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Leadershipsuccession Session1


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Leadershipsuccession Session1

  1. 1. NYS ARTS presents ArtsForward Leadership Training Webinar & Blog Series Leadership & Succession In the Arts Instructor: Alene Valkanas Session One What do Current and Future Arts Leaders Need to Succeed? This program is made possible with support from American Express Foundation and the New York State Council on the Arts, a State Agency
  2. 2. What do Arts Leaders Need to Succeed? <ul><li>Our Leaders are leaving their posts </li></ul><ul><ul><li>Does the next generation want to lead? </li></ul></ul><ul><ul><li>Are they prepared? </li></ul></ul><ul><ul><li>Are boards prepared to make good hires? </li></ul></ul><ul><ul><li>What are the opportunities for retiring execs? </li></ul></ul><ul><ul><li>Does the culture have to change to meet the needs of the new generation? </li></ul></ul>
  3. 3. Three Studies Reveal Similar Findings <ul><li>Arts Alliance – Succession – Leadership for the 21 st Century </li></ul><ul><li>First Generation of arts nonprofits retiring </li></ul><ul><li>Most learned on the job </li></ul><ul><li>Only 5% of organizations have a succession plan in place </li></ul><ul><li>Organizations lack staffing depth to develop leaders within </li></ul>
  4. 4. Do arts professionals like their jobs? <ul><li>SOURCES OF SATISFACTION </li></ul><ul><li>EL </li></ul><ul><li>Artistic reputation </li></ul><ul><li>Art/community mission </li></ul><ul><li>Relationships </li></ul><ul><li>Job Satisfaction Findings </li></ul><ul><li>ED – 76% EL – 78% </li></ul><ul><li>ED </li></ul><ul><li>Mission </li></ul><ul><li>Relationships </li></ul><ul><li>Engagement w/Art </li></ul>
  5. 5. Do arts professionals like their jobs? <ul><li>SOURCES OF DISSATISFACTION </li></ul><ul><li>ED </li></ul><ul><li>HIGH </li></ul><ul><li>Organizations Finances </li></ul><ul><li>Stress/Long Hours </li></ul><ul><li>Fundraising </li></ul><ul><li>Unhappy with staff </li></ul><ul><li>LOW </li></ul><ul><li>Conflict with board </li></ul><ul><li>Low compensation </li></ul><ul><li>Isolation </li></ul><ul><li>EL </li></ul><ul><li>HIGH </li></ul><ul><li>Organizations Finances </li></ul><ul><li>Stress/Long Hours </li></ul><ul><li>Unhappy with Management </li></ul><ul><li>Low Compensation </li></ul><ul><li>LOW </li></ul><ul><li>Funding programs </li></ul><ul><li>Conflict among staff </li></ul><ul><li>Personnel problems </li></ul>
  6. 6. Focus Group Findings <ul><li>Racial Barriers hamper minority progress </li></ul><ul><li>Arts management degrees carry both pros and cons </li></ul><ul><li>Professional development can be hard to come by </li></ul><ul><li>Mentors are important but rare </li></ul><ul><li>Lack of exposure to board hinders advancement </li></ul><ul><li>Emerging leaders are dedicated to the arts </li></ul><ul><li>The starving artist is an idea whose time has passed </li></ul><ul><li>Professional performance must command fair compensation </li></ul><ul><li>There’s no clear path to moving forward in the arts </li></ul><ul><li>Structure encourages turnover </li></ul>
  7. 7. What can we do? <ul><li>Make leadership transition a more visible issue </li></ul><ul><li>Make information about succession readily available </li></ul><ul><li>Become an advocate for professional education </li></ul><ul><li>Create opportunities for person-to-person assistance </li></ul>
  8. 8. Focus Groups Recommendations <ul><li>Current Leaders Must </li></ul><ul><li>Provide young artists with info about arts management careers </li></ul><ul><li>Reward the skills developed in arts management degree programs </li></ul><ul><li>Provide mid-career challenges and growth expertise </li></ul><ul><li>Provide opportunities for professionals from the corporate sector to learn about arts management </li></ul><ul><li>Accept some attrition as inevitable & provide mechanisms for those who leave paid positions to stay connected </li></ul><ul><li>Create support systems for new leaders to help overcome the stress and isolation </li></ul><ul><li>Encourage mentoring and communication among all levels of the field </li></ul>
  9. 9. – Daring to Lead <ul><li>Massive Turnover – Boomer Retirement </li></ul><ul><li>76% plan to leave in 5 years </li></ul><ul><ul><li>5 Arts service organization leaders departed in last 5 years </li></ul></ul><ul><li>Half of social service organizations are still led by founders </li></ul><ul><li>Leadership gap expands with smaller population of Millenials </li></ul>
  10. 10. Majority of executive directors will not do it again! <ul><li>Challenges of the Executive Director Job </li></ul><ul><li>Dissatisfied with Boards of Directors </li></ul><ul><li>Financial Management and Fundraising – least favorite aspects of job </li></ul><ul><li>73% say fundraising most desired partnership area with Board </li></ul><ul><li>Many admit to making significant financial sacrifices </li></ul>
  11. 11. Rewards of the Job <ul><li>Working for organizations that change lives of individuals and communities </li></ul><ul><li>A level of autonomy </li></ul><ul><li>Wide variety of tasks and responsibilities </li></ul><ul><li>Opportunity to work in constructive partnerships </li></ul>
  12. 12. Compasspoint – Ready to Lead <ul><li>Follow up study to Daring to Lead </li></ul><ul><li>Largest national study to date </li></ul><ul><li>Profiles 6,000 emerging leaders across country </li></ul>
  13. 13. What did They Learn? <ul><li>One in three aspire to be an executive director someday </li></ul><ul><li>A higher percentage among people of color </li></ul><ul><li>Nonprofit Sector desirable place to work for social change </li></ul><ul><li>Pipeline filled with highly educated and committed individuals </li></ul><ul><li>Most feel they have meaningful and satisfying work </li></ul>
  14. 14. The Barriers <ul><li>Lack of Work/Life Balance </li></ul><ul><li>Nonprofit salaries and lifelong earning potential </li></ul><ul><li>Lack of mentorship and support form incumbent executive directors </li></ul><ul><li>Inherent nonprofit structural limitation </li></ul><ul><li>Prevailing executive director job description unappealing to next generation of leaders </li></ul>
  15. 15. Recommendations to Current Executive Directors, Next Generation Leaders, Boards of Directors, and Funders <ul><li>Current Executive Directors </li></ul><ul><ul><li>Replace dated power structures </li></ul></ul><ul><ul><li>Help staff build strong external networks </li></ul></ul><ul><ul><li>Be a mentor </li></ul></ul><ul><ul><li>Be a good role model </li></ul></ul><ul><ul><li>Pay reasonable salaries and provide benefits </li></ul></ul><ul><ul><li>Engage in succession planning </li></ul></ul><ul><ul><li>Recognize generational differences </li></ul></ul>
  16. 16. Next Generation Leaders <ul><li>Take control of your career </li></ul><ul><li>Develop broad management expertise </li></ul><ul><li>Join a board </li></ul><ul><li>Find a mentor </li></ul><ul><li>Work with a coach </li></ul><ul><li>Recognize and respect generational differences </li></ul>
  17. 17. Board of Directors <ul><li>Pay reasonable salaries and provide benefits </li></ul><ul><li>Ensure robust leadership beyond the executive director </li></ul><ul><li>When hiring – get out of your cultural comfort zone </li></ul><ul><li>Recruit young leaders to serve with you </li></ul>Funders <ul><li>Support leadership and training programs </li></ul><ul><li>Ask the question </li></ul><ul><li>Don’t be part of the problem </li></ul>
  18. 18. The Ideal Executive Director drawn from focus groups – IL Arts Alliance Succession: Arts Leadership for the 21 st Century <ul><li>Honor the Mission </li></ul><ul><li>Stay Stategic, Focus on the Big Picture </li></ul><ul><li>Look Outward, Not Inward </li></ul><ul><li>Be an Excellent Fund – Raiser </li></ul><ul><li>Be Muliti-dimensional </li></ul><ul><li>Work Well With People </li></ul><ul><li>Hold Up Under Pressure </li></ul><ul><li>Be An Excellent Financial Manager </li></ul><ul><li>Be Motivated by Intangible Rewards </li></ul><ul><li>Be Ego-driven, But Only a Little </li></ul>