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Innovative Leadership in a ... Museum?

Presentation deck from December 16, 2016 session at Best Buy. Topics included: Do Museums Matter, Leadership, Org Structures, Models (Lean, Agile, Radical, Open), Innovation, Change, Resistance.

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Innovative Leadership in a ... Museum?

  1. 1. Innovative Leadership in a … Museum? Douglas Hegley, Minneapolis Institute of Art
  2. 2. Douglas Hegley Director of Media and Technology Minneapolis Institute of Art @dhegley Image Soure:
  3. 3. Psychology? This leadership strategy needs some serious analysis
  4. 4. Image source:
  5. 5. Do Museums Matter? Story power Leadership Talent Strategy Lean – Agile – Radical – Open Org Structures Innovation – Change - Resistance Q & A Robert Delaunay , Saint-Séverin, 1909, Minneapolis Institute of Art, The William Hood Dunwoody Fund, 47.7 Session Overview
  6. 6. Warning: He talks really fast!
  7. 7. Image source: Do Museums Matter?
  8. 8. 8 Stuff Safe Studied Shared
  9. 9. Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, 2010.51.2, Minneapolis Institute of Art
  10. 10. “ … experiences of awe redefine the self …” + Connection + Cooperation + Sharing + Giving From “Why do We Experience Awe?” New York Times, May 22, 2015
  11. 11. Language processing Language comprehension Smells Emotions Emotional reactions Memories Motor cortex Visual Images Your Brain on Facts Your Brain on Stories The Magic of Narrative
  13. 13. Image source: Museum Leadership: Why Change?
  14. 14. Competition is Fierce (and it’s not museum versus museum)
  15. 15. VUCA Volatility Uncertainty Complexity Ambiguity Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1
  16. 16. VUCA – Museum Examples Volatility – Endowment funds and the recession Uncertainty – “Treasures of King Tut” suddenly coming to town Complexity – Explaining attendance changes, too many variables Ambiguity – Shifting tactics that are not aligned with strategy
  17. 17. VUCA prime Vision – purpose is greater than a perfect plan Understanding – listen so that you can respond Clarity– see through the fog, respond to what matters Agility – communicate and change quickly Adapted from
  18. 18. Leadership with a Capital L
  19. 19. “One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.” - Peter Drucker Image source:
  20. 20. Adapted from:
  21. 21. Adapted from:
  22. 22. Adapted from:
  23. 23. Talent Strategy Source:
  24. 24. 29 Clones Image Source:
  25. 25. Diversity, Inclusion, Equity, Accessibility
  26. 26. Gender Culture Race Ethnicity Generational / Age Cognitive style Background And so much more … No two people are exactly the same …
  27. 27. A diverse workplace is a more-effective workplace • Better financial outcomes • Better problem-solving • Easier access to wider array of resources • Better aligned with increasingly diverse customer base • But: hiring just to fill quotas doesn’t work Source:
  28. 28. 1. Orgs want to reduce bias 2. But keep using the same diversity efforts 3. Those efforts don’t work 4. Most try to control behaviors by policing managers 5. Some studies show that approach makes it worse 6. Instead, effective programs engage staff in developing solutions, increase their contact with women and minorities, and tap into the desire to look good to others
  29. 29. Quartet of Capital L Leadership Lean Agile Radical Open
  30. 30. Lean
  31. 31. 37 A Lean organization: • Efficient • Decentralized • Unpredictable • Still manageable Image source:
  32. 32. 38 Validated learning (build – measure – learn) Less upfront investment Fewer spectacular failures Image source:
  33. 33. Agile
  34. 34. What makes it Agile? Image source: Fast Tests things Collaborative Responsive Iterative
  35. 35. 41 Image source: Agile Methodology • Active user involvement • All stakeholders collaborate & cooperate • The Team is empowered to make decisions • Requirements are lightweight and visual • Start small, iterate incrementally • Deliver frequently Adapted from:
  36. 36. Radical
  37. 37. 43 Key Concepts of Radical Leadership 1. Focus ALL work on delighting the customer 2. Be TOTALLY OPEN about impediments
  38. 38. Radical Leadership is based on  Clear & frequent communication  Authenticity  Open-ended discussions with deep listening  Trust Image source:
  39. 39. What’s so radical about it? No ‘boss’ hoards power jealously No ‘boss’ treats others as things to be manipulated Image source: NO
  40. 40. What’s so radical about it? No ‘boss’ hoards power jealously No ‘boss’ treats others as things to be manipulated Image source: NO Adapted from: Instead, a Radical Leader • shares power • puts others first • mentors & supports • gives credit Servant Leadership!
  41. 41. Open
  42. 42. 48 Image source:
  43. 43. Image Source:
  44. 44. Image Source:
  45. 45. 51 You can’t handle the truth!
  46. 46. Re-cap: Lean approach Agile methods Radical leadership Open organization
  47. 47. So … Does that describe your workplace?
  48. 48. Traditional Organizational Management Models Persist
  49. 49. 55 Look familiar?
  50. 50. 56 Image Source:
  51. 51. Image Source:
  52. 52. 58 Small World Networks: The Next Phase of Business Evolution
  53. 53. MCN 2016059 Small World Network Ecosystem, Simplified Museum Model Marketing Registration Exhibition Planning Digital Experience Team Media Production
  54. 54. Three Key Aspects: Teams Transparency Innovation
  55. 55. Teams: Self-organization is a Critical Success Factor
  56. 56. • Don't wait for a leader to assign work – increases ownership and commitment • Manage their own work as a group • Benefit from mentoring and coaching, but not from command & control • Communicate most with each other • Suggest innovative ideas & improvements • Normally become high-performing, with greater job satisfaction Adapted from: Principles of Self-organizing Teams
  57. 57. Transparency ReneMagritte ThePromenadesofEuclid, 1955 MinneapolisInstituteofArt 68.3
  58. 58. Radical Transparency Definition: Use of abundant networked information to access previously confidential organizational process or outcome data adapted from (emphasis mine) M.C. ESCHER (Dutch, 1898-1972), Hand with Reflecting Sphere, 1935, lithograph 12 Courtesy of The Walker Collection
  59. 59. Unknown Artist Figure of a Confucian Sage, (China, 17th century) Gift of Leo A. and Doris Hodroff, 96.147.52a,b Minneapolis Institute of Art “… the idea of everyone knowing everything, could actually be a major driver of increased organizational performance … the biggest reason companies fail is because people lose focus and get off track”. - Ryan Smith and Golnaz Tabibnia Adapted from: (emphasis is mine)
  60. 60. Transparency is NECESSARY for Success “It’s really about transparency. If you have information, you can’t hoard it. I have only seen excellence achieved … when everybody had the same fact set”. - Dottie Mattison, CEO of Gracious Home New York Interviewed by Adam Bryant for NYT Corner Office, April 3, 2016. (emphasis is mine) Image Source:
  61. 61. 67 INNOVATION via empowerment “When you don't have to ask for permission, innovation thrives.” Steven Johnson Where Good Ideas Come From Image source:
  62. 62. 68 Imagesource:
  63. 63. 69 The Art of Boxing by George Bellows, the National Gallery of Art Image source:'s.jpgImage source:
  64. 64. 70 The Art of Boxing by George Bellows, the National Gallery of Art Image source:'s.jpgImage source: Mindset Senior Management Commitment Decision-making Conflict
  65. 65. The Art of Boxing by George Bellows, the National Gallery of Art Image source:'s.jpg Fixed vs. Growth Mindset
  66. 66. 72 Leaders: Fixed Mindset Growth Mindset Are responsible for The company and its systems The people Need to Make assignments Define Purpose Seek Subordinates who OBEY Partners Each day Monitor performance Share & inspire Motivate by Promotion or termination Enabling & empowering View staff as Needing to be controlled (except Stars, who are privileged – at least until they get burned out) Trustworthy and powerful Leaders Through the Lens of Mindset
  67. 67. 73 The Art of Boxing by George Bellows, the National Gallery of Art Image source:'s.jpg Staff is Excited, Management … Not So Much Image source: Image source:
  68. 68. High High (Hard) Low Low (Easy) Importance, Via STRATEGY Difficulty, via practical REALITY Decision-Making
  69. 69. Cool Blue Red Flag Green Light Gray Fog High High (Hard) Low Low (Easy) Importance, Via STRATEGY Difficulty, via practical REALITY Decision-Making
  70. 70. Cool Blue Do a select few Seek funding & partners (We wish we could do them all) Risk: Too many at once (saying yes to everything) Red Flag Do only if necessary Stop! (or proceed with extreme caution) (We wish we could have none) Risk: Bogs down & exhausts resources Green Light Do these fast Make a prioritized list, get moving (We wish there were fewer) Risk: Resources pulled away from Cool Blue Gray Fog Do only if there are resources “Busy work” or dreamy distractions (We wish we had more time) Risk: People fall into it , esp. in times of stress High High (Hard) Low Low (Easy) Importance, Via STRATEGY Difficulty, via practical REALITY Decision-Making
  71. 71. The Art of Boxing by George Bellows, the National Gallery of Art Image source:'s.jpg Conflict
  72. 72. 78 Hint: If you ignore conflict, it will NOT go away 1. Practice calm – don’t escalate 2. Listen deeply to understand 3. Find common ground 4. State fact with tact 5. Focus on the problem, not the person 6. Don’t accuse – ask in order to investigate, not to interrogate 7. Look ahead, not back 8. Confidence matters (even if you fake it until you make it) 9. Recognize stepwise successes
  73. 73. Image Source:
  74. 74. A Suggested Reading List
  75. 75. “I feel like I’m working at a 100-year old start up.” - Tim Gihring, Mia Brand Narrator 1915 2015
  76. 76. Thank you! Questions? @dhegley