Leadership

In a number of ways, heading a museum is no different from providing management in any industry.  Both share the rigors of operations, accounting, marketing, scheduling, compliance with regulations, and so on.  In a number of other ways, nonprofit and for-profit management bear absolutely no resemblance of one another.   Museums might be non-profit, but that only affects their tax status and does not guarantee “success”, even giving consideration that non-profits and other industries’ metrics for success are likely not the same.  For-profit organizations are not always purely profit driven, but monetary returns on investments are likely very high on their list of priorities.  For museums, nonprofit status does not provide a free pass to operate in the red indefinitely.  Profits are likely an inevitable necessity, but not a priority.  Instead, fulfillment of a mission revolving around preservation, impact, and education are likely the highest priorities with profit serving as a tool for expansion and longevity.  Ultimately, success of nonprofits and for-profits both require leadership.   

There is a saying that alludes to getting the right people on the bus, in the right seats, and the journey will be enjoyable.   Never is there more truth to this than that demonstrated in the most successful of museums.  The right people and their positioning are determined by the management of the organization, therefore, the entire operation hinges on successful leadership.  It is very clear in theory but putting it into practice is more difficult.   Other duties within the organization can be inferior for the short term with minimal detriment.  Inferior leadership is not afforded that same luxury.  The leadership sets the tone and can either lead the organization’s people to a thriving and rewarding work environment, or it can lead it straight to the unemployment line.  

Leadership comes in wide array of varieties, but all varieties are comprised of the same ingredients.  Leadership Matters, by Anne W. Ackerson and Joan H Baldwin, breaks down museum leadership styles into the self-aware leader, the authentic leader, the courageous leader, and the visionary leader.  Despite the differences in names, all are leaders with the prospect of success but with different approaches.   Vision, organization, risk assessment, communication, team building, accountability, comprehensive thinking, flexibility, and so many more attributes comprise the twenty-first century leader. 

Leadership is often confused with those who are strong minded, vocal, and decisive.  This could also be called hard-headed, spoiled, or just generally not a leader.   While these qualities are appropriate at times, in the museum environment there is another important skill for leaders to master.  When staff, boards, volunteers, stakeholders, audiences, and entire communities are involved, listening is a critical skill.   It is not only a necessity for smooth operation, it is also good for the leader’s sanity.   This is not just for administration, but for the entire organization.   The idea of one or a few peoples’ ideas being the identity of the museum were left behind in the previous millennia. Not every aspiring museum professional will end up in administrative roles, but it is important for all museum professionals to have at least a base line knowledge about museum administration and the ability to exhibit leadership attributes when needed.  Every position, every day, in every way makes a difference and there are a lot of eyes watching.