It’s extremely rare that I would link to a straight-up advertisment, but the Museum of Modern Art took the phrase “experience economy” to heart with this interactive schedule. Love it!
The Indianapolis Museum of Art recently posted a couple of articles about transparency, written by Chief Information Officer Rob Stein. Stein defines transparency as “the ongoing discipline of practicing radical authenticity and demonstrating to the public whatever degree of integrity and operational excellence our museum possesses at the time.”
Then he goes on to talk about what shouldn’t be disclosed, and the process–when, how and what to disclose.
It is interesting to look at these articles in the context of leadership transition. New leaders are often scrutinized on a much more macro level than their predecessors, and it can be hard to say no to requests for transparency, particularly when it is something you personally believe in.
Discussion with my “emerging leader” colleagues has revealed that we are not frightened of sharing the gritty details (as Stein puts it), but that often new leaders inherit organizations with infrastructure that was designed for the Age of Altruism and not the Age of Transparency. Becoming more transparent means changing infrastructure, and changes in infrastructure usually bring about demands for transparency.
Emerging leaders, I know you are out there … any thoughts or comments?
Last week I celebrated my one-year anniversary as an Executive Director, which I think earns me the right to reflect and get a little cliche with the wisdom-sharing. Here are some blips and links that are resonating with me right now:
Survival Tips for First-Time Executive Directors
This article was given to me by the consultant who led us through the executive director search. One year later, it is still a useful “reality check” and reminder.
The idea that great leaders act with courage when others don’t. They call out difficult situations, seize opportunities, and make decisions they believe will benefit others, even when those decisions involve personal risk.
Harmony, in practice: neatly summarized by John Abodeely on the Americans for the Arts blog:
“Harmony is paramount. All interactions must end in harmony.”
- Do not prioritize your goals above others’ feelings.
- Do not bully, intimidate, or be mean to get what you want.
- There will be new goals and new interactions coming soon. Those will be sour from the giddy up, if you do not prioritize harmony now.
- Mean people probably do not think they are behaving poorly, so don’t encourage them to act more hatefully by fighting with them. Everyone probably knows they’re mean anyway.