Picture this: You’re in a meeting with a direct report. Things are not going well. Her creative impulse seems laser focused on deconstructing everything you’ve built. You cannot understand how someone who’s ostensibly a colleague, and who came to work for you willingly, has misunderstood you and your museum to such a degree. Suddenly you’re crying. Worse, you’re angry that you’re crying, which makes your tears harder to control. Sound familiar? Well it should. According to a 2018 survey, 45-percent of people report crying at work.
Even if you’re in the dry-eyed 55-percent of American workers, given that we toil outside our homes an average of 90,000 hours in a lifetime, and one third of us work more than 45 hours every week, it’s likely, some day, some time, you’re going to cry at work. Is crying a bad thing? The experts say not really. According to the same survey, CFO’s and people over 55 are the most forgiving when it comes to tears, reporting that unless it happens frequently, it’s not a problem. Crying is after all a human emotion, and far less toxic than yelling, which also happens in some workplaces.
As with many things in life, how crying is perceived depends on context and culture. In fact, the person crying often reacts more negatively than those around her who may not know how to react. Crying, after all, violates what anthropologists call “display rules” or a social group’s informal norms. Traditionally, our workplaces–and museums and heritage organizations are still wallowing in a whole lot of tradition when it comes to human behavior–aren’t places for overt emotion; ergo, don’t cry.
If you identify as a woman, you may be told by mentors, friends and leaders to avoid crying at the office like the plague. Why? Because museum workplaces are staffed by humans, not Artificial Intelligence, and humans are full of subconscious biases. For many, whether we acknowledge it or not, crying indicates weakness, emotionality, and a loss of credibility. And women who cry are treated as if the next stop is a rest cure and basket weaving classes.
There are biological reasons that women cry more than men. Women have more prolactin, a hormone that stimulates tears, while men’s higher testosterone levels may prevent them from crying. Men cry less frequently than women at work, but those who do are generally not penalized. Crying somehow humanizes men, while in women it can mark them as weak or hysterical.
This leads women to slink alone to the bathroom, where they sob in a stall before returning to their desks as if nothing happened. But something did. And weirdly, the way your workplace handles crying may be an indicator of how evolved and inclusive it is. In an old school, hierarchical, and male-dominated workplace, crying is a red flag. If it happens too often, your tears–and everything they represent– stamp you with a sign that says “emotional,” and future moves become challenging when you’re described as a good worker, but too emotional. In a more inclusive work environment, where stress is acknowledged, crying is shrugged off as part and parcel of being human in a complex and demanding world.
So what should you do if you find yourself in tears at work:
- Acknowledge what’s happening–“I’m upset and I need a moment here”–and step away. Blot your tears, breathe deeply, return.
- Do a self-check in. (If you’re a regular reader of this blog, you know we advocate for weekly check-ins.) Are you under an undue amount of stress? At home? At work? Are you getting enough sleep, exercise, time for yourself? If the answer is no, can you change any of those patterns?
- If you know some situations make you prone to tears–the board member who winds you up, the umpteenth building crisis with the misogynist plant manager, the unnecessarily sassy staff member–plan for them. You know what frustrates you makes you cry, and once you cry, you’re angry, and things escalate. Anticipate situations like this by role playing and rehearsing ahead of time so you respond with words not emotion.
If you’re a museum leader, and a member of your team cries:
- Be kind. Be mindful that it’s not all about you. Or even necessarily about work. You have no idea what’s going on in your staff member’s life. Instead, ask whether there is anything you can do, and whether they want to be alone for a little while.
- Normalize the behavior with a phrase like, “I think we’re all a bit stressed at the moment.” Again, offer the person crying space if they need it.
- If it’s appropriate, respond with your own story of crying at work. In doing so, you help create a culture that’s accepting, not embarrassed, about emotion.
How do you deal with emotion in the museum workplace? Let us know.
Yours for a tear-free August.
Since we wrote about museum salaries and the populist spreadsheet created to empower employees, we should also mention there’s a second spreadsheet for interns. Together, they offer museum workers at all stages of their careers badly needed information.
As of this weekend, the intern spreadsheet had over 200 entries. Sadly, the column where you’re supposed to post salary or stipends is peppered with zeros. If you are an undergraduate, graduate student or a professor in one of the many museum or public history graduate programs, either add to this list yourself or encourage students to do so. And if you’re an employer, particularly if you are a museum director, you may want to share both lists with your HR department and/or with your board. For emerging professionals there are enough roadblocks to a museum career without committing three months of your life to work for free. Let’s end the myth that museum employees come to work every day satisfied with their salaries or their internships. Not all do. Museum directors and boards need to understand that smart, creative, hard working staff need more than a living wage. And we know many don’t even get that, but that’s a different post OR if you’re coming to AASLH’s Annual Meeting in Philadelphia, join us Friday @ 4 pm for Advocating for Equity: How to Talk About Salaries in Your Museum.
Speaking of museum boards, last week we wrote about an audience member violating organizational values. This week we want to extend that discussion by asking how values play out on boards of trustees, and what happens when an individual’s moral compass moves in a different direction than the organization they serve. For those of you who missed it, this was the week Adhaf Soueif, an Egyptian writer and U.K. resident, spoke about her resignation from the British Museum’s board. In a piece on the London Review of Books blog, she wrote: “My resignation was not in protest at a single issue; it was a cumulative response to the museum’s immovability on issues of critical concern to the people who should be its core constituency: the young and the less privileged.” Holy smokes! Have you ever yearned for a trustee like Soueif?
If you said yes, be honest: Who is easier? The trustee who never misses a meeting, who Skypes in, shows up, and gives consistently? Or the trustee with feelings and opinions, the one who deftly unmasks pretense, the one whose giving capacity is great if quixotic? In terms of the group, who is more valuable? Is it a struggle to keep the trustee with feelings engaged, and what do you lose when, like Soueif, she leaves?
In an article written almost 30 years ago, Miriam Wood describes board behavior as cyclical. After the “Founding Period,” boards move through three distinct phases, Supermanaging, Corporate and Ratifying before the whole cycle begins again. Obviously we can’t know much about which phase the British Museum’s board is in, but if I had to guess, I’d say Ratifying. Julia Classen writing for NonProfit Quarterly described that phase like this: Unlike the previous phases, the board in a Ratifying Phase may not be as cohesive a group, and members may not know each other very well. They are less likely to be spending much time thinking about the organization beyond the 30 minutes preceding each meeting. In sum, the board is functional but largely disengaged from the organization.
We know from the Web site that the Museum has 25 board members. Happily, they post their minutes online although since they only meet four times a year, the most recent minutes are from December 2018. Only five of their members are appointed by the board itself, the other 20 positions are the purview of the Prime Minister or nominations from the presidents of other British arts and cultural organizations. They are leading artists, economists, historians, and captains of industry. The board includes seven women (eight before Soueif’s resignation) including three women of color.
If you read Soueif’s piece, it’s clear she loves and admires the British Museum. Somehow though the other 24 board members were waltzing while Soueif was committed to interpretive dance. A bad metaphor perhaps, but you get the gist. She clearly states that public institutions have moral responsibilities in relation to the world’s ethical and political problems. And she recounts how three years ago she tried to get the board to discuss its relationship to the oil giant BP, questioning how its underwriting of exhibits flies in the face of environmental concerns. In the end, she said she realized that the museum deemed money (and therefore BP) more important than the concerns and interests of an as yet largely untapped audience of Millennials and children.
Perhaps many of you have wrestled with biting the hands that feed you. In fact, that came up in last week’s post when audience members who’d paid to attend a gala benefit behaved horrifically to a woman of color. But how do you (and presumably your board chair) deal with a board member who’s out of step? Some thoughts:
- Boards are people not monoliths. No matter how tired or overwhelmed you are, address problems–disengagement, anger, frustration– when you see them. If it’s not your place, then take what you’ve observed to the board chair.
- Meet with the board member in question. Listen. Is she right? Perhaps she needs someone else to make her case? Are there reasons to accommodate her or is the board in the wrong phase of growth to make the shift she wants?
- Make sure your board is unified when it comes to organizational values. In an age when any museum can be called out in an instant over social media, it’s more than a good idea to make sure the board circles ’round to the organizational value statement on a regular basis. The leadership blogger Jesse Lyn Stoner provides a handy test to see whether board, staff and volunteers are on the same page.
- Be careful not to banish the one person who will say the emperor has no clothes. She may be the only board member willing to voice dysfunctional behavior. Think hard before letting her go.
- Boards, like staff, should exemplify diversity, not for the photo op, but for their ideas, and directors and board chairs should encourage healthy debate. If your board member’s frustration results in scapegoating, and the group turns on its own, the bigger more important issues won’t go away. Identify them, and talk.
We’re entering the dog days of summer. Stay cool and stay in touch.
In a lot of small ways work is like school. We do it because most of us have to. Some do well; some not so well. And it’s a place where, like it or not, our likes and dislikes are frequently on display. As leaders, you need to make everyone feel valued, wanted and needed. You need to banish your own biases so others can and will too.
One of the hardest things about workplace bias–and I say this from my place as a white woman of a certain age and privilege–is to flip what you pay attention to. If you continually look for the source of your hurt–the colleague who reminds you that you are over weight, disabled, LGBTQ, a woman, really tall, a person of color or some combination of all those things– you’ll find it. That’s called confirmation bias. You may feel momentarily better about feeling bad, but will your interactions with problem co-workers change? Probably not.
Please note: I do not, under any circumstances, want to diminish the effects of bias. Implicit or explicit, it is hurtful, demeaning, and isolating. It diverts focus, and it shouldn’t be allowed. But we work with humans. And we’re all needy.
Having said that, I want to talk about being old(er) in the museum workplace. Depending on your age, older could be 40, but for this post, let’s assume older is Boomers, members of your staff born between 1946 and 1964. First of all, in case you haven’t noticed there are a lot of Boomers, 77 million to be exact, and while 10,000 retire every day, many Boomers have inadequate savings for retirement, and need or want to work longer. So, if you’re the typical museum leader your staff will likely include Millennials (currently the largest segment of the workforce), Gen-Xers and Boomers, and range in age from early 20s to early 70’s. That means every time you gather for a meeting you’re bridging a 60-year life experience gap, not to mention differences in approach to work. When many Boomers came of age, they expected to find a job, get promoted, settle down, and 35 or 40 years later, say goodbye to colleagues, and retire. Millennials may have as many as a dozen jobs throughout their careers. Coaxing these groups into teams, building respect, and parking bias at the door is a challenge.
So do Boomers experience ageism? The short answer is yes. If you’re unfamiliar with this, here are some common examples:
- She should retire already. Alternately known as “When is she going to retire so I can get promoted?” Let’s bust that myth by asking why one generation’s work needs supersede another’s? People between 55 and 75 continue to work for personal fulfillment and financial gain. While there is opportunity to retire, there is no rule that says you have to.
- She can’t use a Google doc. Shouldn’t that be a requirement? As hard as it is to understand some days, our lives aren’t all about IT savvy. And if a Boomer needs to use a Google doc–in fact, if everyone does, then make it a requirement, and teach everyone. Don’t equate tech savvy with museum or heritage organization savvy unless you’re hiring for IT.
- She couldn’t even remember the phone code. Maybe she’s got Alzheimers. All of our heads are clogged with too many numbers and passwords. Further, it’s a fact that over time, a full mind impacts short term memory like remembering a number or password. It’s ageist to assume that not being able to remember one of the gazillion numbers or codes the modern workplace requires is a symptom of a serious disease associated with aging.
- If we’re going to hire, I’d rather have someone younger who’ll have more energy. Every life chapter comes with issues, and being under-40 may mean there are other drains on a person’s time–children, training for a marathon, finding a partner, getting married–that a later-in-life employee will have passed through. Energy and focus are individual characteristics. If you hire for passion and energy, you’ll get it regardless of age. And P.S., according to the AARP, not getting hired is the most common type of age discrimination.
What if you are an older employee:
- There’s a law that protects you: The Age Discrimination in Employment Act. While it differs from state to state, and it applies only to workplaces with more than 20 employees, it prohibits age discrimination in decisions about hiring, firing, layoffs, pay, benefits, promotions, demotions, performance reviews or any other condition of employment.
- Don’t act old: I mean that in the kindest way. Don’t come to work and act as though you wish you were home in your La-Z-Boy. (Actually, that’s true for everyone, but it fulfills every stereotype when someone over 55 does it.) Continue learning, read widely, engage, engage, engage. You and everyone around you will be better for it.
- Don’t use your past experience as the reason not to try something new. If you’re over 55, how many times have you felt younger colleagues eye-roll when you launch into a story about the time your museum tried a variation of the thing your Millennial co-worker just suggested. The operative word here is “try.” Ask the questions that you wish someone had asked the last time this particular program, exhibit, or idea was launched, and then go with it. Listen, participate. Ask more questions and use the teachable moment to its best advantage.
- Be humble, and steer away from age-centered comments. Don’t try to bridge the age-gap by talking about your 30-year old niece. Your colleagues don’t need to know they remind you of much younger relatives or children.
- Be wise, not a know it all. With age comes the ability to synthesize. The more information you have in your brain, the more you can detect patterns. Be the person who (gently) helps co-workers see the big picture.
So for those of you who aren’t Boomers, the next time you’re feeling the need to eye roll in a meeting as that guy drones on or that older woman dithers, remember, age is egalitarian. Unless you die young, some day you’ll find yourself the oldest person in the room. So grow some empathy, and learn to work with everyone.
This is a be-careful-what-you-wish-for story. How many of you did your due diligence, meeting with your constituencies and creating or revising mission statements for your museum or heritage organization? And when written, and everyone–trustees, staff, community, and volunteers– participated, did you feel a frisson of happiness that you’d done the right thing? That momentary sense of getting your organization where it should be?
Now, how many of you read the story about the Wayfair protests this week? Maybe, like me, you only know Wayfair as a business that clogs your email, one that apparently presumes you buy “home goods” as often as you buy groceries. But this week it made the news, and those of you who are leaders would do well to pay attention. In brief, Wayfair sold approximately $200,000-worth of beds to BCFS, a nonprofit, that supplies the Department of Health and Human Services’ border facilities for unaccompanied minors.
When Wayfair employees learned about the sale, they contacted management. Subsequently more than 500 employees signed a letter asking Wayfair to cease selling to BCFS and any other nonprofit doing business with border facilities. Wayfair leadership declined to stop the sale. In turn, hundreds of employees protested outside its Boston headquarters, garnering national news coverage. What was most interesting was hearing protesters repeat Wayfair’s mission statement, saying Wayfair should live up to the company promise that “everyone should live in a home they love.” One of the protesters added,“We don’t want to profit off of being complicit in human rights violations.”
If you’re eye-rolling here, think how this might translate to the sometimes staid world of museums and heritage organizations. Think it couldn’t happen to you? Remember last spring’s demonstrations at the Guggenheim, protesting donations from the Sackler family? Or the protest when MoMA honored a Bank of America CEO whose company funds private prisons, and the Decolonize This Place protests at the Whitney? You may say, well that’s New York where there is more money and more activism than in your community. Maybe true. But for all the head-down, thumb-tapping, addictive qualities of the Internet, it’s also hugely democratizing. Protests, disagreements and opinions ignite quickly. In an hour your organization can move from every-day complacency to under siege. To add to that, a recent study tells us that staff just aren’t as cowed as they used to be. Employees, particularly Millennials are 48-percent more likely to be workplace activists than either Gen-Xers or Boomers. They have opinions and they aren’t afraid to share them.
So how should you prepare and/or respond? Where are the chinks in the armor of your mission statement versus your organizational actions versus your board’s actions or your investment portfolio? Hint: the answer is not assuming it won’t happen. It might. And if you’re a leader, you need to prepare for praise and protest. Ask yourself:
- What’s your mission and does everyone understand it?
- Does your staff keep abreast with news in your community? If you haven’t already, for goodness sake follow Colleen Dilenschneider and Susie Wilkening. Use their data and wisdom to help understand your community.
- Do you know your supporters and what they believe in?
- Think ahead. What steps might you take to ensure you have the right messaging in the event of controversy or crisis related to your organization and its mission? Role play possible controversies to make sure your organization will react as a team.
- Has your board ever discussed whether there’s a line in the sand that would make it take a public stand?
- How would your board react to your staff participating in a protest? Of their own? With another organization?
- Is your organization able to react quickly? There’s little time to gather your peeps to strategize. If a board member’s caught in a personal or corporate scandal, if a staff member has a DUI or your organization accepts a gift from someone whose politics are at either end of a political spectrum, are you ready? Who’s your point person?
Last, know your organization, and make sure everyone else from trustees to volunteers does too. Know why it matters. If the community loves you, understand why because the more you’re loved, the higher a community’s expectations, and the more you have to lose.
Image: Members of Decolonize This Place and its supporters rally in the lobby of the Whitney Museum, Courtesy of Artsy.
We hope everyone realizes they won’t live forever. Or stay in their current positions forever. Some of you won’t even stay in the museum profession, if greener pastures beckon. Yet, one of the ironies of the nothing-lasts-forever reality show is so few organizations have made it a point to write a succession plan for key staff or, even, board leaders.
That’s right. Almost all of you reading this post work or volunteer at museums that don’t have a written succession plan for the director or likely anyone else (in fact, only 14% of AAM-accredited museums and 8% of non-accredited museums have one*). Those numbers are worse than the meager 24% of nonprofits across the board that report they have a plan.** In a worst-case scenario – let’s say, the director is hit by a bus or any staff leader departs abruptly – the chances are excellent grief, confusion, and chaos will fill the void. That’s when a succession plan, even the most rudimentary one, will prove invaluable.
But there’s more. A solid plan will not only outline procedures for dealing with unplanned and planned short- and long-term absences or departures, it can also be a useful tool for ongoing staff development, as well as the orientation of new talent to create smooth transitions. Seen as a spectrum of strategies for building overall organizational capacity, succession planning takes on new import, one Joan and I embraced many years ago when we were studying succession in New York state museums (and the percentage then of museums having a plan were no better than what BoardSource/AAM reported in 2017).
If you’re still unconvinced, know that replacing an organization’s leadership is hard work. It can be emotionally and intellectually challenging, time consuming, and costly. Few cultural nonprofits have the staff bench strength to promote quickly from within. Many organizations resort to knee-jerk reactions when faced with their staff leader’s departure. They fail to take the pause they need to contemplate the organization’s future leadership needs and they may overlook talent that, with development, may be staring them in the face. In this regard, consider succession planning a risk management practice, one that will help stem the tide of knowledge loss when a leader leaves and sustain program and service effectiveness.
Here are some tips to get you moving toward succession planning:
- By renaming the process succession development, you’ve already started to recast it for what it actually is – a focused process for keeping talent in your organization’s pipeline.
- Shift your planning focus away from specific individuals to the organization as a whole.
- Manage transitions intentionally with defined mutual expectations.
- Like most plans, succession development planning is not an end in itself; it only helps to identify the development experiences needed by staff to help them move forward.
- To the extent you can, keep a timeline of those transitions that are planned (or anticipated).
- Cross-train staff and build in redundancies, and provide leadership development opportunities for high-performing staff.
- Keep your succession development plan simple and realistic.
Pretty straightforward, huh? No excuses now.
Anne W. Ackerson
California Association of Museums Lunch and Learn Webinar. “Change is Inevitable: The Essentials of Succession Planning with Anne W. Ackerson.” May 2019.
National Council of Nonprofits. “Succession Planning for Nonprofits – Managing Leadership Transitions.”
Marshall Goldsmith. “4 Tips for Effective Succession Planning.” Harvard Business Review. May 12, 2009.
Terry Ibele. “50 Practical Tips for Succession Planning.” Wild Apricot. December 5, 2016.
One of the main reasons Joan and I first wrote Leadership Matters (2013) was because we saw a lack of emphasis on leadership training and development across the museum sector at a moment when museums needed more skilled, nuanced leadership. Also in 2013, McKinsey & Co. published the report, “What Social-Sector Leaders Need to Succeed,” noting “…chronic under-investment in leadership development within the U.S. social sector, accompanied by 25-percent growth in the number of nonprofit organizations in the past decade, has opened a gap between demands on leaders and their ability to meet those needs.” Notice we’re not talking about numbers, we’re talking about skills and abilities of those already in leadership roles.
Thankfully, the nonprofit “leadership deficit,” as it is known, is receiving a lot more attention. But finding solutions to addressing it remain elusive. This is due, in large part, I think, to a general misunderstanding that training leaders requires, first and foremost, time-consuming and expensive education. Many cultural nonprofits simply don’t have the financial resources or the bench strength to invest in it. And many funders don’t fund it, even though they may talk a good game about the importance of institutional capacity building (despite the fact that at the heart of an organization’s capacity is its leadership).
Excuses, however, mask a deeper issue: leadership training and development at any level is generally not seen as an investment in the health of the institution, either by board or staff leadership. The fact is, as Laura Otten of the Nonprofit Center at LaSalle University underscores, leadership training and development is an investment that “…won’t produce an immediate impact on mission fulfillment but will, down the road, produce a very big bang. To invest any amount in leadership development demands using money currently in hand, or asking for money not for mission-related programs but for investing in the future ability to do an even better job at deliver on mission promises.”
Investment in “leadership development takes courage but is the best investment a nonprofit can make,” advises James W. Shepard in his Stanford Social Innovation Review article, “Leadership Development: Five Things Nonprofits Should Know.”
So, here’s the good news: the 70-20-10 model — a researched best practice that isn’t practiced much or enough. This practice allows nonprofits to make big leadership development improvements for FREE. The caveat, as so many things in nonprofit life, is commitment. The model suggests an institution steers 70-percent of its leadership development commitment toward devising challenging stretch assignments aimed at building leadership skills and knowledge; 20-percent of its commitment to structured and focused mentoring; and — get this — just 10-percent of its commitment to paying for coursework and training.
That’s right. If you see the need, understand the long-term value, and are willing to implement an in-house plan to develop leadership — even for yourself — you will move your organization far forward. All it takes is courage and commitment.
How will you embrace the 70-20-10 model at your institution? With the leadership development of your team? With your own leadership development?
Anne W. Ackerson
Image: Center for Creative Leadership (great source of leadership development information, BTW)