First, a little news catch up: Philadelphia Museum of Art’s CEO Timothy Rub gathered his staff together last week to apparently apologize for the museum’s handling of Joshua Helmer and the allegations of sexual misconduct that dogged his PMA tenure. The event was closed to the press, but the Philadelphia Inquirer reported that Rub gave a statement similar to his initial one, offering apologies, but seemingly scant indication that museum leadership understands the gravity of the situation. Clearly, there are moments in leadership where staff expects (and needs) action not the equivalent of hopes and prayers.
Also, if you haven’t read Robert Weisberg’s The Schrodinger’s Career of Working in Museums, you probably should. Weisberg works at the Metropolitan and his blog, Museum Human, is now in its second iteration. This particular post unpacks the shape- shifting world of museums where their public faces rarely echo behind the scenes behavior. If you’re having a dark day, you may want to temporarily skip this or at least follow it by reading Darren Walker’s The Hard Work of Hope, Walker is president of the Ford Foundation, and believe me if he had groupies, I would be one. Wise, warm, and honest, he’s the kind of true-north human we should all have in our lives. Read him whenever you can.
In a museum world where hierarchy continues to flatten, it’s likely someday soon you’ll be asked to work with individuals from another team, program or department. That may happen as part of a merger or because you’re tasked with a specific project. You will suddenly find yourself sitting around a table with people you barely know, charged with something big. A speedy exit isn’t an option. Instead, you need to figure out how to work together quickly and well. And inevitably, and because adulting isn’t that different from 8th-grade, one of the people sitting across from you will prove themselves to be challenging. They may be unreasonable, passive-aggressive or just plain mean. They may also be lazy–forcing you and your teammates to shoulder their work as well,—while they gab from the sidelines. What should you do?
- Remember why you’re there: A team project isn’t about you, your agenda or your individual quiver full of skills. It’s about group work and the task your museum or heritage organization gave you.
- Decide on team norms: These are the behaviors under which your group will operate. They can spell out something as granular as how long individuals should speak or address how to communicate respect and open-mindedness. When creating norms, don’t forget to outline how they’ll be used, and how you’ll hold each other accountable if lines are crossed.
- And what about the proverbial participant who feels its their job to stir things up? Don’t engage, and for goodness sake, don’t personalize what’s happening. Focus instead on moving forward and problem solving. Lead from where you are, and draw the conversation back to the subject at hand.
- There are people–and perhaps you know some–who take joy in arguing. It’s their love language. If an arguer ends up on your team, again, separate the personal from the work-related, and pick your battles. You’re not on a team to make everyone think like you. You’re on a team to create, to build, to solve a problem or set of problems.
- There’s a lot to the proverb about attracting more flies with honey than vinegar. Not to sound like your grandma, but manners matter. You and your team all want to be safe, seen and respected. That means listening, being on time, and treating everyone, even the individual you perceive as too unimaginative to function, with respect.
Do good work. Be kind. Create museum workplaces we’re all proud of.
Resources for Teams:
Jon R. Katzenbach and Douglas K. Smith. The Wisdom of Teams: Creating the High- Performance Organization. Harvard Business Review Press. 2015 (Reprint Edition).
Image: The New York Times
I don’t know about you, but when I am besieged with obligations, meetings, and deadlines, I make lists. Over time the lists become a bit of a joke because things that weren’t accomplished one week don’t always move forward to the next. Instead they occupy a sort of list purgatory, haunting me as I go about my days. You may have a better way of organizing things. Your lists may be digital. Perhaps you’re more efficient, but however you make your way through your tasks, there is always a certain satisfaction in the strike-through, marking something as done, finished, complete, and off your plate for a while.
But then, and maybe this doesn’t happen to you, there is another sort of list. It’s the list from 30,000 feet. It’s always with me, a reminder of ways of being, things I need to focus on, ways I need to be more intentional. This week Anne Ackerson and I read papers from our Johns Hopkins University students regarding leadership at museums, zoos, and heritage organizations undergoing challenge and change. As I read them–many discuss museums that have been in the news for one thing or another–I am struck again, by how complex leadership is, how many moving parts there are, and how important it is that the personal integrate with the organizational.
As I’ve said here about a million times, reflection in leadership is key. So in that spirt, here are 10 things on my 30,000-foot leadership list for this fall.
- Remembering to pause: whether it’s going outside for 15 minutes for a walk; sitting with a non-work friend over coffee; laughing. Life isn’t all work.
- Understanding my organization’s origin story: Acknowledging the work, gifts, and goals of those who came before me, while moving forward in a world that’s changed and changing, and creating a way to make the two work together.
- Listening: Spending part of every day, not waiting to speak, but actually listening.
- Remembering not to judge: Trying to make my go-to be to understand, to empathize, and to be present rather than to judge.
- Acknowledging accomplishments: You’ve all probably read about Anne’s accomplishment jar. I am thinking about creating a team accomplishment jar where our program can acknowledge its best moments over the course of the year. Some times it does take a village.
- Making my observations my obligation: Standing up for injustice, for inequity, for the minor–the constant interrupter in staff meetings who rides herd over more reserved colleagues–to the major–the colleague who’s bullied or harassed.
- Looking for the through-lines, whether in history, race, gender, environment and class: I work with a collection created by white men in a different age, for a different age. I need to re-center, educate, and through acquisition bring community and collection into alignment.
- Give back to the field: In many ways I’ve been very, very lucky. I’ve managed to make a living, to use my imagination, to work in beautiful places, surrounded by interesting collections. I must always give back, pay it forward, and help those following behind.
- Make sure everyone’s at the table: From the board to the front-line staff, make sure we represent our communities. And then do my best to make sure all voices are heard equitably, whether in an exhibition or a staff meeting.
- Values permeate the workplace too: While values are important in the front of the house–see #7–they are also important in our workspaces. Leaders content to ignore inequitable pay and benefits are leaders perpetuating the worst kind of patriarchal system. See #6.
Your list may be different, but I hope you have one. Having one fuels forward movement and change.
Yours from 30,000 feet.
Good leadership is kind of like good health. You may be blessed with great genes, but you need to work at maintaining a healthy body. Same with leadership. You may start strong, but you won’t have it every day unless you work at it. Intentionally. Forever. Until you walk out for the last time with the proverbial cardboard box full of stuff from your desk.
It isn’t easy. Some weeks leadership is downright difficult. So what happens when things go wrong? What happens when you believe you’ve acted honestly, openly, transparently, and somehow instead of the engaged, productive team you imagined, your group won’t meet your eyes and appears to be quietly seething? Worse, at each meeting, it feels as if you’re being called out. What went wrong? And more importantly, how do you find your way back?
First, no matter who you are, remember the old quote, “some days you get the bear, and others the bear gets you.” Not to mention, your ability to lead is complicated by many factors–your demeanor, your personal life, and your own role as both leader and follower because, whether you are an executive director with a challenging board of trustees or a chief curator responsible for a department, there is always a bigger fish. And the way you lead relates to the way you follow, and more importantly, to the way those further up the food chain see you.
So, to return to our scenario. You’re in a meeting. You’re trying to shape a project and move it forward. Things aren’t going well. Your team isn’t responding, and when they do, there’s an angry passivity in the air. No one seems to want to help you out. What should you do?
- Show some humility: Try “Maybe I got this wrong and we need to begin over. How should we change things?” In essence you’ve asked your team to see you are vulnerable. Why? Because you are. If you choose this path, mean what you say. There’s nothing worse than asking people to help you out when you don’t really want to listen.
- Understand that humility and courage are linked: In showing one you demonstrate the other. Both build trust.
- Make sure everyone participates from the beginning: A lot of novice leaders believe leadership revolves around their being the fount of all ideas while their team supports them. It doesn’t take long for staff to realize their role is essentially passive. All they need to do is show up, smile appropriately, and wait for the meeting to be over. (Hint: If praise is what motivates you, leadership may be a difficult journey.)
- Believe in your team: A process, project or program is always better with input from everyone at the table. Presumably your team is smart. You hired them for a reason. Let them shine.
- Put your personal feelings aside: The fact that your car got stuck in the snow, your washer leaked, you haven’t had a date in six months, or your adolescent broke a major rule is nobody’s business but yours. Focus on the problem at hand. Your issues are not an excuse to snap at your colleagues.
- Work is not a competition: Leadership doesn’t mean you have to best everyone on your team. You may be the path breaker, but you aren’t better at everything. That’s why you have a team.
As a leader, Abraham Lincoln is perhaps best known for his enormous self-awareness and his ability to subordinate his feelings in favor of the work at hand. When things aren’t going well, channel your inner Lincoln. Look at yourself from the outside. Get out of your own way, and focus on the work at hand. That’s why you’re there isn’t it?
Recently a friend and sometime mentee asked me to lunch. The subject? Career advice. After chatting about weather, children and politics, we got down to brass tacks. What does she want to do with her life? Two years out of college and she feels pressure–albeit self-imposed–from her peer group, from the ether, from the Internet, about not having reached some magical line ahead of (or with) her peers. The point of this story is not my friend’s career path, but the ability to offer advice, and more importantly to offer advice that’s actually heard.
Folks in leadership positions are frequently asked for advice, and yet advice giving, like mentoring, is one of those soft skills frequently bypassed on the trip up the museum ladder. That means some people arrive in the corner office with less than adequate listening skills. Yep, it’s that old saw again. How many times have we listed listening as a primary trait of leadership? A lot. In fact, advice-giving is almost a metaphor for the act of leadership. To be a good advice giver one needs to be self-aware, patient, empathetic, and yet willing to cut to the heart of a problem. And to ask for advice one has to be open, vulnerable, a good listener, with biases and opinions left at the door.
Even with a modicum of these characteristics in hand, the advisor/advisee relationship is tricky. Here are some considerations for both sides:
- Be humble enough to know whether you’re the right person. Understand the limitations of your knowledge and don’t overstep.
- While many leaders are story tellers, giving advice isn’t an opportunity to talk about you. You are not the subject. Your focus is your advisee’s question.
- Make sure you understand the nature of the question. Is the advice seeker testing an idea, seeking help with process or trying to make a decision?
- Summarize at the end of the discussion so your colleague has a sense of closure and direction.
- Be prepared to be available for a follow-up discussion.
For Advice Seekers:
- Make sure your leader has time to answer your question.
- Make sure she is the right person to talk to about this particular issue.
- Make sure you know what you’re asking and why. Sometimes advice seeking is a procrastination technique. Don’t waste your boss’s time if you don’t have a real question.
- Be prepared to listen. Be prepared to be challenged. Be prepared to look at your question in a different way.
- Say thank you and follow up. Let your advisor know how you fared and what happened.
The advisor/advisee relationship is the microcosm of the leader/staff relationship. If it’s working well, it’s not one sided; everybody benefits. If you have a leader whose door is open, who listens, who helps frame questions individually, you probably have a leader who does that collectively. And you’re lucky. It’s not just the museum staff who benefits, but the organization as well.
And by the way, after listening carefully, our lunchtime conversation seemed to be mostly about process, how to synch the various tasks necessary in a job search. Ideas were offered, summarized, and suggestions followed up. Now we wait to see what worked.
Not long ago a reader commented that leadership isn’t everything, that there’s a value in being a good follower as well. That remark stuck with me. In the four years since we began this blog we’ve looked at leadership from all directions. We’ve written about being the Lone Ranger director, about leading from the middle, about decision making, and about leadership and self-awareness. But we’ve neglected what it means to be a foot soldier. So today we turn the spotlight on followership.
According to our friends at the Bureau of Labor Statistics there are 353,000 museum and heritage organization employees. We have to assume that the vast majority do not occupy the corner office. They tend to have more responsibility than authority. They are assistant curators, fund raisers, educators, and volunteer coordinators. Some may go through an entire week and not see a member of their organizational leadership team, and yet all the planning, the vision, and the courage leaders incubate comes to life with the followers. They are the yin to the leadership yang.
Our reader was right: There is a stigma associated with followership. If your aspirations lean toward leadership, you don’t want to be tagged as the person who gets behind the concept, works well with others, and helps deliver a superior event, program or exhibit. Leadership in the United States is an individual thing, populated by creative outliers who sometimes believe they can do it on their own. Followership is a different sort of place.
Leaders sometimes have a reputation for arriving fully formed behind the big desk, but unless you’re an entrepreneur/visionary like Jeff Bezos your career trajectory usually begins as part of a team, a program, a department. There you learn to collaborate, to work with others. You support your leader’s decisions and share in the resulting successes. And, in a healthy museum or heritage organization, you feel comfortable challenging leadership, particularly in the face of something unethical. And even if you go on to become a leader, whether by accident or aspiration, without an understanding and an empathy for the qualities of followership, your leadership practice will suffer.
Of course there are also staff members who are undistinguished followers. They are the hermits–isolated individuals who’ve left before they leave. They are the unmotivated, kind of like an 8th grader who won’t participate in the team project except to tell everyone else what is wrong with it. And they are the trouble makers who participate through gossip, leaving discord in their wake.
For skilled followers–the ones coveted by all museums– work trumps individual differences–political, religious or lifestyle beliefs. For these folk, what’s important is what’s shared–delivering, for example, a brilliant historic site program blending geometry, history, and philosophy with grace and humor–not what you don’t. Every organization needs those folks. Accomplished followers are the people who bring good humor to collections storage when a pipe bursts and it’s all hands on deck. They are the folks who say thank you.
So, if you’re a leader, know your team. Even if your team is two volunteers and a part-time curator. Listen to them. Value them. Know what motivates them. Welcome the moments when they challenge ideas because it indicates they’re with you, and they want the best for the museum. Figure out ways to remove the barriers with which they may be struggling. Pay them what they’re worth. Thank them.