The COVID-19 Impact on Museum Consulting

As COVID-19 moves across the country, every sector of the museum workforce feels the  pandemic’s power from the still employed, but working from home, to the temporarily suspended, to the recently let go. Every day museums and historic sites announce closures and massive layoffs, leaving many to wonder how museums will recover. One sector not much has been written about is independent consultants. Not museum employees who consult sporadically, but the group who work independently across the field in collections, education, governance, art handling and more. They work from job to job, shouldering the full costs of benefits, building careers while offering services many museums and heritage organizations need, but can’t afford on a full-time basis.

Being a consultant means you need to take work when it’s offered because a month from now when your calendar opens up the offer may have evaporated. It means your rates need to account for your business expenses, Social Security benefits and health care. It means working from home, punctuated by travel is your normal. And it means your access to COVID-19 Paycheck Protection Program is delayed ’til April 10. Amidst the tidal wave of museum layoffs and closures, we checked in with a group of consultants to see how they’re doing. Here are their voices:

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On Museums, Clarity, and Hope

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Remember your pre-COVID-19 life when you wished you could just stay home and work? How peaceful it would be, how much work you’d get done if only you weren’t at work distracted by meetings, angsty colleagues, or workplace deadlines. Well, be careful what you wish for. Now we’re caught in a devilishly dystopian movie with no end in sight, a little workplace angst seems like heaven.

Many of us have completed our first week of either government or self-imposed isolation. For those of us lucky enough to collect a salary while working from home, it has its moments. Everyone uses Zoom like a pro, bouncing from meeting to meeting as we struggle to stay on point, while small children and dogs step into the picture. But there’s no doubt there’s a price to pay, and social isolation is the least of it.

So after five days, what do you as museum leaders know? There’s the obvious: that collections managers and curators’ work transfers home a lot easier than that of your front line staff. But how about protecting as many of your workers as you can, and while acknowledging layoffs are horrible? Then there’s social media: those of you who have a robust platform may no longer feel as though it’s the icing on the cake, but the main course. And of course, there’s the money: If you didn’t understand your museum’s endowment portfolio two weeks ago, you may be getting a crash course–no pun intended–in stock market physics; that some of this country’s leading philanthropies are already banding together to help support museums and heritage organizations. And the advocacy piece: We owe Laura Lott, Elizabeth Merritt, and the AAM staff thanks for leading the museum world’s advocacy effort on Capitol Hill. Fingers crossed, it pays off.

For many museums the Metropolitan is a kind of a bellwether the same way New York’s fashion world influences dress months later in the heartland. So when the Met announced that even if it were to open again in June, it will face a $100 million loss, it was enough to scare the crap out of many smaller museums and heritage organizations. Even the Met, with its $3.6 billion endowment, has only guaranteed salaries through early April while it studies how to navigate the coming months. Its plan, though, is interesting: Short term, it’s paying salaries and those who can work from home are; beginning in April it will use furloughs, layoffs and retirements in addition to shifting spending from funds associated with programming, acquisition, and travel to keep the museum operational. The hope is it will re-open some six months after the virus began in the U.S. with reductions across the board. (Not shared is whether Max Hollein or Daniel Weiss will take pay cuts for the duration of the crisis. #sharethewealth) So the model is short term, pay those who can work; figure out what you can jettison; shift funds you won’t need, and plan on opening a trimmed down version of yourself in two to four months. The more egalitarian among you may choose to take pay cuts, but that’s for you and your board to work out. There is by the way already a place to aggregate staff layoffs in the wake of the virus. Cold comfort, I know, but as more information amasses, you will have a sense of what other organizations are doing.

For those of you who are now thoroughly depressed, we hope you read Colleen Dilenschneider’s piece on COVID-19 and intended as opposed to actual visitation. As always with Dilenschneider, it is a clear and weirdly hopeful piece. She writes that as of March 13 the public was staying away because they were self-isolating or museums were closed or closing, but long-term, their intent is to return. Could a lack of discretionary income affect that? Yes. But do people need the beauty, the knowledge, the third space museums provide? Yes.

As my friend Franklin Vagnone, President of Old Salem Village writes,

“As museum leaders we must be thinking ahead of this to April 2021. What do you want to be? Who do you want to serve? How will you use your resources to achieve that goal? It’s not the time to be nostalgic for what we lost, we must embrace the butterfly that will grow out of this imposed cocoon.”

In closing, we want to thank history museums and archives who are already starting to collect reminiscences about the pandemic for future generations. We want to thank museum IT and social media folk who keep us entertained and in touch through Instagram, short videos and virtual visits. We want to thank conservators everywhere who donated equipment to first responders, and funders who recognize that museums (and all non-profits) are businesses too and need support as well. We want to acknowledge living history sites who are turning their history gardens over to raise food for community food banks.

And last, we want to send thoughts of encouragement and strength to our colleagues around the world affected by COVID-19, and especially all the museum people in Italy who are in the midst of such a desperate struggle. 

Be strong and stay in touch with each other. Email your professional friends and colleagues and set up a Zoom call today. Don’t wait. Talk.

Joan Baldwin

Image: The Mercury News


When Crises and Ethics Test Museum Leadership

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What a week it has been. A pandemic, a stock market dive, a national state of emergency, and oh yes, a presidential primary. As we look ahead, many of us find our normal work world contracting. Conferences have been cancelled. Face-to-face meetings postponed. We’re trading office hours for work from home, conducting meetings via Zoom, and keeping our distance when out and about in the world.

As grim and scary as the news has been, in many ways, this situation is what leadership is all about. A crisis forces you to examine your organization from 37,000 feet. Like a chess player, you realize moving one way makes this happen, moving another initiates a different set of circumstances. And you make choices. With your team, you figure out how to proceed while being the best museum or heritage site you can. No one wants a national emergency, but if you ever needed to understand why leadership is a daily practice, not a goal, this is it. And if you’re prepared, your organization will echo your behavior.

One of the things that comes to the fore in a crisis, is how your team thinks. You’re probably aware who among your colleagues is a big-picture thinker and who quickly wallows in details. Use those skills. Everyone likes to succeed, and if you play to people’s strengths, you’ll get better, faster results.

Through it all, remember your staff. Your whole staff, not just the leadership team. As far as I know collections can’t catch COVID-19. People can. This is the moment to be the leader who acted humanely, the person who advocated for paid time off for hourly staff who may not have any, the person willing to adjust HR’s policy on telecommuting rather than assuming it just leads to colleagues watching Netflix in their bathrobes. This is the time to re-write the rules particularly if it protects the very staff who serve the organization. So protect your people by putting their health first.

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About a month ago, before the world turned upside down, Caroline Baumann, then director of the Cooper Hewitt Smithsonian Design Museum abruptly resigned. Baumann’s resignation was sudden, arriving with absolutely no information. A week later, there was more context. She was outed ostensibly by a whistleblower and charged with conflict of interest around the circumstances of her 2018 wedding. First, the Smithsonian suggested Baumann’s dress, from designer Samantha Sleeper, which retailed for $3,000 cost Baumann $750. Getting a special occasion dress at a bargain price isn’t an ethical breach, but the Smithsonian and the whistleblower accused Baumann of providing Sleeper with a free ticket to a Cooper Hewitt event. In addition, it was suggested that the location of Baumann’s wedding ceremony (not the reception) was also a quid pro quo as she received it for free from a Long Island non-profit and then subsequently offered them meeting space for their board meeting.

There are a few leadership lessons here. The first is if you’re a director it isn’t just conflict you need to be mindful of, but also the appearance of conflict. Second, as important as it is to have whistleblowers, they too can be flawed individuals, and looking for conflict is easier if you’re already angry at your museum. I’m not suggesting this particular whistleblower was disgruntled, but it’s one more thing leaders need to bear in mind, and if there is no appearance of conflict, there’s no way a whistleblower can misuse the process. Next is the lesson that no matter what role you play as museum director–whether it’s a city the size of Manhattan or a small town–there needs to be a firewall between your personal life and your work life. Baumann claims the Cooper Hewitt’s PR consultant encouraged her to “shed light on her personal life.” This resulted in the Cooper Hewitt highlighting Baumann’s wedding.

The last, and for me the most interesting, is the glaze of gender politics over Baumann’s resignation. The Cooper Hewitt lost six trustees who resigned in anger, a boatload of money from each of them, and a 19-year employee who had risen to be director, and who outwardly had done an exemplary job. The failed novelist in me has tried again and again to imagine this scenario happening to a man. It’s not impossible, but it is unlikely.

Is it possible that while the Smithsonian followed its necessary protocols, its investigation wasn’t without bias? Was there implicit bias on the part of the investigators and the inspector general leading to a less than nuanced outcome? It’s likely we’ll never know. What we do know is women leaders walk a different path than their male counterparts. As Kaywin Feldman concluded in her 2016 AAM keynote: “Our society will not benefit from the leadership of female museum directors, across all types of museums, of all sizes, until museum boards are more cognizant of their internal biases, and tendency to dismiss female leadership styles.”

Stay safe.

Joan Baldwin

Image: Anchorage Daily News

 

 

 


Museums, Unions and Creating a Culture of Transparency

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Museum leaders and unions are an oil and water combination. Unions and museum boards even more so. When the Guggenheim staff began its negotiations with the International Union of Operating Engineers in 2019 its director, Richard Armstrong, reportedly wrote, “I do not want to work with a third party who has very limited experience in the museum field, and whose membership is largely in the heating and air-conditioning and construction industries.” An unfortunate sentence, encapsulating snobbery, the wealth gap, and the rarified view from the museum bubble in just 32 words.

According to Bloomberg Law, there were 40 museums with union staff in 2019. Many union members work at urban organizations where a ridiculously high cost of living and ridiculously low hourly wage create a perfect storm of dissatisfaction. If you combine the museum world’s insistence that the job sector’s ticket for admission is a costly master’s degree with the field’s emphasis on a more diverse workforce, it’s clear what a house of cards we’ve built. In the ongoing union/not-union debate we all owe Art +Museum Transparency thanks for saying the emperor has no clothes. They brought you the Arts + All Museums Salary Transparency 2019 spread sheet (that, BTW, sparked other nonprofit industries to follow suit and was prompted by Kimberly Drew’s talk 2019 AAM talk ), and can be counted on to use their social media platform to decry poor pay and poor treatment of museum workers.

If you’re a museum leader, what scares you about unions? Is it the thought of actually having to discuss hourly compensation with a union negotiator, someone who talks salaries and benefits for a living? Is there a secret part of you, like the Guggenheim’s Armstrong, who believes union reps can’t possibly understand museum culture? Are you afraid to stand up for frontline staff with your board? Or do you believe you don’t need to pay your frontline workers because somehow there will always be a ready supply of retiree volunteers and desperate interns, willing to move through your galleries being knowledgable for the price of a few volunteer events or a great recommendation?

If you lead a museum, and the thought of unionization makes you anxious, consider what it’s like to earn a master’s degree and make $15 an hour. Please do not say we all have to start somewhere. We do, but in some of America’s biggest cities, cost of living long ago outstripped minimum wage. And does your museum or heritage site have a gender — or a racial — wage gap? If yes, what have you done to help close it? Unionization isn’t Nirvana, but according to the AFL-CIO its women members have a smaller gap than non-members, and the union itself is campaigning for #Paycheck Fairness Act. We are still waiting for the Bureau of Labor Statistics figures for 2019, but last year the field was 49.5-percent women. Isn’t this the moment to take the pay equity seriously?

As a museum leader, how often do you meet with your hourly staff? And how transparent are you and your board about their wages and benefits? If you don’t want to bargain with a union, work toward creating a humane workplace with the understanding that an organizational culture predicated on secrecy around such corporate keystones as compensation ultimately affects wage growth and morale. Put together a compensation committee where exempt and non-exempt staff from across your museum or heritage organization meet with board members on a regular basis. Help everyone know what they don’t know. Help staff and board members understand what equity means, what your organization can afford, and what might happen elsewhere in the budget if the wage gap were fixed. And know by doing so, you’ll face hard conversations, as Susan Dominus writes in her New York Times article, “Breaking the Salary Sharing Taboo”:

Open discussions of pay lay bare some of the basic contradictions that govern so many workplaces, which claim to embrace their workers like family while insisting, all the while, on professionalism and discretion. They are communities whose members care about one another and yet also know that their respective right to belong is based on their utility, perceived or actual. To ask a co-worker her salary — especially one who has worked at an institution for years — opens up deeper, unsettling questions. How valued are you in this community? Are you more valued than I am, or beyond what I perceive as your worth? Or have you undervalued yourself, been timid, clueless, exploited?

Here’s a place to start: Employee Compensation: 2020 Best Practices for Nonprofits

Unions are appealing because staff want a voice, want to be taken seriously, and  compensated fairly. How often do historians and pundits comb through the past and point to the seeds of what happens decades later, saying see, “It was already here.” Museums who arrive in the mid-21st century with an old hierarchical model, and a huge wage gap between director and public-facing staff, may find themselves sitting down with union reps more often than they’d like. Why? Because museum staff has found its voice.

How many times has this blog ended with a plea for clear, transparent communication?The answer is too many to count. If you want staff support, if you want to lead the best museum your town or city’s ever experienced, you need everybody’s buy-in. From the fanciest board member to the housekeeping staff, they serve your organization. Give them the opportunity to talk about why, and compensate them accordingly.

Joan Baldwin

P.S. I recognize the 2020 conference season for museum people is well underway, and that barring disruption by COVID-19, hundreds of us will gather to meet and talk in the coming months. That said, isn’t it time we made 2021 the year of the museum worker because isn’t it time we spoke face-to-face about compensation, benefits, unions, workplace harassment, and the gender pay gap?

Image: The Globe and Mail


6 Tip for Making Your Museum’s Next HR Search Inclusive and Equitable

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For the past seven weeks I’ve been involved in a search for a new program director. It’s a time sponge. It’s nerve wracking. Candidates you thought you adored drop out. And, colleagues and staff behave in ways that surprise you. So….almost two months in, here are my six takeaways:

  1. Hiring is about relationship building. Yes, the museum is building a team or filling a leadership position, but the moment you join the Zoom call and become a talking head the size of a postage stamp, everyone’s soft skills are on display. If you’re the applicant, your job isn’t to best your competition in some imaginary race, spewing a laundry list of achievements at your listeners. It’s to be your best self.  Do you seem like someone who listens? Are you picking up on social queues? Your potential employer is on display too. If museum staff is interviewing as a group, how do they interact with one another? Are they the kind of team that seems irresistible or do they give off a fog of dysfunction?
  2. How the process is structured really matters. My employer has worked very, very hard in the last few years to build a better hiring process, one that’s multi-layered, many-voiced, and equitable. In the bad old days, hiring might be done by one individual from behind a desk. They opened letters and somehow deciphered who they wanted to speak to. There might or might not be a phone call, but many times it was simply to set up an in-person interview. There, one person represented the institution in all its glory, deciding whether you were a good fit. If you met other staff it was to say hello while you toured the site. Thankfully, those days are over. By acknowledging the gravity of the hiring process and working with HR, it’s possible to create a process that helps eliminate bias while incorporating a variety of voices.
  3. Keeping an open mind is really important. Whether we admit it or not, we all come to the process hampered with ideals, and those ideals intertwine with bias to create some optimal candidate who we consciously or unconsciously hold up for comparison. Sometimes it’s a detailed picture that includes graduate degrees, internships, conference presentations, and previous organizations worked. Sometimes it’s as simple as not male, not old. But if your ideal is more about you than it is about your museum, you’re in trouble. The choice to pick an older person of color versus a young white millennial isn’t about you. It’s for your organization. Your vote–hopefully among many–should not be for superficials, but for the person (and their values) whose leadership practice best benefits your museum or heritage organization.
  4. If your organization isn’t diverse, be transparent: If you’re inviting a “first” candidate–first woman, first person of color, first LGBTQ–to interview, and you know they’ll walk into a room where they feel othered, be open about it. Acknowledge your organization’s lack of diversity, and ask whether being part of that change is something the candidate wants to participate in.
  5. Group-think is important: One of the things I applaud about my organization’s rehabilitated hiring process is that opinions are expressed in private via a common form. Why does that matter? Well, our organization, and perhaps yours too, has some dominant voices. When a hiring committee makes decisions around a table, individual opinions sometimes don’t receive equal weight. Filling out a common form, and assigning numerical scores to aspects of the interview helps make the process more equitable for candidates and interviewers.
  6. Organizational self-knowledge is key: In a perfect world we’d all be self-aware, and, as a result, so would our museums and heritage organizations. If your job is to find a curator, an advancement professional, a designer or educator, you need to understand your organization fully. Too often hiring committees are thrilled when they discover common ground between themselves and the candidate, but what really matters is alignment between the candidate and the museum. Hiring committees benefit from talking about the organization and its values at the outset so they begin with a common understanding of their museum’s values.

To return to where I began, hiring is a stressful process for both employer and applicant, but your staff, as we’ve said multiple times here, is a huge investment. You want to get it right: to hire the best person you can, whose values align, while their creativity stimulates healthy change and growth.

Take a look at the way you hire, the process you go through, and make changes now. Despite the American Alliance of Museum’s longstanding resistance to requiring salary listings in job announcements, it has done a deep dive into equitable hiring, and the resources are formidable. Use them. As with so much in the museum workplace hiring is a process well worth the investment. Know yourself.  Know your workplace and its values. Whether employer or applicant, we all want a process that’s equitable, that’s built on behavioral questions, and that aligns individual and museum values, not superficials.

Joan Baldwin

Image: ThoughtCo


Authenticity Comes First in Equitable Museum Workplaces

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How many of you are museum leaders? Are you lonely? If you’re nodding, you’re not the only one. By some estimates, 42-percent of for-profit leaders confess to feeling lonely all or part of the time. Leadership is isolating. You’re happy in your job; it’s challenging, but there are things that can’t be shared. Some days are stressful. You know things you can’t un-know, and the decisions you make often feel like they’re yours alone.

There are ways to make the top spot less isolating. You can allow yourself to be vulnerable with your leadership team. By learning to express feelings–as opposed to parsing problems–you model vulnerability and build trust. You can create a peer group or ‘kitchen cabinet’ that you meet with regularly to share frustrations, ideas, and to problem solve. You may also have close friends, unconnected with your museum, who listen well or a few well-placed mentors. Those outlets are yours and yours alone. And they don’t put you in the position of treating any of your staff or leadership team differently.

There are families, governments, and workplaces where power masquerades as friendship, love or connection. It is, to quote a Latin phrase we’ve all heard too much recently, a quid pro quo. Grandparents pay for college tuition, but only if they select the school. A town official looks the other way when a local non-profit needs a variance, but then asks the non-profit to support something else in exchange. A museum leader wants her staff to like her so she adjusts their schedules to accommodate their personal circumstances. These are all ways to create connection and make an individual feel liked. The only problem is they aren’t sustainable because they’re based not in authenticity and equity, but on transaction.

These days when we say the words workplace equity, what comes to mind is race, gender, access, and the way we treat one another in the museum workplace. But far from values statements and HR policies there’s day-to-day life where equity happens, and the ongoing question of who gets what. Who gets noticed? Who is hourly and who is salaried? Who gets to work on plum assignments? Who gets to travel on the museum’s dime? Who never met a deadline that wasn’t moveable? Who leaves early for soccer practice? Who is chronically late, but excused? Who is plucked from the group to meet with a trustees? Whose work is nominated for a prize? We could go on, but you get the picture.

Part of leadership’s isolation is leaders can’t have favorites. As a leader, you need to understand and tame your own biases, and you can’t use your power to grant favors for those you like. Creating an equitable workplace means….

  • Starting with your employee handbook: Looking at the language. Might it affect one demographic differently than another? Can you fix it?
  • Does your museum have a values statement? If so, how do you use it to guide daily practice? If not, why not?
  • Do your rules about personal leave apply to everyone equitably? For example, are family leave — human leave — available equitably, because life comes at us all fast? And do you permit personal time that recognizes not all of us celebrate the same holidays at the same time? A small thing, but a nod that your organization embraces and supports difference.
  • Are rules about promotion and professional development transparent?
  • How are new ideas heard? How hard is it for an idea to make its way from the hourly staff to the salaried staff? If it’s challenging does that reinforce the idea that salaried staff are the idea makers? Where is the inequity in that?

Museum workplaces are microcosms of the wider world. As a leader you and your board have the opportunity to create and shape an organizational culture that is human-centered and fair. In many ways the workplace you create has a profound impact on the way your organization appears in the world. (If you need an example of what an organization looks like that neglects values and does not keep its staff safe, seen and supported, look no further than the Philadelphia Museum of Art, fast becoming the poster child for an unethical work environment.)

You can’t control each and every staff person’s behavior, but you can create a place where staff feel respected and nurtured. So build human-centered policies, and don’t let them languish. Apply them and watch your staff flourish.

Joan Baldwin

Image: Museum of Happiness


Make Employee Performance Reviews Intentional Opportunities, Not Tests

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It’s February. In the academic world, where I work, spring break looms in the distance like Oz. But before it arrives, there are annual performance reviews. Like much in life, performance reviews deliver more when you invest more. Sadly, though, in the imperfect world of the museum workplace the whole experience has all the appeal of a root canal. An overburdened leader with too little time on her hands needs to press pause long enough to meet with her staff or team individually, while cramming their jobs and personalities into a form designed in HR for one-size-fits-all. That’s the leader’s side. From the staff point of view, it may be a once-a-year conversation with a boss they don’t know very well that’s eerily reminiscent of their job interview, except there’s always the hint that the whole conversation is like a principal’s office visit, and whatever happens is GOING IN YOUR PERMANENT RECORD. The result is an experience, visited on us annually like a virus, potentially fraught with tension and the desire to have it over, where the highlight is often checking the box.

Apologies if that sounds hugely negative. Maybe you work in a museum or heritage site where annual performance reviews are one in a series of ongoing conversations with your director or team leader. Maybe they’re full of laughter, encouragement, and questions like, “What was your best moment at work this year?” Sadly, that has not been my experience. For seven years I had an increasingly toxic relationship with my then-leader. He failed to treat me equitably in a 36-month period of bullying by a colleague, leaving me at best cautious and at worst mistrusting. Over time, we whittled the required annual review down to the briefest exchange. It was totally pro-forma and completely unhelpful.

That said, I remain hopeful. I still believe performance reviews are opportunities not tests, and, like much in leadership, they should be intentional acts. But maybe you lead an organization that doesn’t have performance reviews. Maybe after decades of not meeting with staff on an annual basis you’re not sure what the fuss is about. You get along fine. And you may. It’s likely, though, even without the review’s structure and forms, you must make decisions regarding promotions, title changes, and pay. An annual performance review process, when done well, takes the sting of subjectivity and randomness out of the process by asking for employee participation.

Successful reviews start by touching base with mission and clarifying goals with your departments, teams or, in the case of a small organization, the whole staff. Measure team performance overall. Were their 2019 goals met? If not, why not? Once group reviews are complete, individual reviews make more sense. If you’re the overall leader, ask your leadership team about their departments. Who were the standouts? What does good, better, best look like on their teams?

From your leadership meetings, you can move on to individual reviews. You are neither a psychologist nor a wizard, so focus on the work. Ask them to describe a great day at your museum. Ask them if they could have a do-over, what experience comes to mind? Ask what they’d like to do more of? Less of? Ask how often they collaborate and with whom? Ask whether they feel safe, seen and supported, and if not, why not? Point the conversation back toward mission. How can their good work and great skills, continue to push the museum forward?

Ideally, were we not all overworked and struggling with too little time in the day, performance reviews wouldn’t be a one-time meeting akin to our annual physical. They would, instead, be a capstone to a series of ongoing conversations. I can feel the eye rolling here. Who has time for that? Likely you could, though, and if it improves communication, builds trust, and creates a better more transparent museum workplace, what’s not to like?

Remember:

  • Annual reviews are not productive if they are used to catalogue an employee’s failings. Start positive and move forward.
  • Our memories are fallible and subjective. If you supervise a leadership team, ask them to keep a journal with a few key performance episodes for team members.
  • Make sure each staff understand their connection to the overall museum operation and mission.
  • Ask questions that get at the heart of what they’re doing. What works well? What doesn’t?
  • Check your bias–both implicit or explicit–at the door. Imagine how you’d feel if you started your museum day cleaning the restrooms or dealing with toddlers from the local pre-school. Be respectful because your entire staff is important.

Performance reviews are something that seem to matter more in the for-profit world where achievement results in bonuses, raises and advancement. In the museum/heritage organization world, where jobs are tight and pay often abysmal, reviews sometimes feel as though they don’t have a larger purpose either for employee or employer. Yet we blather on about the importance of mentoring, of networking, of having a career plan, of speaking at conferences. And yet what are performance reviews but the 2.0 of mentoring? They are the opportunity to support staff, to point them in the direction of colleagues and opportunities, to invest in them. And, as we’ve said so many times in this space, your staff is the heart of your organization. Pay it forward. Hopefully, your gifts will come back tenfold.

Joan Baldwin