCE. Know what the field is paying. AAM, along with many of the regional museum and statewide nonprofit associations, do salary surveys. Find them and use them. And for goodness sake, if you’re in a field like development or IT that moves across the non-profit world, know what organizations outside museums pay.
- Some of us are epically bad at math. Because your offer also includes monies dedicated to state and federal programs and taxes, use sites like this to calculate your net take-home pay.
- If you haven’t already asked, read the Employee Handbook. Know what working in this particular place will mean to you. If you have an elderly relative you care for, if you’re planning a family, if your partner works long hours, these questions are all part of the calculus. Does it offer paid leave or only FMLA? Things you wouldn’t have mentioned during the interview like you have a toddler and day care is $100/day are now fair game as you decide what you need.
- Time is also money. What if your new employer offers full benefits at 35 hours/week? Your offer is 40 hours/week, but you have two kids in kindergarten and first grade. Can you negotiate for fewer hours? Yes.
- Ask for assistance with moving. What if you don’t know a soul where you’re moving and you literally can’t afford movers? Ask. A $2,000 or $3,000 one-time expense is better than losing a great candidate.
- Ask for time. Do you need time off before you start to clear your head and settle your family? Ask.
- Know your own value relative to the field. Are you the second coming when it comes to exhibit design or conservation? Do others call you with questions? Is the reason you’re job shopping because you know you’re worth more? Well then, don’t throw it away. Use it.
Image: Molly Brown House Museum
This Wednesday I will attend the New England Museum Association’s 100th Annual Meeting in Stamford, CT. Along with panel moderator Scott Wands (CT Humanities) and co-presenters Grace Astrove (Jewish Museum), Kelsey Brow (King Manor Museum), Ilene Frank (Connecticut Historical Society), and Diane Jellerette (Norwalk Historical Society), I will help lead a session titled “Low Pay, No Pay, and Poor Pay: Say No Way!”
Despite the alliterative and slightly confrontational title, our goal is to bring people together to talk honestly about one of the most difficult aspects of museum work: salary. We will lead table discussions on the following topics: emerging professionals and pay; unpaid internships; salary and benefits negotiation; race and pay; and gender and pay inequity.
Our goal is to give participants the opportunity to move from table to table potentially participating in multiple discussions before reporting out to the whole group. In part, that’s because there is no one size fits all compensation story. Pay is personal and pay is organizational. Pay relates to your personal narrative, your personality, and hugely to bias.
For many board members, staff represent a yawning cavern of expense and escalating benefits. And while boards may adjust an executive director’s salary and benefits package to attract and keep the multi-talented person they believe their museum deserves, beyond the aggregate numbers, they rarely dip into compensation for staff further down the food chain. Thus, for the most part, pay is an executive director versus current or potential staff question, meaning when an offer is made both individuals need to be at the top of their game. The executive director needs to fully understand her budget, know whether she can negotiate and how far she’s willing to go. The individual needs to have some sense of salary range–which is why posting salaries and ranges is so important–and how much it costs to live in the area in question and meet expenses. She also needs to know what she thinks she’s worth, and whether she’s willing to walk away if an offer is too low.
Negotiations like these are made more complicated by gender and race. Job applicants have to find ways to ask whether the museum has completed a pay equity survey and adjusted salaries accordingly. Presumably any organization that’s already had a Marc Benioff-like moment would be overjoyed to talk about it, but you can’t be sure. And in some organizations, too many questions — from women and particularly from women of color — translate into a stridency organizations want to steer clear of.
Then there is the whole issue of new professionals negotiating for the first time, or those still in graduate school who want or need internships. We would like to announce that unpaid internships were as antiquated as the rotary phone, but sadly they’re not. NEMA has been stalwart in its support for mutually beneficial internships, but the museum world is still riddled with epically bad The Devil Wears Prada experiences. And being treated like crap when you’re being paid is one thing, but being treated like crap for donating your time seems like the definition of insanity.
One of the blue-sky hopes for this session is to actually come up with a series of proposals that will help move the salary debate forward. Since not all of you will be in Stamford this week, if there are changes you’d like to see — organizationally, regionally, and nationally — let us know. Let’s make some noise and make some change.
Along with 999 or so folks, we’re back from Kansas City, MO and AASLH’s Annual Meeting. There we caught up with old friends, celebrated change in the history museum field, and bemoaned the state of the world. Some of us enjoyed some Kansas City barbecue too.
Leadership Matters went–in part–to lead the annual Leadership Forum. One of a number of pre-conference workshops, the Forum, as distinct from the History Leadership Institute which happens in November, is a four-hour intensive on one or more aspects of leadership. This one moved from the broad-based to the particular, from organizational to personal, covering three big topics: Empathy & Equity in the Workplace; Staff as Assets or Liabilities; and finally, a look at Career Alignment and Choices.
The empathy and equity section asked participants to define the two words, to address how and where they were found at participants’ museums and sites, and whether it’s possible for a workplace to have empathy without the equity. Section two addressed questions of staff: Whether boards, CFOs, and EDs look at staff and see a great, yawning cavern of salaries, benefits and issues or whether they see creative, entrepreneurial folk devoted to the organization and each other. The last section was based on a personal career narrative, and asked participants to think about their own museum practice. Questions like what are your career constants, what makes you happy, what do you want to create circulated around the room. The group also talked about kick-in-the-pants career change, how upending it is, and how sometimes it brings great joy.
Here are some completely unscientific observations:
- Gone are the days where history museum leaders haven’t got a clue about leadership. They get it. They may lead fraught, overwhelmed lives, but they get it.
- History museum professionals don’t press the pause button often enough.
- Some history museum leaders spend too much time alone.
- Talking about why we do what we do is as important–if not more so–than talking about how we do it.
- Pay equity makes some leaders nervous and fires up others.
- Based on listening to this room of 30 individuals, too few think intentionally about their careers with any regularity.
- A lot of people seem to think once they are parents or partnered or both, their careers are stuck.
- The vast majority of the room seemed to feel they have audience empathy knocked. Empathy on the back stage side–for staff, board and volunteers–appears trickier.
- Brene Brown’s short video on the differences between empathy and sympathy was a fan favorite.
- Best line: A participant telling her supervisor she was quitting. “I have one short, precious life, and it’s too short and too precious to work for you.” The original included a strategically placed f-bomb which gave the whole sentence a lot of zing.
As we told the roomful of leaders, it was an honor to participate. Although admittedly this was a self-selected group, people seem to embrace leadership at all levels. By that we mean the doing of leading, not seeing the director’s position as a conclusion. And that’s a blessing. While there is always work to do–especially back stage, especially on workplace race and gender issues–without sounding too Pollyanna-like, it feels as though there’s finally a sea change taking hold on the leadership front.