I have a colleague who is forthright, direct, sometimes foul-mouthed, and an incredibly dedicated and hard worker. She will also walk your dog if you’re on crutches, babysit so you can have a date night, or bring you food if you get Lyme disease. And no, she’s not perfect. Recently I commented on her new boss–a change that happened this summer–and wished her well. Her new leader is female, the outgoing one male. Knowing the former relationship was difficult, I said something to that effect. Her response? “Yes, but I enabled a lot of his behavior.”
That comment stopped me in my tracks. I asked what she meant. Her response? “Often I couldn’t wait for him to complete a project, write a letter, whatever, so I would make the work happen.” As a result, he looked good. The work got done. The way she explained it, the lightning pace of today’s workplace coupled with the power imbalance of leader to staff member, made discussing what, for her, was a challenging work situation difficult. In her mind, work trumped her frustrations so she she made sure it was completed smoothly, and moved forward. The only problem? Without time to press pause and talk things out, she was angry about doing his work and hers.
Remind you of anything? Maybe you’re an enabler: Trapped in a situation where there is no possible way explain to your boss how often she lets others (like you) pick up the slack. Or maybe you’re the leader. Museum leadership in 2017 is a multi-layered endeavor. The pace is fast, the news/social media cycle relentless. Leaders need a host of skills to move museums or heritage organizations from mediocre to majestic. We would argue, though, that the chief skill should be relationship building. Strong relationships build trust. Trust builds teams, and strong workplace teams change organizations.
We like to think a leader who’s observant about work relationships–whether through listening or watching–would have quashed a situation like the one described at the beginning of this post. Teams flourish because every member has a role to play, and in happy workplaces, staff are willing and able to cover for one another if there’s a need. Museum leaders, however, should never confuse support given willingly to help a colleague with an absence of effort that means other staff members cover or enable for someone who’s not getting the job done. And they need to be self-aware enough, to see that these situations apply to them as well as folks in external affairs, communications or education.
We’ve said it a lot in these pages: leaders need to make a habit of self-reflection–daily, weekly–whatever works. While walking the dog, sitting on the subway, jogging, or watching the sunset with a glass of wine, do a check-in. Go over what happened that day or that week. This isn’t mea culpa time. This is so you’ll know where the dragons are as you chart the course for the next day or week. And sometimes the dragons are you. Be a big enough person to recognize your own failings and self-correct.
In the wake of the ongoing dismay surrounding the Berkshire Museum’s decision to renovate its building, change its focus, and shore up a plundered endowment, and Lee Rosenbaum’s cautionary post about the National Academy of Design — another organization that hoped to cure its ills with cash — we’ve been thinking a lot about boards, board culture, board building, and board behavior.
We’ve written about museum leadership since 2013. Our focus has been the women and men leading museums and heritage organizations. Any of you who’ve read our posts know we believe passionately that the museum field needs to invest more in its leaders and staff than its infrastructure.
Lately museums have made news for a host of reasons including poor decision making and inattention. Each incident sends the press scurrying to find similar situations so the public is reminded of the field’s misdeeds. The field needs to make our job sector a place with better salaries, better benefits, HR offices, personnel policies, and gender equity training. That’s a cultural shift that isn’t going to happen overnight, and a lot of the heavy lifting needs to be done by museum boards. We don’t have a magic wand, but if we did, here are our five wishes for board behavior:
- Boards who understand why they’ve chosen to serve, who know that service is about the institution, whether it is tiny and all-volunteer or a community’s anchor store.
- Boards who believe in the museum field, who understand it’s a place with its own culture, rules, and most importantly, ethics and standards. Those standards weren’t invented a century ago because the folks at the newly-formed American Association of Museums (now American Alliance of Museums) had nothing else to do. On good days these ethics and standards actually inform what the field does.
- Boards who invest in museum leadership within their own ranks as well as staff ranks find that it can be a key to making change, not just an opportunity to shift the responsibility of leadership off their own backs.
- Boards who have a deep understanding of why their organizations matter know it is an understanding that informs and eases the ongoing task of raising money.
- Boards who know that museums hold the public trust, and realize that being a non-profit isn’t a ticket to practices and behaviors they wouldn’t sanction in their own businesses.
This sounds like we think all boards are badly behaved, and we don’t. Many, many are exemplary. But for the sake of collections, communities, and museum staffs, we’d like to see boards move the needle away from downright poor decision making and mediocrity. And the sooner the better.
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.
Recently the Metropolitan Museum announced a change in its leadership structure. You’ll recall that former tapestry curator Thomas Campbell, the Met’s director since January 2009, resigned under pressure in February. Since then, the art museum world has been awash in speculation about who might succeed Mr. Campbell. The answer (sort of) is Daniel Weiss who is currently the Met’s president and CEO. Weiss’s new title will be president and chief executive. Most importantly, the museum’s new director–a position that’s still open– will report to Weiss.
Not surprisingly, this change set museum tongues wagging. For some, making Weiss top dog means the Metropolitan’s board is putting business (and money) ahead of content and mission; however, both Weiss and the as yet unnamed director will serve on the museum board and collaborate on its priorities. For others, there’s also the implication that the Met’s problems are all of Tom Campbell’s making. While Campbell may not have been the most able leader, it seems too easy to blame everything on him. Clearly he wasn’t prepared to move from leading the tapestry department to leading the whole museum, and his choices regarding relationships with women on the Met’s staff seem unprofessional at best. But the idea that Tom Campbell alone led the museum into its financial morass seems too facile. Where was the Metropolitan’s board in all of this? Were they so bewitched they forgot their fiduciary responsibilities, allowing Campbell to spend willy nilly?
The Met is the size of many small towns. In that, it’s unlike the vast majority of American museums. At least one museum blogger suggested that the Met’s new division of leadership runs counter to the American Association of Art Museum Directors’ (AAMD) guidelines which state, “The board should appoint the director—to whom it delegates responsibility for day-to-day operations—to be the chief executive officer of the museum.” AAMD’s guidelines may be the right path for most art museums. But the lesson here is that while guidelines are important, leadership for individuals and organizations is specific, and in many ways, personal. Museum boards need to choose the best possible leadership path for their organizations, and who’s to say that in this new, lightning-fast world, where ambiguity and change wait at every corner, that bigger museums wouldn’t benefit from a made-to-order leadership plan? The Met’s bi-partisan model is found more often in academia than museums, yet it makes its own kind of sense. The beauty of the Met’s solution is that in Daniel Weiss it found a person with a PhD in art history and an MBA from Yale, someone who has reportedly earned the trust of the Met’s chief curators, and someone who walks the walk.
How do leadership decisions like this flourish? They happen where boards aren’t wedded to old hierarchical models, where boards are interested in the challenge of change and cooperation. They happen when boards are willing to try and understand organizational culture. And, last but not least, leadership changes when boards invest time in actually finding the best solutions for their organization, rather than hiring someone so they can revert to doing what they’ve always done.
At the director/CEO level, leaders who truly embrace change need to be collegial and collaborative; they need to be as interested in serving as leading. The Met’s solution may not be the model for your organization, but the point is that the lone director, reporting to a board of trustees, is not the only model.
The world has changed. It’s global. It’s fast. Museums need alert, responsive leadership. That happens when boards and museum leaders collaborate, creating leadership models tailored to their organizations. That takes courage.
- Know your organization. Really know it.
- Use that knowledge to create a leadership model that works for the organization, not one that makes life easy for the board.
- Be bold. As trustees you want to do more than hand over a mediocre museum to your successors. Your community, museum staff, donors, and volunteers deserve the best. Figure out what that is.
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