Passion for Work?

ice cream cartoon

Guest Blogger:  Kimberly Boice

Passion. noun \ˈpa-shən\: a strong liking or desire for or devotion to some activity, object, or concept.*

If you’re lucky, you possess some amount of passion for your work.  The brain surgeon enjoys the challenge of human physiology, the teacher seeks to nurture curiosity, the museum curator aims to preserve that precious artifact.  Passion is the catalyst that makes many people push themselves a bit farther to ensure that the patient is well, that the person understands, or that the object is accessible.  It’s a privilege to feel strongly about one’s work and we should count ourselves lucky.

Many of us pursued a career in the museum field because we want to make a difference in how the general public learns and perceives history, science, art or some amazing combination of all those subjects.  Our passion drives us to work late into the night, early in the morning, while off-duty, and for relatively little money or benefits. We somehow continue to do more things with fewer and fewer resources because we’re creative, caring people who possess a deep passion for our work and how it impacts the people who benefit from it.  

Most days I love my work as a museum educator and I believe it’s apparent in what I produce. Yet supervisors, family, and friends remind me I’m fortunate to have my job as if I were unaware of the fact.  They believe that we chose a career in this field knowing salaries often remain low for the majority of workers while many positions require experience beyond a four-year college degree and therefore larger debt.  Although they are not wholly wrong, we have worked hard to achieve what we have. Passion does not pay the bills, nor does it make us immune to the hardships and complexities of day-to-day tasks. If anything, the emotional ties to the job make many of us endure on fumes for longer than we should, threatening to jeopardize our mental and physical health. Add to this strain, the fear of retribution in the workplace and the larger museum community for being too vocal about legitimate hardships and it’s no surprise that some choose to pursue alternative careers.

So where does all this leave us?  Honestly, I don’t know. Of course, finding yourself entirely burnt-out and/or in a toxic work environment is not good for anyone. You must decide if leaving the situation is a viable option for you and what that means in the short and long-term: can you relocate to a similar job elsewhere?  Do you attempt to reinvent yourself for another type of work? Will returning to school make you the best hire? Should you take that promotion? Will you be the change you seek or simply suffer until retirement? How do you retain passion for the work while maintaining a good work/life balance?  Is the passion enough to sustain you?                    

*Source: Merriam-Webster dictionary online, 12 March 2018

Kimberly Boice has worked professionally as a museum educator at an historic site since July 2003, although she began volunteering in the museum field as a teenager.  Her passion for interpreting history often finds her working nights and weekends at her site and elsewhere, serving on committees and boards, and coordinating learning weekends for her fellow history enthusiasts as Mrs. Boice’s Historie Academie.

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If You Can’t Say It, We Can’t See It: Why Museum Vision Matters

Postcard

True confessions: This week I participated in a meeting where midway through a participant asked why our discussion mattered. The meeting’s over-arching topic was communication so the good news is this staff member felt relaxed and fearless enough to ask that kind of question. The bad news is that if even one person was confused enough to ask, the heart of the matter was lost.

So this is a note to all of you in museum leadership positions. You may have a bundle of good ideas rattling around in your head, but that isn’t vision. If you can’t say it, we can’t see it. In 2014 when we wrote Leadership Matters, Anne Ackerson interviewed Van Romans, President of the Fort Worth Museum of Science and History. Romans talked about drawing his vision (if you’re struggling with this, know that Romans once worked for Disney). His approach wasn’t that different from the Heath brothers “destination postcards”. (Hint: If you haven’t read Switch, put it on your list now.)

If you think about it, a postcard is a great metaphor. You’re on a trip. You send the card that says “Wish you were here.”  As museum leaders, that’s what you need to do:

  • Tell a story that’s compelling enough that staff can visualize the landscape once change is complete.
  • Make sure your story’s achievable.
  • Be clear about the journey you’ll take, and who needs to be on the bus.

Back to the meeting: we received an explanation, but it was mushy and unsatisfactory, as if our leader sent the image of a beach at sunset, but left the back blank. Don’t forget  vision provides focus. It’s hard for staff to nest in the weeds when you’re constantly moving forward.

Your vision should have some meat on its bones; it needs to provide the “why” for your program, department or museum. Telling staff things will be better if they do X, Y, Z isn’t enough. They’re adults. Let them in on your thinking. Trust them. And last, and perhaps, most importantly, be prepared for push-back. Change is hard, harder for some than for others. Test your ideas out, do your research, experiment alone and with staff. If you aren’t convinced, why should anyone else be?

Today more than ever museum leadership needs to pull itself out of lame mediocrity. Invent. Experiment. Fail. But for goodness sake have a vision that matters.

Joan Baldwin


What’s Missing From “7 Factors That Drive Museum Wages Down”?

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As people who’ve written and spoken about the museum pay crisis since 2012, Leadership Matters was heartened to read 7 Factors That Drive Museum Wages Down. Written by Michael Holland, it was wonderful to see such an important topic addressed by a forum like Alliance Labs since by inference it carries AAM’s blessing. But that was before we read the article. In our opinion, Holland skipped a few key points. And judging from some of the 20-plus comments, one of which was ours, we weren’t alone. So here’s our response:

1: Gender inequity and the pay gap failed to make Holland’s list. In some ways this isn’t a surprise. Michael Holland is male, and by his own admission, he frequently works for large, well-endowed museums so maybe he hasn’t encountered the gender pay gap? Maybe he doesn’t know that many women doing work similar to his (exhibit design)–not to mention the traditionally female bastions of museum education or event planning– will not make as much as he did in 2017 until April 10 of this year? Maybe he doesn’t understand that according to the Bureau of Labor Statistics the museum field is 46.7-percent female, and that when a field slips down the pink collar slope it’s not a good thing?

2. While Holland lists the “Spousal Income Subsidy” as a way the field depends on hiring people who bring along a second income, he never explores what that means. Whether it’s an employee with a hedge fund spouse or an employee with a trust fund, the need for a second income frequently acts as a class and race barrier. Is it any wonder the museum workforce has a diversity problem? 

3. He addressed the question of a burgeoning number of museum studies programs, offering both undergraduate and graduate training, and the resulting glut of too many inexperienced candidates desperate for employment, but he doesn’t mention these programs are costly, and that many emerging professionals begin their working careers with educational debt that’s the equivalent of a mortgage. And yet we work in a field that tells people if you don’t have a master’s degree, you can’t come to the party.

4. This is a corollary to #3. Holland makes passing reference to unpaid internships. (It appears he’s not a fan.) But he never addresses the damage done by an expensive graduate school education, followed by a series of unpaid or poorly paid internships, meaning that someone could be “in the field” for four years or so before finding a salaried position. And that’s if they’re lucky.

Don’t get us wrong. We’re glad Holland wrote his article, glad to see it published by Alliance Labs, and glad to see it debated and questioned in the Comments. Sometimes it’s depressing being the broken record yammering about gender, pay equity, poor pay, and lousy leadership every week. So–in the tradition of Leadership Matters–where we believe we can all make change, here are some things that might help the museum salary crisis.

For individuals, and women especially: Don’t take a job without negotiating. Use the GEMM (Gender Equity in Museums) 5 Things You Need to Know About Salary Negotiations tip sheet. And for goodness sake look at MIT’s Living Wage Calculator to make sure you can afford to live (really live) on what you’re being offered. If you’re already working in a position you enjoy, when your annual review rolls around, don’t forget to ask for a raise. Again, there’s a 5 Things Tip Sheet for that.

For organizations and directors: Work with your board to make sure it understands the value of your museum’s human resources. People matter. Make sure you and your board know what it costs to live in your community. Make sure the board understands the cost of a churning staff, the time it takes new staff to get up to speed, the resulting loss of institutional momentum and organizational knowledge when someone leaves, and the damage done when a team is disrupted.

Solve your wage equity problem first. Do men at your organization make more than women? Do white women make more than women of color?

If you’re faced with the you-can’t-get-blood-from-a-stone argument, make an effort to put all the other pieces in place to support staff–HR support, equitable benefits, paid time off, maternity/paternity leave, even housing if that’s available. When was the last time you reviewed your personnel policy? Make sure new applicants know the work you’ve done around wages and benefits.

For regional and national museum service organizations: Isn’t it time for a wage summit that would bring together big thinkers from inside and outside the field to tackle this problem?

Joan Baldwin


What We’re Reading, Watching, and Listening To…

reading is fun

Leadership Matters was on the road over President’s Day Weekend, heading south to the Small Museums Association meeting in College Park, Maryland. There, we talked about “Lessons from the Workplace: Women in the Museum.” We’ll be back next week to report on the audience reaction to issues of gender and the museum world, but in the meantime, here are some things that have captured our attention recently.

Books: Women & Power-Manifesto by Mary Beard. A short (128 pages), but blistering account of how women have been silenced throughout history. Don’t want to spend the money on the book? Here’s the backstory from the New Yorker: The Troll Slayer.

Managing People and Projects in Museums: Strategies that Work by Martha Morris. Morris rightly states that “The majority of work in museums today is project based.” So, why not combine the topics of projects, people, management, and leadership in one easily accessible book from a veteran museums studies educator? In addition to a whole chapter on museum leadership, Morris takes a deep dive into creating, managing and sustaining teams, including the team leader’s critical role.

Articles & Blogs: Not enough ethical challenges in your leadership life? Read this: The Family That Built An Empire of Pain

#MeToo and the nonprofit sector:  Vu Le is the fertile mind behind the blog, Nonprofit AF. If you’re not reading, you’ll want to make this one of your weekly must do’s. In the post we highlight here, Vu offers up his thoughts about creating safe environments for staff, volunteers, and community members. “We must examine our implicit and explicit biases,” Vu writes. “We need to confront one another and point out jokes and actions that are sexist. And we need to do our own research and read up on all these issues and not burden our women colleagues with the emotional and other labor to enlighten us.”

In this Harvard Business Review article, the fastest path to the top of an organization usually isn’t a straight shot. The authors rely on extensive research to explore why big, bodacious, and bold may feel counterintuitive sometimes, but are usually the keys to CEO success.

The Women’s Agenda is a regular shot of women’s empowerment reading from across the big pond (Australia, that is). News and research is gathered from around the globe on women in leadership, politics, business, and life.

Are Orchestras Culturally Specific? Jesse Rosen, League of American Orchestras president and CEO, recently led a discussion with four thought leaders about orchestras and cultural equity. From the intro: “While diversity, equity, and inclusion (DEI) are complex topics that require thoughtful consideration and strategic action, the concept of equity can be especially nuanced. It challenges us to fundamentally reconsider what it means for orchestras to play a constructive and responsive role in their communities—a role that acknowledges and responds to past and current inequities in the arts and in society.” Museums and other cultural institutions, take note.

Video: This video features CharityChannel’s Stephen Nill and members of the Governance Affinity Group of the Alliance of Nonprofit Management discussing their research on nonprofit board leadership. The discussion centers around a ground-breaking survey representing the second phase of research on this topic. The first phase, the widely acclaimed Voices of Board Chairs study, investigated the roles and preparation of board chairs, surveying 635 board chairs across the United States. Not only is there very little research that investigates nonprofit board chair leadership, but there is even less about other pivotal leadership roles within boards such as the officers and committee chairs. 

You may think there’s not much connection between endurance running and museum leadership, but perhaps there is. Take a look at this video on how to run a 100 miles. Perhaps there are some parallels?

Sound: A big thank you to podcaster Hannah Hethmon who assembled all the museum-related podcasts in a handy link for us all: https://hhethmon.com/2017/12/31/a-complete-list-of-podcasts-for-museum-professionals/


The Silent Treatment (and what to do about it)

Silent Treatment

Before we begin this week, let me express our profound sadness in light of the Berkshire Museum agreement with the Massachusetts Attorney General’s office. While it is wonderful that Norman Rockwell’s Shuffleton’s Barbershop will remain in the public domain, the decision seems to leave the door open for any museum to use its collection as a trust fund. If a board expresses fundraising fatigue or fear that a major campaign will not make its goal, it can always look for something to sell. So those of you who are museum leaders, think carefully about how you will respond when a board member’s response to a big capital expense is, “Can’t we just sell our Frederick Church painting?” What will you say? Is referencing AAM’s ethical standards enough? Was it ever enough? Or was it the last leftover from the age of museum patriarchy and gentle person’s agreements?

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Apart from deaccessioning, we wanted to talk about executive directors who don’t use their words. We’ve written here about directors who can’t stop talking, but this is the opposite. To be clear, this isn’t a judgement on personality. Some directors are not Chatty Cathys. This is about leaders using silence with negative effects.

Think that doesn’t happen? Were you never in middle school or worse in a relationship where someone stopped speaking to you? This is the workplace equivalent of that. Sometimes this happens when new leaders worry about separating emotions from words. They don’t want to yell. Women, in particular, don’t want to yell because studies show us that an angry woman at work is judged much more harshly than an angry man. As a result, they don’t say anything. Or worse, a leader approaches staff weeks after something went badly, and by then it’s too late.

So silence is used to guard against anger and emotion, but there are also leaders who use silence to ostracize staff. They forget to tell them things; they don’t read weekly reports or share important news. As a result, staff find it increasingly hard to complete tasks because museum workplaces run on information. If a major benefactor is waffling, but no one tells you; if there are four candidates for the curator’s position not three, and so on. Incomplete tasks mean poor progress for individuals, departments and museums as a whole.

But for a staff member who tries to explain what’s going on, silence is a deviously tricky weapon. It is after all a sin of omission. No one yelled at you, no one’s overtly hurt you, so what’s the big deal? In fact, silence, coupled with ostracism is the polite form of workplace bullying, and far more common than bullying itself. A 2014 survey by the University of British Columbia of American workers, found that ostracism is far more common (71%) than harassment which was experienced by only 29%.

So what should you do?

  1. Marshal your facts. Are you the only one who’s being left out and not spoken to? Admittedly, it’s cold comfort, but at least it’s not you.
  2. Is there a work colleague you can speak with who might shed some light on your departmental or museum work culture? Are you not being spoken to because you’re not being noticed or is it more deliberate than that?
  3. Is this something only you notice or has your work colleague observed it too? If not, don’t think you’re being gaslighted. Your work experience may not be theirs.
  4. Channel your inner Michelle Obama and “When they go low, you go high.” Put your game face on. Stay positive in public. Be prepared. Speak up when you know something. Don’t let ostracism and silence lead you to doubt yourself. That said, keep a log describing when and how the silent treatment occurred.
  5. The last, and the hardest step is to confront the person. If it’s your ED, you may want to go to HR first, but don’t be surprised if you don’t get much of a reaction. HR sometimes doesn’t realize how hard the silent treatment can be. If it’s a co-worker who’s shut you out, be prepared for the fact that she may not admit what’s happened. Plan, but don’t script your conversation, and make sure your goal is to come away with a resolution.

It’s February. If there ever was a month where we need our words, it’s this one. Use them. Communication builds trust, trust builds loyalty. Together they create a hothouse of creativity and a happy staff.

Joan Baldwin


5 Pieces of Advice for When You’re Not the Official Leader

Team leader

This is a letter to museum folk who are not leaders. It’s a letter to those of you who work on teams, in departments of one or many, who carry out the hopes and dreams of someone else. It’s also a bit of an apology. Many writers, bloggers and TedTalkers describe leading from anywhere. They write (and talk) as if leading from the back of the room were the easiest thing in the world. We’ve even been guilty of saying it a few times here.

While we believe it’s possible to always behave like a leader, we want to acknowledge the difficulty of having responsibility–sometimes huge responsibility–but no authority. And we want to note that in the world of bad museum leadership, a position that is all responsibility and no authority, particularly topped with gender and generational differences, is its own special hell.

What’s the difference between authority and responsibility? A person with authority is someone who has the power, resources or status to get stuff done. An individual with more responsibility than authority is a person who bears the consequences of someone else’s actions. Most leaders wear both hats, and it’s a tricky business. Understanding that leadership is about interdependence not authority is something it takes new museum directors time to figure out. While they learn, their staff sometimes suffers. What should you do to maintain your sanity if you work for someone who believes being a museum director is about making her staff carry out her wishes? Well you could quit, but let’s suppose you don’t want to.

  1. Don’t get caught in the blame game: It’s easy to lash out when you feel powerless, and to be honest, it sometimes makes you feel better. Save the sassy comments for after work with friends you trust. Instead, figure out whether you can move forward with whatever you’re charged with on your own. Make sure you understand your own behavior: Are you someone who needs the metaphorical gold sticker to know you’re doing a good job? In other words, do you really need the ED or does talking to her just make you feel better?
  2. Your ED, supervisor, board won’t listen to you: Look around. Who are they  listening to? What qualities do the people being heard have? Can you do what they do? Have you been clear about what it is you need, and more importantly, the consequences if you don’t get it?
  3. You are totally overwhelmed by the 8 million things you’ve been asked to do, none of which were even remotely on your radar in grad school, nor do they even have much to do with American material culture which is why you got a master’s degree in the first place: Break your list into parts. Pick off the low hanging fruit before moving to something more complex. Don’t be the lone ranger. Work with your team or colleagues to conquer what’s more difficult, and then be the person who brings in something delectable to celebrate and say thank you.
  4. Working with your colleagues has all the appeal of a middle school group project. Once again, you feel like you’re carrying the weakest member of the team. And sometimes you will be, but don’t assume everyone approaches work like you do. Try and figure out your colleague’s work styles and play to their strengths. Whoever coined the phrase “You get more bees with honey than vinegar,” was not kidding.
  5. If one more person tells you that you’ll understand whatever it is when you’ve got more experience or takes your idea, rephrases it and gets all the credit, you’re going to scream. You know your own work culture best, but if smiling and suffering silently has gotten you no where, you can challenge people. Be polite, but prove you know what you’re talking about. Remember the first step in getting woke is getting woke. And perhaps, most importantly, if you see this happening to another colleague, step in and help her out.

So…we’re not saying it’s easy, and we are here to acknowledge that in the course of every museum career you will encounter weak or authoritarian leadership. But don’t let it stop you. Keep a list of your successes and read it over when you’re having a dark day. Use your words. No ED can intuit what’s going on in your head. Be clear about the challenges and risks you see ahead, and ask for help. When you talk to your ED, make it about work, not about your unhappiness. Don’t wait for permission for every single step. Have a plan for the project ahead, get it approved, and move forward.

Tell us how you deal with the authority/responsibility dilemma.

Joan Baldwin


So What Does Your Museum Stand For?

Core values

This blog is starting to sound like a broken record. For more times than we can count, we’ve advocated for museums, heritage organizations, and museum service organizations to be value-driven entities. And what do we mean by that? We mean organizations willing to stand up for their beliefs.

Remember the T-shirt that says “Museums are not neutral”? Maybe you wear it proudly, maybe not. If it’s not a slogan you support, is that because you believe leadership is separate from your own beliefs and practices? How does that even work? Is caring about and for objects, buildings, art or living things a value system? No. Collecting, preserving and interpreting might be what your organization does; it’s not what it believes. So what does your organization stand for?

Our beliefs follow us to work. They influence hiring, board and volunteer selection. They weave their way into job descriptions. They affect curatorial decisions, programming and communications. Beliefs can keep staff inured in their own privilege, preventing them from walking in another’s shoes. And when we allow personal beliefs to influence organizational culture negatively, it’s called bias. Like, when a museum hires a diverse team, and then expresses consternation when its ideas land outside the traditional, patriarchal, often white organizational bubble. This shouldn’t be a surprise. After all, you don’t hire a diverse staff just for the photo ops do you? Remember, unchecked bias and absent values can cripple museums and heritage organizations, not to mention the staff they harm.

Once again we’d like to suggest that as leaders, your self-awareness affects not only your ability to understand others, but through you, your museum’s ability to adapt and change. You begin by knowing yourself, and knowing what you believe in. If you are an open, warm, empathetic person, who leads with her staff rather than in front of it, you model core values. Whether you acknowledge it or not, those values influence your museum’s decision making.

Suppose you have a department chair who doesn’t suffer fools lightly. The good news is her staff constantly pushes itself to meet her expectations. The bad news is she’s demeaning and disrespectful when things don’t go her way. You find her staff pacing far from their offices, trying to shake off the latest slights. Her department is famous for resignations that cost your museum money and reputation. Worse, because she doesn’t lead with, she’s alienated the very people who might advise her to behave differently. Clearly if you’re the ED, it’s time for a conversation. How could a museum values  statement underpin this conversation? Would it be easier to ask for change based on a shared set of values that include equity, empathy and understanding?

Perhaps a values discussion and the creation of an organizational values statement is on your 2018 to-do list. Don’t put it off. Sit down with your staff and board, and talk about what matters. Do environmental issues top the list? Then how do your museum’s policies and practices reflect environmental preservation? How about gender equity? Is that something you, your staff and board believe in? What changes can you make in governance, HR, exhibitions and programming that reflect an equitable workplace?  Does your board and staff believe history has a role in changing communities? How should that resonate in your workplace? Say what you mean. Write it down. Then stand behind it.

An organizational values statement may seem like just one more piece of woo-woo fluff that bloggers and self-help books throw at you in the midst of real life riddled with budget shortfalls, rising health insurance, deaccession proposals, and staff turnover. Maybe. But we suggest that in times of crisis, it’s values that hold organizations together.

Joan Baldwin