It’s winter in New England, and in the wake of multiple storms, it’s hard not to think about snow and its dangerous cousin, ice. It falls off roofs, sends trucks spinning, and encases your car in armor. And yes, since we’re talking about museum leadership here, ice makes a pretty perfect metaphor.
Ice is all the things you can’t prepare for. You prepare for snow, but the temperature goes up just enough and the heavens deliver sleet. Some of you might say a huge percentage of your job is dealing with things you can’t prepare for: the steady-as-a-rock employee who tells you she needs six months of FMLA to resolve a family medical crisis; the unexpected leak that cascades two floors flooding the museum store; the fundraiser that seemed so brilliant in concept, but felt weirdly flat in actuality. Ice isn’t always visible, making it that much more treacherous. You pound down the sidewalk, your head on today’s to-do list and suddenly you’re flat on your back. And then there’s everybody’s favorite: thin ice, the surface that makes you think you can ’til you can’t.
There is a necessary watchfulness about good leadership. As a museum director you’re not just the visionary, you are the doer. In the event of catastrophe, your role is not sky-is-falling hysteria, but rather, a sense of purpose and a plan B. And a plan B means being the person who gets it done. How many of you have had a boss who talked a blue streak, but nothing ever happened? How many of you have worked or work in museums or heritage organizations where strategic plans languish in digital folders, where meeting minutes don’t contain action items, where annual performance reviews seem like out-of-body experiences? If so, you’re working for someone who can’t plan, and it shouldn’t be a surprise if your organization ends up on the ice.
Good leaders look ahead. They plan. They even plan for moments when their plans go awry. And they do stuff. It’s hard to inspire your staff when as director your life seems like a constant whirl of coffees, lunches and cocktails. Not that all those things aren’t important, but museum staff–indeed every type of staff–needs to know what their boss does. So here are five things museum leaders can do to aide planning, help with transparency, and maybe, steer the museum ship clear of the ice.
- Do your direct reports know what you’re working on? And, do they know how your projects and theirs intersect?
- Do all your organizational initiatives, particularly those involving big money, have a back-up plan? Are those plans articulated or in your head?
- Does your organization publish–in a Google doc, on a white board, in an email–a list of deadlines so staff know when projects are due across the organization?
- Do your direct reports share their to-do lists orally or in writing with their team, department or full staff?
- Do you regularly post-mortem all your big projects, share the results, and decide how to change going forward?
Sixteen more days and it will be March. Tell us what you’re doing to stay off the ice, metaphorically and otherwise.
If we were sitting in a darkened theater, watching film of the last 10 days we might actually laugh because some things seem so absurd. There is an Alice-Through-the-Looking-Glass quality to what are now known as “alternative facts.” But we aren’t in a movie theater; this seems to be life as we’re getting to know it. So with that in mind, here are some bullet points about museum leadership in Trumplandia.
- Know your community. Embrace them all. Even the ones you as a leader might not easily befriend. Don’t preach to the choir. Be the place–whether through programming, exhibits or education programs–where everyone is acknowledged as someone who matters.
- Know your collections. If you are master of a collection that reflects generations of white privilege, turn it on its head. Think about the work of Titus Kaphar and invite your city’s artists, photographers, and people to react to your collections. Find a way to say we may be the result of privilege, but as an institution we don’t behave that way.
- Know your staff. How can you preach institutional open-mindedness if the staff break room tolerates cruel remarks or inequity. Make sure your institutional culture models how you want your museum to be in the world.
- If you haven’t addressed your HR policy in a while or, God forbid, you don’t have one, use this moment. This is a world where the White House tells some of its staff to “dress feminine,” so make sure you have defined, know, and believe in your institutional policies. And while you’re at it, review your museum’s values statement.
- Think about your Internet Use Policy. If you don’t have one, you have work to do. This is a time where change can happen in the second it takes to press the return button on a keyboard. How do you want staff to separate their work selves from their online selves?
- Based on what you know about your community, collections and audience, talk with your board. Understand and internalize how political and engaged it wants the museum to be. Think about where and how you can push the envelope and what that will mean for you, your staff, and your institution. If you are active with social justice or political organizations separate from your museum, and are likely to be photographed, quoted or interviewed as part of your volunteer work, consider sharing that information ahead of time.
- Be self-aware. Consider the necessity of self-editing. Which is more important to you: your right to free speech at a museum event or enraging a potential donor who doesn’t share your views? When in doubt, channel your inner Michelle Obama, and remember, “When they go low, we go high.”
- Last, museums are such marvelous places. They can and should reflect their communities. Be the place that offers quiet in a world of tumult, welcomes everyone in a world of identity checks, treats its staff with kindness and equity, provides facts not alternative narratives, and encourages curiosity and engagement. Here’s an example for all of us from Cornell University’s Olin Library. Without taking a position, in the clearest possible language, it makes its point.
If there ever was a time for museums, heritage organizations, zoos and botanical gardens to push mediocrity aside and be the best they can be, this is it. Let us know how you are coping and changing in 2017.
Joan H. Baldwin
Dear Friends, colleagues, readers,
2016 was a year of unending politics, the unexpected deaths of cultural icons, enough global warming to open the northwest passage, and way too many police shootings. Yet here, in the calmer waters of Leadership Matters, we continued to grow. We more than doubled our views, moving from 23,529 in 2015 to 55, 723 in 2016. Although most of our readers live in the United States, people around the globe, from Russia, India, Canada, Uzbekistan, Malta, Greenland, Rwanda and many, many more, continue to find us. Wherever you are, thank you. We’re honored to be part of a community of concerned, open and interested museum leaders.
If you are new to Leadership Matters, here are some of our most popular postings for 2016: Museums and the Salary Conundrum; The Salary Agenda; The Top Ten Skills for Museum Leaders; Do Museum Staff Work for Intangibles?, and When You’re Not a Museum Leader: Seven Ways to Act Like One.
And we didn’t just write blog posts. We finished the manuscript for Women in the Museum: Lessons from the Workplace, which we expect will be published by Routledge in May 2017. We spoke at AAM in May and NEMA in November. We worked with a group of like-minded colleagues to found Gender Equity in Museums Movement or GEMM, and to release the GEMM call for action which you’ll find in a pdf on the right side of this page.
Suddenly it’s a new year, and we have to do it all again, only differently, with equal or more imagination and energy. So we thought we’d begin with a quote from Lin-Manuel Miranda, the force behind the award-winning musical Hamilton, taken from The Daily Beast, December 27, 2016. Miranda was asked about the soul-crushing (for some) results of the presidential election. Here’s part of his answer.
“But I woke up with a very pronounced case of moral clarity. In addition to the disappointment, it was like, oh, this does not change the things that I believe in. The things that I believe in that this candidate doesn’t means we’re going to have to fight for them. You don’t want to go backwards when it comes to our LGBT brothers and sisters; you don’t want to go backwards when it comes to the disenfranchisement of voters of color. We have to keep fighting for the things we believe in, and it just made that very clear: I know who I am, and I know what I’m going to fight for in the years to come. That felt like the tonic of it.”
We love this answer. It responds to the sadness many of us felt having ended up on the losing side of the Electoral College, but it acknowledges the hope and the energy that museums need to move forward, meaning if you’re an engaged leader of a value-driven organization that’s plugged into your community, you will move forward. You must move forward. You will fight for what you believe in–in museum offices, exhibition spaces, historic sites, and in your programming–and that is a tonic.
How can being engaged with communities or working for equal pay for women of color, as well as queer and transgender colleagues in the museum field be a bad thing? And how about committing to raising museums’ consciousness about bias? Wouldn’t that be an important goal as well? And isn’t it about time all museums were value-driven? Values are not just something left to sites of conscience. Every community has things it cares about, and its museums (and their leaders) should reflect those cares.
So..as we look toward 2017, we’ll leave you with another quote from the poet Mary Oliver in her new book Upstream. “For it is precisely how I feel, who have inherited not measurable wealth, but, as we all do who care for it, that immeasurable fund of thoughts and ideas, from writers and thinkers long gone into the ground–and inseparable from those wisdoms because demanded by them, the responsibility to live thoughtfully and intelligently. To enjoy, to question–never to assume, or trample. Thus the great ones (my great ones, who may not be the same as your great ones) have taught me–to observe with passion, to think with patience, to live always caringly.”
Take Ms. Oliver’s words to heart. Bring passion to your observations, be patient about your work, and live with care for others especially your colleagues.
Be well and best wishes for good 2017.
Dear friends, colleagues, readers and acquaintances,
Let’s face it, there is just too much information out there. Yes, some of us are seduced and beguiled by fake news or give up news altogether, but there is also a lot of really good writing going on. So if you’re taking time off before the new year and plan to devote yourself to self improvement of one kind or another, we recommend a cozy chair, a hot beverage, some great music, and one or more of the following.
A Truck Full of Money by Tracy Kidder–If you’re a leader or a wanna be leader, pay particular attention to the early chapters where Paul English sets up his first company.
Between the World and Me by Ta-Nehisi Coates–A must read, particularly if you’re white, and deep in your lizard brain you think your beliefs and your unconscious biases aren’t aligned.
Articles and Short Reads:
42-Ways to Make Your Life Easier A little trite, but true. And you can download it.
Cleaning the Museum A voice from 1973 to remind us how important all our staffs are not just the ones with cool jobs.
Raising a Trail-Blazing Daughter Even if you’re not a parent, good advice from the notorious RBG.
Five Myths that Perpetuate Burn Out Across Nonprofits One of our favorites. We’ve written about this from the museum point of view, but this is better.
When It’s Dark Enough, You Can See the Stars is about the tenacity of nonprofit leaders. It’s about why we’re in this game even in the toughest of times.
How Far Should We Go In Building Leadership Qualities? To thine own self be true, baby.
Growing Bigger, Staying Collaborative – 5 Tools for Building Non-Bureaucratic Organizations True to form, Nina Simon doesn’t hold back about sharing the good, the bad, and the ugly of her museum leadership journey. This time it’s about facing and embracing organizational change.
The 5 Elements of a Strong Leadership Pipeline Thanks to the Young Nonprofit Professionals Network for the lead to this post which stresses organizational culture, learning through exposure, and knowledge sharing as key ingredients in movign
And to Listen to:
Just a Little Nicer If you’re not already a fan of NPR’s TED Radio Hour you should be. This is a good one to listen to as we look toward resolutions for 2017.
SNL’s Cold Open Hallelujah If your life is so busy the 8 million times this flashed on your screen you missed it, you need to adjust your life. Then you need to listen.
We haven’t written an equity piece in a while, and given that in a few weeks when the administration changes in Washington, D.C., gender equity may move from the back seat to the way, way back, we thought we’d take a final opportunity to remind readers that we all bring biases to the office. Even in museums where we are uber careful to engage and embrace our community at the front of the house, bias may be alive and well in the staff room. And if your hair is starting to smolder, bias isn’t a gender thing, meaning it’s not something men do to women. It’s something we all do, whether we mean to or not.
Think of bias as a lot of small suitcases that we carry around with us. As babies and toddlers, those bags are empty. Over time, experience, our parents, our extended family, our peer group fill those bags. Some are packed with deep-seated angry thoughts with no basis in fact, some with yearning for particular individuals who symbolize larger issues, some with our ability to deflect and hide from situations that upset us. Don’t believe me? Try serving on a jury. It’s an excellent place to see bias at work. Why do you think there are jury consultants? Because whether we admit it or not, we judge people and situations all the time.
But isn’t just going to work difficult enough some days? You betcha. We all wish we had privately endowed funds that would permit us to work or volunteer on our own schedule. And don’t museum workers have enough on their plates? There’s raising money, raising more money, strategic planning, board building, being there for community in contemporary and meaningful ways, connecting to community, being catalysts for imagination and inspiration. And behind the scenes, away from the public, there is strategic planning (again), working in teams, reaching across disciplines and departments, saying thank you, and being respectful of colleagues. And yet through it all those little bags of bias accompany us.
Are you aware that taller people make between 9-15 percent more than their shorter colleagues? That blond women make 7-percent more than their brunette or black-haired peers? That overweight employees make less than their slimmer co-workers? This is especially true for women where extra weight costs women workers between $9,000 and $19,000 annually. It’s doubtful anyone hiring for museum positions would admit to preferring tall blonds who could be extras in Viking movies, but that’s the thing about bias, it’s not necessarily something we control. That’s why it’s called unconscious bias.
As museum leaders, acknowledging workplace bias is the first step in making it less of a problem. So here’s a Leadership Matters to-do list to send bias packing in 2017:
- Know yourself. Do you prefer one employee over another? Instead, spend time with the person you prefer less. Make an effort to understand them and their point of view. Identify your own bias so you can keep things equitable.
- Remember that as a leader you model behavior for your staff, team, department. Bias toward an employee may lead to the entire group isolating that person.
- Research shows that white Americans associate positivity with white folks and negativity with black folks. That may not be what people say they believe, but it is the result when psychologists test for implicit bias. If you’re a white American, unpack those bags before you interview, hire, or do an annual performance review.
- A lot of people are biased against women in leadership positions. That is not code for men don’t like women leaders, that’s a sentence that means a lot of men and women are unconsciously more comfortable with a male leader. You may want to take AAUW’s Implicit Association Test to help you sort out your own feelings.
- Know that having a diverse team or staff doesn’t eliminate bias. That’s how your staff looks. How they behave is something else. Self-awareness, empathy and understanding are all necessary weapons against bias. Work at developing them.
- You may think you’re a great communicator, but find out if that’s true. Provide feedback so you know whether your staff, team, department has the safety and sense of belonging it needs.
Leadership Matters will be back next week with a Holiday Reading List to tide you over until 2017. In the meantime, be well, and tell us how you eliminate bias in your museum workplace.
It’s been a while since anyone at Leadership Matters was a graduate student or applying for first time jobs. (Back then it was a painfully slow business conducted via the U.S. mail.) But we suspect that in the museum bubble there are some career tropes that persist: You’ll become a museum anthropologist and spend half your time in the field; you’ll be profiled in the New Yorker for your work at a major art museum; your work in interpreting slavery or immigrants will become a model for the field. While we hope your dreams come true, it’s a fact that many newly-minted graduate students’ first job will be as “lone rangers”, serving as historic site managers for small, independent heritage organizations or managing sites for larger county or state agencies.
We were prompted to think all this when we read Robert Wolfe’s Experience Beyond the Classroom. Posted on AASLH’s blog, Wolfe’s tightly-written piece points out that being the only staff person may mean that a grasp of basic plumbing or the ability to operate heavy machinery can turn out to be as useful as the research for a master’s thesis. But we think what he’s really saying is two things: First, be open to possibility. If your pipe dream is to manage a major historic property, then realize what that means. You want to manage an old or very old property containing a lot of old or very old stuff. When you start applying for jobs a huge percentage of the competition will come to the table having completed an exhibit at a historic house or catalogued a malingering collection or done the fall school tours. But who apprentices themselves to the buildings and grounds supervisor or the director? Who watched and listened while leaders decided whether to trench the building’s exterior before or after the new roof was put on? Who sat in the back of the room while the historical society leadership went before the planning board to negotiate new signage? Wolfe mentions learning to drive a standard vehicle and operate heavy machinery. Assuming you’re not in graduate school virtually, you likely have an entire graduate school to learn from. Don’t confine yourself to the museum studies or art history program. Visit the plant manager. Shadow someone. A building is the biggest object–in fact, the container–for the rest of a heritage organization’s collection. So if you’ve been an apartment dweller or tenant all your life, recognize what you don’t know, and how to gain some experience.
You don’t need to master all the trades, but basic knowledge is helpful, which brings us to point two: be strategic. We can’t say this enough. You can want and wish and hope your way right through your graduate program, but when the rubber hits the road and you have to choose, you may end up a solo site manager. Here are some suggestions that may make the path easier once you find yourself the sole leader:
- Reach out to the heritage leaders in your area. Arrange a once-a-month gathering for drinks or coffee and an exchange of information. Learn from each other.
- Expand your posse of peeps to include a Mr. or Ms. Fix-it. Maybe it’s your father or your grandfather, maybe your best friend, but find someone who’s owned a home or two, who’ll take your call after you successfully turned off the spewing plumbing but before you meet with the plumbers.
- Know what you don’t know. You wouldn’t conserve a painting by yourself, you’d raise the money and send it to a conservator so don’t trust the care of the building to just anyone.
- Understand that there are likely people in your community who are more interested in your building and how it works than in anything inside or in the generations of folks who lived there.
- Don’t make decisions alone. Does your organization have a building committee? There are a lot of complaints about boards that don’t manage and boards that micro-manage, but when heritage buildings need help, that generally spells money. Not only should you not make those decisions by yourself, hopefully the strategy for making decisions already exists. When the roof is failing and snow is forecast is not the moment to test how your historic house functions in crisis.
- Know yourself: Do you work well independently? Will you seek community when you need it? Working as a loan ranger isn’t for the faint of heart.
Be well. Do good work, and send us your tips for life as a solo heritage organization leader.
It seems fitting that a few days after Thanksgiving 2016, we should say thank you. So to all of you from 129 countries, who are responsible for Leadership Matters’ almost 85,000 views, we’re grateful, humbled, and inspired. It’s been an awe-inspiring ride, and we wouldn’t be here without you.
But if you’re a leader, you understand that thank you’s shouldn’t be reserved for once or twice a year. Good leaders, whether in a museum, heritage organization or other non-profit know the power of an authentic thank you. Here’s a story: As many of you know I am a curator serving in a large organization whose primary focus is education. As a former boy’s school, there is a long shadow of testosterone that imbues our organizational DNA. A while ago a male colleague approached me. He has distinctive handwriting and he wanted me to write handwritten thank you notes for him addressed to some of our administrative staff. Why? He felt they were rarely thanked, and he wanted the praise to stay with them, not bounce back to him. I wrote about 20 notes. Each was accompanied by a fresh flower. Did we unlock the key to American education that week? No. Was there a lot of smiling in the hallway? Yes. That was a thank you that took planning. Most don’t. They are genuine often spontaneous compliments for jobs well done.
You know that old phrase “You attract more flies with honey than vinegar”? Well, it’s true. Gratitude is a trait, an emotion and a mood. Genuine gratitude is a response for good work, for a strong team, for an innovative program or exhibit or out-of-the box thinking. So, as we do for so many topics, here are some thoughts about gratitude for individuals, leaders and organizations.
- When something goes well, when it’s a pleasure working with your team or department members, thank them. Gratitude doesn’t just come from the director; you can thank your colleagues as well.
- When someone compliments you, own it. And say thank you.
- Make a thank you matter. Don’t diminish its meaning through overuse.
- Understand what your staff is doing so you can thank them appropriately, and so you know the difference between a daily job done well and a challenge met with new and inventive thinking.
- Be clear about whether you’re thanking an individual, a group or both, and don’t hesitate to call out an individual’s or a team’s exemplary service.
- Remember that 4 out of 5 employees say they would stay in a job longer if their boss showed appreciation for their work. This is not the moment to play Scrooge. Check out this link for more details on how employees feel about being appreciated: Glassdoor Survey.
- Be equitable in your thank yous. Don’t favor one demographic–new employees vs. experienced, young vs. old–over another.
- Be creative in how you thank folks. Can you offer an exemplary employee a chance at a juicy, creative project or a new parent the chance to telecommute?
- Respect your staff. Your behavior is an ongoing thank you.
- Appreciation–the act of saying thank you is a great motivator. Museums and heritage organizations thank donors all the time. Don’t forget to thank staff as well.
- As with leaders, thank you’s come in many forms. Raises are the most obvious and reflect gratitude for dedication and achievement at work. If that’s not possible, how about career development opportunities, time off or an unexpected gift? (My colleague’s notes and flowers, for example.)
- And speaking of time off, if you can’t close the museum or heritage site, can you offer half the staff four or eight hours off while the other half covers, and then reverse the procedure? Everyone gets paid time off and it may prove eye-0pening to experience the museum while covering someone else’s job.
- Make sure your board (or the the board’s compensation committee) understands what your museum staff values when it comes to employee appreciation and what they don’t, and make sure the leadership and staff are comfortable communicating that information.
So for those of you on a break from work this long weekend, we hope it was a happy one. Write and let us know how you say thank you as employees, leaders or as an organization.