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Innovative Leadership in a … Museum?Douglas Hegley, Minneapolis Institute of Art
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Douglas Hegley
Director of Media and TechnologyMinneapolis Institute of Art
@dhegley
http://www.slideshare.net/dhegley
Image Soure: http://static.comicvine.com/uploads/original/11113/111131358/3367143-road-runner3.jpg
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Psychology? This leadership strategy needs some
serious analysis
Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg
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
Warning: He talks really
fast!
Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg
Do Museums Matter?Art
^
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StuffSafe
Studied Shared
Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, 2010.51.2, Minneapolis Institute of Art
“ … experiences of awe redefine the self …”
+ Connection+ Cooperation+ Sharing+ Giving
From “Why do We Experience Awe?” New York Times, May 22, 2015
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
> USE IT> TOGETHER > TIME> STORIES > ART
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Image source: http://bottlewood.co/wp-content/uploads/2015/06/old-business-men-photo.jpg
Museum Leadership:Why Change?
Competition is Fierce (and it’s not museum versus museum)
VUCAVolatilityUncertaintyComplexityAmbiguity
Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1
VUCA – Museum ExamplesVolatility – Endowment funds and the recession
Uncertainty – “Treasures of King Tut” suddenly coming to townComplexity – Explaining attendance changes, too many variables Ambiguity – Shifting tactics that are not aligned with strategy
VUCA primeVision – 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 https://growthandprofit.me/2013/07/04/how-to-manage-volatility-uncertainty-complexity-and-ambiguity-part-2/
Leadership with a Capital L
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“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: http://54ventures.com/demo-images/fuse-slide-4-11-1800x800.jpg
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
Talent Strategy
Source: http://www.slideshare.net/reed2001/culture-1798664/20-Great_Workplace_isStunning_ColleaguesGreat_workplaceSource: http://media-cache-ec0.pinimg.com/736x/19/31/c4/1931c4c5bf554742059e13c69720a3dd.jpg
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ClonesImage Source: http://www.genioin21giorni.it/wp-content/uploads/2016/07/Leggi-e-ripeti.jpg
Diversity, Inclusion, Equity, Accessibility
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GenderCultureRaceEthnicityGenerational / AgeCognitive styleBackgroundAnd so much more …
No two people are exactly the same …
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: http://www.gallup.com/businessjournal/166220/business-benefits-gender-diversity.aspx
1. Orgs want to reduce bias2. But keep using the same diversity efforts3. Those efforts don’t work4. Most try to control behaviors by policing managers5. Some studies show that approach makes it worse6. 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
Quartet of Capital L Leadership
LeanAgile
RadicalOpen
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Lean
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A Lean organization:• Efficient• Decentralized• Unpredictable
• Still manageable
Image source: http://www.engineering.com/portals/0/BlogFiles/bigstock-Bottom-Up-5819008.jpg
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Validated learning (build – measure – learn)
Less upfront investmentFewer spectacular failures
Image source: http://andstillipersist.com/wp-content/uploads/2013/09/130916-130916-lab-scientist.jpg
Agile
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What makes it Agile?
Image source: http://www.movetechsolutions.com/movetech_slns/getmedia/f837ae24-5484-49b6-9abd-d7bd753aa766/agileplandoact.png
FastTests thingsCollaborativeResponsiveIterative
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Image source: http://hqworld.net/gallery/data/media/40/black_and_white_study_of_a_spiral_staircase.jpg
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 frequentlyAdapted from: http://www.allaboutagile.com/what-is-agile-10-key-principles/#sthash.5DgaON2g.dpuf
Radical
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Key Concepts of Radical Leadership1. Focus ALL work on delighting the customer2. Be TOTALLY OPEN about impediments
Radical Leadership is based on Clear & frequent communication Authenticity Open-ended discussions with deep listening Trust
Image source: http://blog.marketo.com/wp-content/uploads/2013/10/trust-fall.png
What’s so radical about it?
No ‘boss’ hoards power jealouslyNo ‘boss’ treats others as things to be manipulated
Image source: http://www.themalaysiantimes.com.my/wp-content/uploads/2012/10/Manipulative.jpg
NO
What’s so radical about it?
No ‘boss’ hoards power jealouslyNo ‘boss’ treats others as things to be manipulated
Image source: http://www.themalaysiantimes.com.my/wp-content/uploads/2012/10/Manipulative.jpg
NO
Adapted from: https://en.wikipedia.org/wiki/Servant_leadership
Instead, a Radical Leader• shares power• puts others first• mentors & supports• gives credit
Servant Leadership!
Open
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48Image source: http://putnam-consulting.com/wp-content/uploads/photodune-12772856-diverse-group-people-working-together-concept-m.jpg
Image Source: http://www.kwbwealth.com/content/team-member/KWB_managers.png
Image Source: http://blogs.itpeoplecorp.com/wp-content/uploads/2015/09/ric-blog.jpg
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You can’t handle the
truth!Image source:https://i.ytimg.com/vi/9FnO3igOkOk/maxresdefault.jpg
Re-cap: Lean approach Agile methods Radical leadership Open organization
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So …
Does that describe your workplace?
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Traditional Organizational Management Models Persist
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Look familiar?
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Image Source: http://seapointcenter.com/wp-content/uploads/2014/03/Top-Down-Leaders-Pyramid.jpg
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Image Source: http://king6socialstudies.weebly.com/uploads/2/1/8/7/21875770/8409138_orig.jpg
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Small World Networks: The Next Phase of Business Evolution
MCN 2016059
Small World Network Ecosystem, Simplified Museum Model
Marketing
Registration
Exhibition Planning
Digital Experience Team
Media Production
Three Key Aspects:
TeamsTransparencyInnovation
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Teams: Self-organization is a Critical Success Factor
• 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 satisfactionAdapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how
Principles of Self-organizing Teams
Transparency
Rene MagritteThe Promenades of Euclid, 1955Minneapolis Institute of Art 68.3
Radical TransparencyDefinition:
Use of abundant networked information to access previously confidential organizational process or outcome dataadapted from https://en.wikipedia.org/wiki/Radical_transparency (emphasis mine)
M.C. ESCHER (Dutch, 1898-1972), Hand with Reflecting Sphere, 1935, lithograph 12 Courtesy of The Walker Collection
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: https://hbr.org/2012/10/why-radical-transparency-is-good-business/ (emphasis is mine)
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: http://www.nytimes.com/2016/04/03/business/dottie-mattison-talk-less-but-ask-why-more.html
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INNOVATION via empowerment
“When you don't have to ask for permission, innovation thrives.”
Steven Johnson Where Good Ideas Come From
Image source: http://www.everfreshstudio.com/blog/wpcontent/uploads/2012/02/P2205938.jpg
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Image source: http://cdn.shopify.com
/s/files/1/0232/0661/products/HE
A1-2_1024x1024.jpg?v=1418328580
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The Art of Boxing by George Bellows, the National Gallery of Art
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpgImage source: http://images.inc.com/uploaded_files/image/1940x900/hurdles-track_1940x900_33807.jpg
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The Art of Boxing by George Bellows, the National Gallery of Art
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpgImage source: http://images.inc.com/uploaded_files/image/1940x900/hurdles-track_1940x900_33807.jpg
Mindset
Senior Management Commitment
Decision-making
Conflict
and more …
The Art of Boxing by George Bellows, the National Gallery of Art
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
Fixed vs. Growth Mindset
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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
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The Art of Boxing by George Bellows, the National Gallery of Art
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
Staff is Excited, Management … Not So Much
Image source: http://knotop.com/wp-content/uploads/happy-employees.jpg
Image source: http://www.channelweb.co.uk/IMG/546/131546/ian-vickerage-cut-out-imago-suit-arms-folded.jpg
High
High(Hard)
Low
Low(Easy)
Importance,Via STRATEGY
Difficulty, via practical
REALITY
Decision-Making
Cool Blue
Red Flag
Green Light
Gray Fog
High
High(Hard)
Low
Low(Easy)
Importance,Via STRATEGY
Difficulty, via practical
REALITY
Decision-Making
Cool BlueDo a select few
Seek funding & partners(We wish we could do them all)
Risk: Too many at once (saying yes to everything)
Red FlagDo only if necessary
Stop! (or proceed with extreme caution)(We wish we could have none)Risk: Bogs down & exhausts resources
Green LightDo these fast
Make a prioritized list, get moving(We wish there were fewer)
Risk: Resources pulled away from Cool Blue
Gray FogDo 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
The Art of Boxing by George Bellows, the National Gallery of Art
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
Conflict
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Hint: If you ignore conflict, it will NOT go away1. Practice calm – don’t escalate2. Listen deeply to understand3. Find common ground4. State fact with tact5. Focus on the problem, not the person6. Don’t accuse – ask in order to investigate, not to
interrogate7. Look ahead, not back8. Confidence matters (even if you fake it until you make it)9. Recognize stepwise successes
Image Source: http://s1.dmcdn.net/Gq3Ek/1280x720-jDo.jpg
A Suggested Reading List
“I feel like I’m working at a 100-year old start up.” - Tim Gihring, Mia Brand Narrator
1915 2015
Thank you!Questions?
@dhegley
http://www.slideshare.net/dhegley/presentations
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