Coaching and Leadership for Arts and Culture


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This is a glimpse about what could be taken from the usual coaching training for the arts and culture sector professionals. It also shows the main differences between regular people who's coached from us.

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Coaching and Leadership for Arts and Culture

  1. 1. Coaching and Leadership Vincent Van Gogh Starry night - 1889For Arts and Culture
  2. 2. Coaching in all of usIt comes from the word “coach”, from foot-ball trainings,in order to give the best a person has, to do the best incertain chores.• It’s a process which requires time.• It’s an accompaniment not a solution.• Mostly performed by HR experts and psychologists.• Coaching acts in long term, with effects for the short term.• Coaching means to know ourselves better to do better.
  3. 3. ¿Which areas does it work?• Effective leadership.• Time administration.• Persuasion and influence skills.• Behaviour problems.• Delegate and control skills.• Asertiveness (communication).• Motivation and team handling.• Stress management and interpersonal relationships
  4. 4. We’re people quite… different How do you imagine yourself by the following 5 to 10 years? I hope to be happy A successful career, with my life and art managing my company’s and well, you never most important division,know what life comes economically stable and up with… you never very happy with my life know… and family and,… Any regular industry worker answer.A very possible answer from us Amedeo Modigliani. Portrait of Paul Guillaume – 1916.
  5. 5. ¿Who we are and where we are going?• How much sensible we are with the things we do and the things we live with? Ballets Trockadero from Montecarlo• How much receptive is the outer world we communicate with?
  6. 6. Sensibility“Sensible” by Art Fuzion We are sensible people. Not just sensibility for arts. Also physically. And that… makes us different, quite different.
  7. 7. Keys for a good attitude • All people are creative. • Beliefs could be change. • Creativity’s expression in not ego’s expression. • Taking risks is good if you want to grow. • Interpersonal relationships  public relations.• Know your own creativity and support on others. • Respect own and other’s differences.
  8. 8. Keys for action• Creative and practical change process.• Order and clear ideas.• Define goals.• Creativity for stress and anxiety.• You are not alone and there is not a single one responsible.• Time dedicated with quality.• Measure results by schedule.
  9. 9. ¿Am I an entrepreneur or a manager?• Do I have creative ideas?• Do I like to propose solutions?• Am I afraid to failure?• Do I have good relationships with my team?• Do I learn from my mistakes?• Do I trust in an equal negotiation?• Do I take risks? Do I share it?• Do I get easily adapted to change?
  10. 10. LeadershipFor Arts and Culture
  11. 11. Leadership effects… The success for a culture initiative is linked to an organizational process, as a product by the synergy among the team members as well as their leadership skills.
  12. 12. Where do I like to be?• Natural born theories: I was born leader.• Behavioral theories: I lead as I like or as I feel like.• Situational theories: I lead according to the current situation. (Hersey, Blanchard, Vroom).• Motivation theories: I want to be a leader because I want to or I need to. (Maslow, Adams, Skinner). Fresco fragment from the Sistine Chapel – Michelangelo. XVI Century.
  13. 13. Most common modelsPeople More interest More interest in people than in people as actions. well as in actions Low interest in More interest people as well in actions that as in actions people. Actions
  14. 14. Not very wise to be or do Authoritarian: I rule and command because I am the one who rules and I always know what is right to do. Symbolic: I command you all because I have lots of experience and my background is huge so, I know. Laissez-faire model: I lead but notFragment from “The Scream” much, don’t think people can be Edward Munch - 1893 lead for long.
  15. 15. Choose and VaryMore interest in people than actions. people-orientedMore interest in actions than people. action-orientedMore interest in actions as well as in people consultive
  16. 16. Olga Lucía Patiñ Thank you.Cultural management and leadership for the arts consultant.