On Gratitude and Finding the Urgency in Museum Leadership
Our readers: So far, in 2018 there are 49, 019 of you from from 144 countries. Writing a weekly blog has its lonely moments so it's inspiring to look at the Wordpress map and think we speak to you half way around the world if only weekly, and only through the magic of the Internet. It's equally gratifying to attend a conference and meet people who read Leadership Matters. So thank you all.
Our students, mentees, and others: Working with you is always a pleasure. We always learn--if not something new--then we deepen our understanding through your questions, your research, and your enthusiasm.
Our museum colleagues and friends: You know who you are. Anne Ackerson calls them her posse. Other people refer to them as their kitchen cabinet. Whatever you call them, they know where true north is. They offer advice without being patronizing. They ask the hard questions. They empathize. They always answer when you ask a hard question.
Last, we're thankful for guest writers. If you yearn to write for something with a loyal following of readers; if you are wrestling with a leadership issue or think you've found the perfect solution; if issues around pay, gender, intersectionality or people getting promoted beyond their capabilities set your hair on fire, let us know. Send us an idea, a pitch, and a writing sample, and we'll get back to you ASAP.
********** One quick thought that came up in this week's Johns Hopkins Museum Studies Class: the idea of urgency and leadership. Students discussed the necessity for leaders to identify what on an organization's plate is really urgent as opposed to daily life. Often leaders cluster at either end of the spectrum: Those for whom everything is drama--from the paper towel selection in the restrooms to the number of exhibitions annually--and those for whom there is never urgency, the ones for whom life just happens. Perhaps you have worked for leaders in one of these camps. Both are wearying. The all-drama, all-the-time folks must wonder why their staff never seems energized, but it's likely because they can't tell the difference between real urgency and nitpicking. For those whose leaders never define urgency, there is a massive sense of disconnection. Deadlines don't matter and nothing is connected to anything else. In some sense all leaders must be visionaries. It's their job to see into the future, to sort the excruciatingly important from the negligible, and communicate that information to staff. It's also their job to check-in, to make sure what's important gets done, and done in a way that everyone is proud of. Those of you who work for leaders or boards who can strategize the future, sort the important from the not-so-important, know there's a grace about the way your work happens; energy isn't expended where it's not needed. And for that, there's a lot to be thankful for. To all of you in the United States, a Happy Thanksgiving, and for those of you elsewhere, our best wishes. Be in touch especially if you'd like a guest writing spot. Joan Baldwin