Desperately Seeking Arts Managers

Artsjournal.com had a link to a story on ArtSeek about the difficulty arts organizations in the greater Dallas-Ft. Worth area were having finding arts managers. A good many positions are going unfilled. The article also cites the example of the NY Philharmonic being turned down by six candidates before finally hiring an Australian.

Now I know some of this is due to the level at which a manager must operate for some organizations. From recent conversations with colleagues, I know that some places have had close to 200 applicants for their director positions. I suspect there may be some applicants for the jobs linked to in the ArtSeek piece but they didn’t approach the minimum criteria for consideration.

But I am reminded of the Building Movement report and Ready to Lead reports I wrote on in 2008, and the Daring to Lead follow up report that came out this past summer.

All three addressed the problems perceived with the lack of mentoring and succession planning in non-profit organizations as well as the reluctance young emerging leaders felt toward assuming executive director positions.

Daring to Lead noted that while executive turnover was a concern, the rate was less than had been expected. Based on that, I assumed the recognition of the problem would be delayed a little while. Perhaps leadership turn over at arts organization has occurred at a greater rate than non-profits as a whole or Texas just has an atypical cluster of vacancies.

Regardless, the ArtSeek story points to the necessity to start to really examine whether the arts industry is sufficiently cultivating the next generation of leaders it needs to sustain its organizations.

Those Daring Leaders Of Non Profits

A nod to our friends at the Non-Profit Law blog for noting that CompassPoint Non Profit Services and the Myer Foundation who teamed up three years ago to bring us the report I blogged on, Ready to Lead, studying trends in emerging leadership of non-profits, has come out with a new Daring To Lead, studying the status of non-profit executive directors.

The last time they studied this topic was 6 years ago, before the recession. Their new findings are worrisome in terms of the lack of succession planning but encouraging in respect to the amount of enthusiasm and lack of burn out the majority of executive directors feel in the face of the recession. Their three main findings deal with those topics: succession, the recession and executive director morale.

Finding 1
“Though slowed by the recession, projected rates of executive turnover remain high and many boards of directors are under-prepared to select and support new leaders.”

Due to the recession impacting their retirement plans, fewer executive directors left their positions than planned. A small percentage (9%) of respondents cited the lack of an appropriate successor as a reason for remaining. So while there hasn’t been as large an exodus as was once feared, little has been done to prepare for that eventuality.

“Executives and boards are still reluctant to talk proactively about succession and just 17% of organizations have a documented succession plan. Even more problematic is the extent to which many boards are unfamiliar with the dimensions of their executives’ roles and responsibilities. Just 33% of executives were very confident that their boards will hire the right successor when they leave. Performance management is a critical means of being in dialogue with an executive about success and its metrics, yet 45% of executives did not have a performance evaluation last year…Without consistent, meaningful engagement in what the job requires, many boards are under-prepared for their critical role in executive transition.”

The report also cites some numbers which indicate a series of mishires by boards and unclear expectations by boards and executives. One of the biggest challenges executive directors face is establishing an effective partnership with boards and getting the support they need in the early years of assuming the new role.

“It appears that many boards see executive transition as ending with the hire, when in fact leaders—nearly all of whom are in the role for the first time—need intentional support and development as they build efficacy in the executive role.”

Finding 2
The recession has amplified the chronic financial instability of many organizations, causing heightened anxiety and increased frustration with unsustainable financial models.

Hardly a surprise that many non-profit leaders are worried about whether their organization will continue to exist in these difficult economic times. Many executive directors reported having less than 3 months of cash reserves. According to the report, the common guideline is to have between 3 and 6 months. Many first year leaders are faced with the most daunting of situations.

“Thirty-two percent (32%) of executives in their first year on the job have less than one month of operating reserves; in other words, those on the steepest part of the learning curve often have the smallest margin for error.”

It it any wonder than that a listening tour by Building Movement in 2004 found a lot of prospective leaders in the next generation, while chomping for greater responsibility in their organizations, were reluctant to assume the executive position. (My post on their report here)

Finding 3
Despite the profound challenges of the role, nonprofit executives remain energized and resolved.

The very encouraging news in the face of all this.

“Forty-five percent (45%) reported being very happy in their jobs, and another 46% reported that they have more good days than bad in the role. Levels of burnout, especially given the economic climate, were low; 67% of leaders reported little or no burnout at all. In fact, leaders distinguished between burnout, which they associated with disengagement and ultimately leaving the job, and the realities of fatigue and elusive boundaries between their work and personal lives that go with the job. Forty-seven percent (47%) of executives reported having the work-life balance that’s right for them, while a significant minority (39%) said they did not.”

One of the biggest challenges executive directors reported they faced was human resource management. Attracting people, retaining them once they were trained and had skills to find better work and motivating those that stick around toward a unified organizational goal comprise a tough task for these leaders. There seemed to be a loose process of delegation and sharing of responsibility that didn’t approach formal mentoring.

“And a large majority (81%) reported having someone on staff that they trusted to make important organizational decisions without consulting them. Explicit executive mentoring of other staff was a relatively infrequent practice, with 31% of executives reporting being in an explicit mentoring relationship.”

The leaders themselves eke out a rough system of acquiring leadership training/mentoring/coaching/peer networking to improve their own skills.

Few executive leaders spend significant time interacting with boards of directors. 55% responded as spending less than 10 hours a month on board related activities which is at best 6% of their time. According to the report, other studies have found that executive directors who spend 20% of their time on board related activities are most satisfied. Most of those responding to the Daring to Lead survey were dissatisfied with their board relations.

As succession planning has been one of my favorite topics, you know I am going to suggest people should read the results. It is only 20 pages long. They make suggestions at the end about how to improve the overall situation. The general thrust of their advice is clear before you reach it–basically boards need to do a better job of succession planning and find ways to support and engage with the executive director more frequently and effectively.

One area that isn’t really covered in the body of the report but that is mentioned in the calls to action at the end is for funders to recognize the role they play in perpetuating the current situation and how their initiatives can move things in a more constructive direction.

“Don’t Let Them Use Your Passion Against You”

I always enjoy reading Adam Thurman’s work on Mission Paradox. Recently he posted “An Open Letter to Arts Administrators.” As an arts administrator, I felt obligated to disseminate it a bit. It contains advice that, even if you have heard it before, bears hearing again to remind you of a few things. (It’s also mirrored on Arts Blog. You may find the comments there worth reading.)

The section that particularly resonated with me was:

3. Don’t let them use your passion against you. Consider this:

Imagine you were a lawyer. What if I told you that there were some law firms (not all, but absolutely some) that didn’t get a damn about their employees? What if I told you that some firms were designed to bring in people and get as much out of them as possible before they burned out?

Would you believe me?

Of course you would. Hell, because it’s the legal profession you would expect such behavior.

Here’s da rub:

Some arts organizations are the exact same way.

Just because the end product is art and not a legal brief doesn’t mean the place automatically values their employees. Just because the place is a non-profit doesn’t automatically make it a nice place to work.

But here’s the really messed up part. At some of those arts orgs, if you complain that the hours are unreasonable, or the pay is low, or your input isn’t valued . . . they imply that your commitment to the “cause” is low. They convince you that if you really were passionate about your work, you would put up with the sub par conditions.

Don’t fall for it. It’s a trap. Remember point 1, it doesn’t have to be like that . . . you deserve better.

Been there and done that. I am ashamed to say that I am pretty sure I tacitly supported the “your commitment to the ’cause’ is low” message against other people in at least one place I worked even as I resented working under those conditions. I imagine I enjoyed the approval of my willingness to suffer for the cause and in the absence of any real remuneration, sought more praise by pressuring other people to toe the line. Though I have also declined contract renewals in places with poor work environments, too.

I was encouraged by the memory of two studies I read and blogged on last year, one by Building Movement and another commissioned by the Myer Foundation which showed that the new generation of leaders seek a greater balance between work and personal life and aren’t buying the idea that suffering is proportional to commitment.

What may be the downside for many non-profit organizations is that the leadership, recalling that they sacrificed and brought the company into being by force of will, are reluctant to groom these new leaders because of a perceived lack of commitment on the would-be protege’s part. One desirable benefit can be that the replacement won’t perpetuate a stressful environment. A board expecting the miracles of the last executive director might not make that easy.