Arts Intranet

In 2011, while pursuing my graduate degree in Arts Administration at Savannah College of Art and Design (SCAD), I came across Managers of the Arts, an NEA research study conducted in 1987 by Paul DiMaggio. In this report he examined the backgrounds, education, and career experiences of senior arts administrators of resident theaters, art museums, symphony orchestras, and community arts agencies. While this report is almost 30 years old, DiMaggio highlighted some key points that are important for attracting and retaining arts managers, which included:

• Raising salaries in fields in which administrators are least well paid.
• Establish somewhat more predictable career paths that offer the promise of further opportunities to administrators who reach the top of large or medium-sized organizations relatively early in life.
• Offer more equal opportunities to women managers who pursue careers in these fields.

Like many urban areas across the country, much is booming in Atlanta: real estate, food culture, and a hunger for public transit and public spaces. Along with the renewed investment in Atlanta’s urban core, there is a building momentum around the role arts & culture play in civic life. Of course there’s a downside to the “upswing” as Atlanta faces some of the country’s most pronounced income and wealth inequality gaps. The disparity is real in Atlanta – and the arts are not immune, falling right in line with housing and education disparities, lack of access to healthy foods, and economic immobility.

While some our most conventional cultural institutions are searching for ways to discuss and address the issue of cultural equity, I am inspired by emerging leaders in Atlanta whose core purpose is rooted in cultural equity values.

How does one lead by an example that is still evolving, or in many instances simply doesn’t exist? As a young black woman in the arts, this has proven to be the ongoing topic of many conversations amongst my peers and myself. Decades have been spent sorting through lack of diversity in the arts sector, and people of color pursuing their passions as artists and administrators alike are still faced with a lack of representation and guidance around what the future of these roles look like within the field. Most recently I’ve found myself questioning how to explore my individual path in a way that feels productive and healthy, while also understanding how that impacts my future pursuits and leadership role(s).

Last week I met with local arts advocate Julie Madden to discuss some of her career experiences in the arts. I was lucky to have met her just a few weeks prior at Arts Advocacy Day in Washington, DC. It just took one exchange to realize that we not only represent the same congressional district, but we actually live down the street from one another! I was so happy to meet with her and to hear the wealth of stories and advice to share. Since 1998, Julie has served with Maryland State Citizens for the Arts and in 2002 became a board member of the Maryland State Arts Council. Additionally, she has served on The Baltimore Museum of Art's Accessions Committee for Decorative Arts and as Maryland's Director of Arts and Community Outreach.

You have to be resilient to be in arts management. Period. This required resilience goes double for emerging arts leaders of color and the people who want to see them do well. As an educator and consultant, I am sometimes asked to speak about diversity in our field. After these talks I hear from two types of people: arts administrators of color who are on the spectrum of “I know, right?” to “let’s laugh together about this ridiculous thing that happened to me–or else I’ll cry” (I buy the latter drinks, when possible) AND I hear from potential allies who want to know how to be helpful.

What follows are a smattering of things that I have said to both groups–as the discussion for one group is usually an inverse image of the discussion with the other. I offer these lessons I have learned (usually, the hard way) as fodder for further discussion, and a moment for us to strategize before we go back out into the fray.

“You need to pay your dues.”

This statement has always hit a nerve with me. Not because I don’t believe there is some truth to it, but because I believe that it focuses on a problem and not a solution. This often means that the task of “paying one’s dues”, which can be defined as “you need more experience,” is forced upon the emerging leader with no assistance and no direction provided. Decision making is for those with experience, for valid reasons, but what I question is how organizations help provide that much-needed experience to their emerging leaders.

How does cultural identity impact arts leadership?

“We really need someone who’s more out front, who relishes the spotlight, who can shake the hands and kiss the babies.” (A major donor)

Let us picture the figurehead of an organization. The lighting rod. The glad-handing executive, the creative dynamo, the visionary. The confident and outspoken advocate with the answers. Is that what we want from a leader? Can that be anyone, any gender, any age (within reason), any race? Can it be a senior black woman? A young disabled veteran? Can that be a third-generation Asian-American, like me?

Welcome to the annual Emerging Arts Leaders Blog Salon!  We asked over a dozen emerging leaders to reflect and respond to this year’s Arts Leadership Preconference theme: “Impact without Burnout: Resilient Arts Leadership from the Inside Out”. In the coming days you will read about the work of some of these leaders and their advice to the field.

To kick things off, I asked Beth Kanter, the lead facilitator and curator for this year’s Arts Leadership Preconference, four questions to help us define and better understand the concepts behind resilient leadership.

It’s been a few months since I joined the Americans for the Arts team and I've had the opportunity to learn a lot about the interesting and diverse work that you're doing and how our tools, resources, and member network are helping you get it done.

We often share your stories in our member e-newsletter Monthly Wire, but I wanted to dig a little deeper into some of your projects and programs and really get to know your work. I'll be jumping in periodically to share what I'm learning about member activity so that you can get to know each other a little better and to find some new, creative ways to use your membership!

In 2011, I came across a professional development program that was centered on connection, peer learning and “real talk,” Emerging Arts Professionals San Francisco/Bay Area (EAP/SFBA) was a new home for me as I entered the full time arts admin workforce. I was drawn in by the brilliant and compassionate people who represented experiences along the career spectrum, were not afraid to hold space for each other to have tough conversations about work, life, and the field. I share this because the Arts Leadership Forward report reflects EAP/SFBA conversations and I see the connection between Hewlett’s recommendations and successful pilot projects around the region.

It’s safe to say the arts leadership landscape is changing. Given the external societal changes such as late-career professionals postponing retirement, highly-educated millennials entering the workforce poised to make meaningful contributions, and a more culturally diverse group of emerging leaders, arts organizations must recognize the urgency of these challenges and determine what structural changes or model implementations they will make to reconcile these forces impacting leadership in the arts sector.

In Moving Arts Leadership Forward, it is important for organizations not to remain stagnant. They must understand the state of the arts sector and realize that change is both imminent and inevitable. Working in stagnation will stunt the growth of the arts administration ecosystem, particularly if early- and mid-career leaders are underutilized and arts organizations are left unable to serve their constituents to their full capacity. How will these emerging leaders be able to have real impact within their organizations with limited influence in the workplace?

Congratulations and appreciation to our colleagues at The William and Flora Hewlett Foundation for this thoughtful, action-provoking report, Moving Arts Leadership Forward. It describes A Field at Risk. Or, to use a phrase coined by the International Futures Forum in the U.K., we have a conceptual emergency. Some key concepts from the report:

• P. 15: Failure to take into account these dramatic changes in the larger landscape could result …in decisions that inadvertently reinforce the status quo, leading to stagnation in the sector.
• P. 1: The change required is in many ways antithetical to the more traditional form of leadership that our sector currently embraces.
• P. 10: Most executive leaders express a desire to change organizational culture to be more inclusive of generational expectations, but feel they lack models and the support for doing so.
• P. 10: Increasing cross-generational leadership across the field would help it better reflect—and maintain relevance in—a continually diversifying environment.
• P. 14: No longer feasible for one leader alone to manage and respond to the increasingly complex and changing environment.

“Every artist was first an amateur” – Ralph Waldo Emerson

When invited to write a blog response to the Hewlett Foundation report on arts leadership, I jumped at the opportunity. Along with my professional and civic interest in advancing leadership models that work across various lines of social difference, it is a topic around which I have feelings and thoughts.

As a 33-year-old executive director of an organization I co-founded while in college, who has no academic training in arts administration and has only held one job as an adult, I read the Moving Arts Leadership Forward report as timely for my career and interests. I can say with candor and hope that it is my desire to remain as the leader of WonderRoot for decades to come—but I would only dream of this so long as my leadership continues to advance the mission of the organization and the people it seeks to serve.

It’s not breaking news that America is in the midst of major change due to an aging and diversifying population. And it’s not unusual to be in conversations about how those changes are impacting the leadership of our nation’s nonprofit arts organizations. As the new William and Flora Hewlett Foundation report indicates, economic pressures and shifting demographics have led to cross-generational workplaces that require new strategies for building deeper appreciation for the range of voices and experience that exist within our organizations.

In the new Hewlett Foundation report, Moving Arts Leadership Forward: A Changing Landscape, John McGuirk, Hewlett’s Program Director for Performing Arts, urges the arts field to reimagine leadership. The report summarizes Hewlett-supported research and previews their new goal to broaden the Foundation’s arts support to embrace cross-generational leadership and advance shared values of diversity and innovation. The findings and recommendations are strategically intended to prepare the field “for a future that is rushing toward us.”

This report treats diversity as an inevitability. This is true when it comes to demographics–we are all familiar with the statistics about how the country is becoming more racially diverse. However, true diversity (including age, gender, physical ability, and race) is not inevitable when it comes to working and advancing in our field. Numbers do not change power structures–marginalized people often outnumber those in power. It is the assumption that diversity will magically happen that permits some leaders within the field to sit idly by while the sector disenfranchises and loses quality talent. Change is not a passive process.

As the latest report from the Hewlett Foundation points out, “The nonprofit arts sector is at a critical inflection point…” While there is risk in every path we choose to move forward, I believe great opportunity lies in collaboration between an older generation that worked tirelessly to build the current set of organizations and a new, hungry and highly skilled generation of arts administrators, ready to tackle today’s new challenges.

Ultimately we must solve the problem of how a field limited by funds and vertical job mobility, harness and retain talent? The findings suggest a need for a national discussion about redefining the role and meaning of leadership and how it affects the structure of our organizations. Distributed leadership is proposed as one solution to our current risk of losing emerging talent. I would also add cultivating the learnable skills leaders use. With both these ideas at work, I believe we can unlock value buried in the untapped human capital in our field.

What do we expect of the next generations of arts leaders? Do we want them to “fix” the ailing nonprofit operating model, or do we want them to blow it up and invent new modes of creating and delivering arts experiences? The answer is yes. 

The existing nonprofit arts system, with all its limitations and inequities, is capable of creating transcendent aesthetic experiences. Visionary leaders in some organizations have been applying diligence and innovation to expand the reach and public value of their programs. At the same time, as has always been the case, artists and arts entrepreneurs entering the field are pulling inspiration from the wider environment and making up new versions of arts experiences and organizational structures.

The William and Flora Hewlett Foundation’s new report, Moving Arts Leadership Forward, describes a changing arts leadership and workforce. Americans for the Arts, in partnership with the Hewlett Foundation, has asked a diverse group of arts leaders to respond to the report’s findings and the recommendations it makes for the field. In the next couple of days we will be hearing their responses and hope we will be hearing from you in the comment section.

As the March 13^th deadline approaches for the 2016 Annual Awards, we were curious about the careers and lives of some of our very first recipients. As you read about these past winners, remember you can nominate someone (or yourself!) to join their ranks.

There’s a lot of talk these days about bringing creativity to the workplace, but what exactly does that look like?

My brother and I started a consultancy dedicated to making the creative practices of artists accessible to anyone, anywhere. This means that we spend an unusual amount of time (for artists, that is) with executives in industries like aeronautics, energy and pharmaceuticals. In fact, when we ask any room of executives–with specialties in operations, compliance and engineering–if creativity is essential to the success of their company, the overwhelming majority, and I mean 99%, of the group will raise their hands. I wrote more about this on ArtsBlog last month.

They have been told to think big and innovate, get outside of boxes and comfort zones, but no one has given instructions for how to do this. We say, “It’s easy, all you need to do is commit to practicing a little every day!” For many this just feels like one responsibility on the never ending to-do list. However, we know that even a short experience with creative practice can have powerful effects.

Happy New Year from all of us at Americans for the Arts! Together our work has helped transform America’s communities through the arts.  

Share with ARTSblog readers one way the arts helped transform your community in 2015, in the comments below and on social media! Tag us @Americans4Arts.

Congratulations on your success in 2015! We look forward to an exciting and productive New Year.

As an emerging leader in my late 20s and early 30s, I was desperate for a chance to be heard. I sought out opportunities to get involved with organizations and groups that would both connect me to other people in the field and allow me chances to organize, empower, and lead others. I had ideas. I wanted to share them. And I wanted to learn in the process. As the sun set on my emerging leader status—though I’m not sure exactly when that started happening, just when it was over—I had a pretty stark shift in my attitude about leadership. I found I wasn’t hungry for it anymore—not in the same way, at least.

I first met Jessica Wilt 5 years ago. She and I were both new to Americans for the Arts...I was a new staff member and liaison to the arts education advisory council, and Jessica was a newly minted council member.

Jessica immediately took a leadership role within the council, helping us craft a strategic plan for arts education at Americans for the Arts. Her leadership in arts education in New York City gave her plenty of expertise in arts education planning. Jessica was a tap dancer and teaching artist. She worked in the education departments at Dance Theater of Harlem and Flamenco Vivo Carlota Santana. She served on the Leadership Committee of the New York City Arts in Education Roundtable and was a school board member for VOICE charter school.

I returned home from the Americans for the Arts 2015 Annual Convention in June with information and ideas swimming in my head, and hope rising in my heart for the optimistic future of arts education. There are numerous areas of the country where great things are happening to provide access to quality arts education for all children in a district, city, or county, depending on the location and size of the program.

This past June, I had the opportunity to present at the first Cultural Equity Preconference at the 2015 American for the Arts (AFTA) gathering in Chicago, IL. Over 100 people spent three rigorous days thinking about art, diversity, and their own communities. Each presentation created space for me to consider, reflect, and question. From chats over lunch about gay zombie theater to bus rides investigating the urgent need to include dialogue about ability and accessibility in social justice movements, every interaction was steeped in expansive conversations.

Americans for the Arts Annual Convention (AFTACON) regularly draws thousands of members of the arts world to one location for a whirlwind four days of workshops, recognition, plenaries, and arts excursions in some of the most incredible and dynamic cities in the country. There is never enough time to attend all the sessions I’m interested in. They all offer an insight into how art influences our economy, education, and communities – and how we visualize and interpret our world.

Editor’s Note: Ashley McDonald, Membership Associate at Americans for the Arts, interviewed our member Felicia Shaw about her work in the arts field. At the time of this interview Felicia was in the process of transitioning from her role as interim executive director of Young Audiences of San Diego to her new role as executive director of the Regional Arts Commission (RAC) in her hometown of St. Louis, MO.

AM: Can you describe your role at St. Louis Regional Arts Commission (RAC)?

FS: My job at RAC will be to assume the leadership role of a local arts agency that has had an impressive 30-year history of growing the arts and culture community throughout the St. Louis region. I’ll be working to preserve the vitality of a successful organization that is ready to grow to the next level, particularly at a time when St. Louis is turning the corner and looking to the future. I am charged with establishing a vision for RAC and strategically moving the organization forward in a new and impactful way for the next decade and beyond.

At the Americans for the Arts 2015 Annual Convention, I was honored to accept the 2015 Public Art Network Award on behalf of the Association for Public Art (aPA) and also the early innovators who guide our work today. I am acutely aware that as the nation’s first non-profit public art organization, aPA has a unique 140+ year legacy. While we do not operate in the same environment as government agencies, I believe that recognizing our shared public art legacy can fortify our position by imparting clarity, credibility, and clout.

So who were those civic-minded people who founded and supported the Fairmount Park Art Association (now the Association for Public Art) and established the earliest percent for art programs in the United States?

I was thrilled to sit in on the “Vocabulary for Arts and Arts Education” session at Americans for the Arts' Annual Convention this year. All three presenters—Christopher Audain, Kevin Kirkpatrick, and Margy Waller, along with moderator Margie Reese—were all on point for the session and I perhaps overtweeted in my enthusiasm over what they shared.

As I left the session, I started focusing on what Kevin presented on changing the conversation about arts and culture. Arts Midwest recently released the study Creating Connection: Research Findings and Proposed Message Framework to Build Public Will for Arts and Culture, which examined how existing attitudes and values of our audiences connect with our field’s message output. The study suggests reframing arts activity to be “creative expression” will have a more effective connection to broader audiences, and that connecting with others, with their families, and with their inner selves is their largest motivation for participating in arts and culture.