The Job Search: Hunter or Hunted?

Fishing for a Job

Full disclosure: Anne and I are both teaching in the Johns Hopkins Museum Studies Program this fall. It is a great experience and we’re honored to participate, but here’s what’s worrying. Since this is online education, some of our students already have museum jobs. Maybe not their dream job, but they are employed. It’s the others I worry for. When I read a post like the one on Emerging Museum Professionals this week where the rightfully depressed writer was one of hundreds chosen for a final in-person interview, and then didn’t get the job, or when I hear about huge organizations who conduct multiple interviews via Skype for the lowliest form of employment, it makes me frantic. And if I had more faith in board governance, I wouldn’t question how we got here.

All things being relative, my generation of museum workers got the same crap pay as today, but, on the history/American culture side of things, it felt like there were plenty of job opportunities. Applications were sent via the U.S. Post Office so there was a leisurely pace to the whole business. The field was young, and there were only a handful of actual museum graduate schools, and another handful dipping their toes in the field via public history or American studies. Many of us had parents who believed this was something we’d actually grow out of. They spent years waiting for us to settle down to take the law boards.

So that was then. Who knows if it really was better or if it just appears that way in retrospect. Now it’s 2017. AAM and the New England Museum Association, for example, have online Career Centers that are full of resume samples and advice. Are they helpful? And I know AAM, in cooperation with the regional museum service agencies, conducts annual salary surveys, but who collects data about the number of job openings versus the number of applicants? What does the application process look like for the average museum job seeker? How long does it take? What factors seem to make it easier or harder? And what other kinds of support exists for folks with newly-minted graduate degrees vis a vis the job process?

I Googled the phrase “Finding a Museum Job” and got an assortment of blog posts–some of them hilarious in a dark way–and job-seeking sites about getting museum employment. Counterintuitively, the two biggest pieces of advice were 1) be flexible–which translates to don’t have any personal relationships that require a specific geographic location and 2) Network–which seems to mean emailing 75 resumes might not be the answer.

If there is an answer, we’d like to hear your thoughts. And if one of you has enough coherent thoughts about the museum job search, and might like to guest post, please let us know by emailing us at leadershipmatters1213@gmail.com.

In the meantime, good luck to ALL job searchers.

Joan Baldwin

 

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Don’t Use Your Museum’s Nonprofit Status to Mask Real Workplace Threats

crossed fingers

This week we read two great posts, one in Alliance Labs titled “Leaving the Museum Field,” and one on Know Your Own Bone titled “Does Being a Nonprofit Impact Perceptions of Cultural Organizations?” If you missed them, read them. Soon. There is so much good writing out there, but these two pieces, which strangely echo one another, deserve your attention. Why? Because the museum field has a problem. And it needs to be addressed sooner rather than later.

Both posts examine issues affecting the museum workplace. The Alliance Lab’s article, written by four mid-career professionals, looks at attrition in the field. It’s based on a survey, with over 1,000 responses, conducted by the authors. The top three reasons their respondents gave for leaving the field include low pay, “other,” which included racism, poor or no benefits, and the inability to get or keep a job, and poor work/life balance. According to their survey the tipping point for leaving seems to occur sometime in a museum worker’s first decade or 16-25 years into a career. Among the former, the issue driving folks away seems to be pay, among the latter, it’s work/life balance. Apparently an investment of more than 25 years in the museum field means you’re here to stay.

Know Your Own Bone’s Colleen Dilenschneider asks us to think about how museums hide behind their non-profit status. She points out that visitors often don’t know or really care whether an organization has its 501C3 designation. People, she says, are sector agnostic. The museum world, however, is not. Here’s Dilenschneider making the point that museum missions get lost in proclamations of non-profitness:

Here’s how Disney does messaging: We are Walt Disney World. We create magical, once-in-a-lifetime experiences. Buy a ticket.

Here’s how some museums do messaging: “We are a museum! We are a nonprofit organization. Buy a ticket.

We would add that all too often the myriad workplace issues described in the Alliance Labs article are the result of museums and heritage organizations who believe being a non-profit gives them a pass on paying equitable wages, having a personnel policy or dealing with staff who are victims of sexual harassment or racism. In short, while museums may use their non-profit status as a mask, offering up mushy or mediocre mission statements, we would also argue that it allows too many boards to behave toward museum workplaces in ways that are not tolerated on the for-profit side of things.

As you might imagine, Leadership Matters isn’t convinced that workplace attrition by the field’s best and brightest is its only problem. Here are our top four threats to the museum workplace:

  1. The field is over-credentialed. Surely you don’t need an advanced degree to become a museum intern or an assistant to an assistant? Does a bachelor’s degree teach you nothing? How hard can it be for the museum job sector to get off the graduate degree merry-go-round?
  2. Pay is too low and demands are high. We’ve probably written about this more than anyone else. We are adamant that museum boards and leadership need to invest in their staffs–in their salaries, benefits and professional development. Is it possible that by investing in the best staff it could, a museum might find capital expenses would come easier? And is it possible that there’s a high degree of workplace burnout because in too many workplaces staff aren’t led, they’re managed (and managed badly).
  3. Leadership is frequently mediocre. There’s been a lot of work on leadership lately across the field, but more is needed. While more and more new museum professionals seem to understand that leadership is an ingredient of a strong career whether you end up in the corner office or not, there are still too many boards whose understanding of the museums they lead is poor, resulting in weak decision making. And we’re not convinced that boards aren’t still trying to shift their fiduciary responsibilities to a museum’s top spot, making the ED the chief fundraiser not the leader.
  4. Conditions for women and minorities are not great. This is a bad one, and a thorn in the field’s side. It’s an impediment to diversity, and–when you combine racism, sexism, lack of paid family leave, poor benefits and long hours– a leading cause of people leaving the field.

If the last decade was a time of big building, maybe the museum world’s next decade could be the time to invest in building leadership capacity at all levels. What will the field look like in 2027 if internships and lower level positions are populated by smart, interested humans fresh from college? What will it look like if many museums have endowed positions, shifting cash to other places on the spread sheet? What will it feel like to be the only part of the non-profit world where women’s wages–all women’s wages–are equitable? And what would it be like if all museum leaders weren’t afraid to demand staffs treat each other with tolerance. Nirvana, right? But it’s something to work for.

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We want to end this week’s post with hearty congratulations to our friends Bob Beatty and Steven Miller who both had books come out in September. They are: An American Association for State & Local History Guide to Making Public History (Bob) and The Anatomy of a Museum: An Insider’s Text (Steven). Bravo to two humans who’ve done a lot to prevent museum mediocrity!

Joan Baldwin


When a Mission is Like a Cake

Cake-Dreams

For the last month I’ve worked with a small local history organization. It is big enough to employ a part-time staff member, own a building and a sizable collection, but small enough to suffer from too few resources and a certain amount of instability. Although it’s located in a little community, where many people with an interest in history and historic preservation know one another, its current board is largely new to the organization. They are each passionate about their slice of the pie whether it is black history, archaeology, women’s fashion, or early technology.

For years their mission was the classic “preserves, promotes and presents the history of” statement. Its blandness was used to respond to questions on grant applications and little more. Everyone believed they knew what it meant. Individually, their ideas about the same vague sentence sustained the organization in a half-hearted way. Collectively though–to quote Gertrude Stein–there was no there there.

The board has talked a lot recently about its hopes and dreams for this organization. They’ve talked about being a task-oriented board, and about living in a community where the demographic skews older not younger. They’ve argued–mildly–about whether history is a story or whether history is some immutable truth or both. They understand how wishy washy their current mission statement is, and they’ve gamely brain-stormed verbs to create a stronger statement that embodies their collective hope going forward.

What is apparent though is how fragile this formula is: A group of interested, committed people + mission = action. If we asked every history organization to bake a cake, they would all be different. And don’t get us wrong those differences are wonderful and important. But the fact that some hire a caterer, some bake one from scratch, and others buy gigantic sheet cakes at the grocery store affects the resulting party. And just as in cake baking there are outside forces working for or against the baking aka organizational stability.

Today, the museum field puts more resources into career training than ever before, but boards need guidance too. We understand that even gathering boards together is like herding kittens, but there is no question they need training, support, and encouragement. And yes, the StEPs program works to enable better board leadership, but boards change, sometimes quickly, and StEPs knowledge isn’t always passed on. The bottom line? The field needs to make the same sort of investment it’s making in staff, in boards because better boards mean stronger, better-enabled leadership and staffs, and more meaningful missions. We’re all for that.

Joan Baldwin


Who’s Leaving the Field and Why Data Matters

Leaving

This week there were a few articles and comments about the young and talented leaving the museum field. Principle among them was a post by Claire Milldrum on Paul Orselli’s blog. Pictured with her Corgi, she is apparently much happier in her post-museum life and for that Leadership Matters is glad.

We have written probably more than anyone else about work in the museum world. We have ranted about salaries, about living wages, and about the ridiculous cost of graduate school which, as Ms. Milldrum points out, seems to be the entry ticket for even the lowliest, most pathetic position at the biggest, fanciest museums. So don’t get us wrong when you read what comes next.

First and foremost one blog post is not data so everyone who commented as if this were a daily occurrence, where’s the data? Do we actually know how many young professionals leave the museum field before they actually start, scared off by the thought of low salaries (where there’s plenty of data) and high graduate school debt (where at least we have raw costs if not the number of students taking loans)?

Second, Milldrum conflates several things: galleries, libraries and museums, and work and internships, in all three sectors. While at the entry/internship level they may appear alike, in reality there are differences among the three fields. She also reports that she’s sad she’s not starting graduate school this month, but says she got into one of “the top grad schools in Library Science, and at one of them, a guaranteed student work job in my subfield.” Again, confusing because a masters in library science is not a degree in Museum Studies, art history or public history, it’s an MLS which provides entry to a field where the median salary is $57, 680, according to the Bureau of Labor Statistics, and where the American Library Association lobbies hard for entry level salaries. Last, in my experience–and admittedly it’s only my experience–libraries do hire humans possessing only a bachelor’s degree for jobs not internships. They are not librarian jobs, but they are not internships, and allow a young professional a necessary window into the sector before they make a commitment to graduate school.

So while Milldrum’s career path was confusing, her charges about the museum world weren’t. It has a long and sorrowful history of maid-of-all-work internships that prepare participants for nothing except debt. And those type of internships are a not-so-subtle race and class barrier. (See The Diversity vs. Salary Question). Clearly, once she decided to forego graduate school and the museum world, Milldrum had the skill set to walk into a well-paying job in non-profit finance. And why couldn’t she have gotten a similar job in the museum world that would have allowed her a normal work week and a chance to go to the dentist? She’s clearly smart. She’s a good writer, and based her description of working both one job for pay, and another as a volunteer to build her resume, she’s a hard worker. Is the museum world really so rarified that it couldn’t stand an infusion of some folks with newly-minted bachelor’s degrees? I mean we love what we do, but this isn’t oncology after all.

Milldrum’s post isn’t data, but perhaps it’s a bellwether, and we owe it to ourselves to acknowledge that and compile the data. In the meantime, if you’re in museum HR or director of a small museum, would it hurt if you lobbied for an entry level position or two without a graduate degree? Is a master’s degree necessary for every job in your institution? If not, be the person who breaks the mold. Hire someone with smarts and passion and see what happens. The field will likely be better for it.

Joan Baldwin

 


Intent vs. Impact

Shaw Quote

We begin this week’s post with a note of hope and encouragement for our friends and colleagues at museums and heritage organizations in and around Houston, Texas. Museum leadership can be challenging in the best of times, but this disaster surely tested all of you. Our thoughts and prayers are with you, your families, and the organizations and collections you serve and protect. And for our readers, know that both AAM and AASLH have disaster advice on their web pages. In addition, AASLH is actively collecting for storm relief online and at its annual meeting that begins Wednesday. Last, if you haven’t reviewed your site disaster plan recently, now might be a good time. If there ever were a metaphor for what leaders do, it’s a disaster plan. Leaders always need to be prepared for whatever comes next.

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This week my organization spent time discussing issues of gender in order to prepare the community to support transgender and gender non-conforming students. We were lucky enough to have Mb Duckett Ireland, Choate School’s Diversity Education Chair speak to us. Late in the talk Mb dropped a line about intention versus impact. It stuck with me, and I thought about it the rest of the week.

There are so many moments when leaders intend one thing, and the result is the opposite. If you asked me to sum up everything I’ve read about intention vs. impact since Mb’s talk, it would be: It’s not about you; it’s about the person you’re talking to.

Too often we assume that positions of leadership automatically confer brains, kindness and respect. Sadly, as all of us who’ve worked for lousy leaders know, there’s nothing automatic about it. But back to intent vs. impact. Imagine, you are a museum leader, and you make a comment to a staff member. You mean it in a jovial, friendly way, but as soon as the words are out of your mouth, you realize something’s happening. And it’s not good. What do you do? Well, too often we retreat, we try to pretend whatever happened didn’t happen and move through the rest of the day. And if we’re confronted with what happened, we rarely sit right down in the space that makes us uncomfortable and say, holy smokes I was rude. We don’t engage because it’s uncomfortable to say “I messed up,” and because we’re afraid of making a bad situation worse.

One of the things the privileged (and all of us who are leaders, and therefore deciders occupy a place of privilege to a greater or lesser degree) don’t seem to realize is that tiny comments, assumptions, jokes and judgments aggregate. And it really doesn’t matter if you were “just trying to be funny” if on the receiving end it’s not funny but hurtful. Your intentions may be good, but your impact biased. And it’s your impact that packs a punch especially when later instead of apologizing you try to explain you’re not a misogynist or a racist or both.

As leaders we not only provide the vision and roadmap for our organizations, we model a way of being. Acknowledging that staff members have different identities, and working to create equitable workspaces is something all museum leaders need to do. We all mess up occasionally. When that happens do what needs to be done: Admit your mistake; connect with the person you’ve hurt or offended; reach out. You’ll find you build a team not a hierarchy.

Joan Baldwin

 


Museum Workplace Confidential: An Opportunity for Women at the Met and Come See Us in Austin

Metropolitan Museum of Art

We begin this week’s post with an invitation. For all of you traveling to Austin for AASLH’s annual meeting beginning September 6, we hope you will join us for “Workplace Confidential: Museum Women Talk Gender Equity,” a panel discussion on women in the museum workplace.  Moderated by Anne Ackerson with panelists Ilene Frank, Shakia Gullette, Wyona Lynch McWhite, and Jessica Phillips, this panel is for everyone across the history museum world who has experienced gender-related workplace issues. It’s for emerging professionals who’ve had to deal with sexual harassment; it’s for women of color, who deal daily with the intricate intersection of low pay and benign racism, and for leaders who handle complex personnel issues daily. Panels like this one can’t wave a magic wand and send you home to a changed workplace, but they can help you feel you’re not alone, and offer advice and encouragement.

So if you’re going to be in Austin, we hope we’ll see you September 7 at 1:45 pm. Anne and I will also be around afterwards if you want a copy of our new book, Women in the Museum: Lessons from the Workplace. We’ll even sign it for you!

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Last week Artnet News ran an article titled “Is It Time for a Woman to Run the Metropolitan?” Their answer was a resounding yes, and just in case the Metropolitan’s interview list isn’t gender balanced, Artnet provided them with names of 11 stellar female candidates.

Leadership Matters would like to see the Metropolitan with a woman director too, but we’re going to go out on a limb here: The Met’s having a woman director is not the goal. The goal is equity in the hiring process. Frankly if the Met’s destiny is female leadership, history tells us now might be the moment. The museum has reorganized its leadership structure so that whoever becomes director will report to Daniel Weiss, President and COO. This “almost” position is a traditional spot for women. It is a place they frequently occupy in government museums, playing the role of task-oriented collaborator while the political appointee (often a white male) in the corner office is the performance based communicator. In addition, if you scan leadership positions in American museums, you will find that women are often hired to lead troubled organizations. Once they are off the respirator, they’re frequently handed back to a male leader.

Even though we wrote the book on women in the museum workplace, there’s something really depressing about parsing the leadership game by gender. In an equitable world we would assume that the Metropolitan’s top-five list might include women, people of color, and openly gay or queer candidates because we would assume that good leadership is good leadership. We would assume that as the country’s largest museum, the Metropolitan wants to lead by example. We would assume it incorporates blind screening into the hiring process, and that HR staff and board committees discussed how unintentional bias affects hiring. (They could learn a lot from AAM here.)  Last, we would assume that the Metropolitan wants a professional with a proven track record and a particular skill set. This is very important for candidates who are not white males. Why? Because statistics show us that men are promoted on promise and potential while women are promoted on performance.

The bottom line? It would be awesome to see the Metropolitan join the Brooklyn Museum, giving us two organizations with budgets over $15,000, 000 with woman directors, but it’s the process we care more about. Changing lives for women leaders means museum workplace culture must change too, and that means boards need to be open, transparent, intentional, and as bias-free as possible in the hiring process. When it comes to hiring, boards need to recognize that what is paramount is the museum, not their private discomfort or uneasiness in the face of difference.

Joan Baldwin

 


Workplace Enabler or Trust Builder?

Employee-Irritated-by-Annoying-Boss

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.

Joan Baldwin