NYS ARTS presents

ArtsForward Leadership Training Webinar & Blog Series

NYS ARTS presents

ArtsForward Leadership Training Webinar & Blog Series

Leadership & Succession In the ArtsInstructor: Alene Valkanas

Session One

Leadership & Succession In the ArtsInstructor: Alene Valkanas

Session One

What do Current and Future Arts Leaders Need to Succeed?

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

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What do Arts Leaders Need to Succeed?

Our Leaders are leaving their postsDoes the next generation want to lead?Are they prepared?Are boards prepared to make good hires?What are the opportunities for retiring execs?Does the culture have to change to meet the

needs of the new generation?

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Three Studies Reveal Similar Findings

Arts Alliance – Succession – Leadership for the 21st Century First Generation of arts nonprofits retiring Most learned on the job Only 5% of organizations have a succession plan in place Organizations lack staffing depth to develop leaders within

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Do arts professionals like their jobs?

SOURCES OF SATISFACTION

ELArtistic reputation

Art/community mission

Relationships

Job Satisfaction Findings ED – 76% EL – 78%

EDMissionRelationshipsEngagement w/Art

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Do arts professionals like their jobs?

SOURCES OF DISSATISFACTION

EDHIGH

Organizations Finances

Stress/Long Hours

Fundraising

Unhappy with staff

LOW

Conflict with board

Low compensation

Isolation

ELHIGH

Organizations Finances

Stress/Long Hours

Unhappy with Management

Low Compensation

LOW

Funding programs

Conflict among staff

Personnel problems

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Focus Group Findings

•Racial Barriers hamper minority progress•Arts management degrees carry both pros and cons•Professional development can be hard to come by•Mentors are important but rare•Lack of exposure to board hinders advancement

•Emerging leaders are dedicated to the arts•The starving artist is an idea whose time has passed•Professional performance must command fair compensation•There’s no clear path to moving forward in the arts•Structure encourages turnover

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What can we do?

•Make leadership transition a more visible issue•Make information about succession readily available•Become an advocate for professional education•Create opportunities for person-to-person assistance

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Provide young artists with info about arts management careersReward the skills developed in arts management degree programsProvide mid-career challenges and growth expertiseProvide opportunities for professionals from the corporate sector to learn about arts management

Accept some attrition as inevitable & provide mechanisms for those who leave paid positions to stay connectedCreate support systems for new leaders to help overcome the stress and isolationEncourage mentoring and communication among all levels of the field

Focus Groups RecommendationsCurrent Leaders Must

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Compasspoint.org – Daring to Lead

Massive Turnover – Boomer Retirement76% plan to leave in 5 years

5 Arts service organization leaders departed in last 5 years

Half of social service organizations are still led by founders

Leadership gap expands with smaller population of Millenials

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Majority of executive directors will not do it again!

Challenges of the Executive Director JobDissatisfied with Boards of DirectorsFinancial Management and Fundraising – least favorite aspects of job73% say fundraising most desired partnership area with BoardMany admit to making significant financial sacrifices

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Rewards of the JobWorking for organizations that change lives

of individuals and communitiesA level of autonomyWide variety of tasks and responsibilitiesOpportunity to work in constructive

partnerships

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Compasspoint – Ready to Lead

•Follow up study to Daring to Lead•Largest national study to date•Profiles 6,000 emerging leaders across country

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What did They Learn? One in three aspire to be an executive director someday A higher percentage among people of color Nonprofit Sector desirable place to work for social change Pipeline filled with highly educated and committed

individuals Most feel they have meaningful and satisfying work

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The BarriersLack of Work/Life BalanceNonprofit salaries and lifelong earning

potentialLack of mentorship and support form

incumbent executive directorsInherent nonprofit structural limitationPrevailing executive director job description

unappealing to next generation of leaders

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Recommendations to Current Executive Directors, Next Generation Leaders, Boards of Directors, and Funders

Current Executive Directors• Replace dated power structures• Help staff build strong external networks • Be a mentor• Be a good role model• Pay reasonable salaries and provide

benefits• Engage in succession planning• Recognize generational differences

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Next Generation LeadersTake control of your careerDevelop broad management expertise Join a boardFind a mentorWork with a coachRecognize and respect generational

differences

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Board of DirectorsPay reasonable salaries and provide benefitsEnsure robust leadership beyond the executive

directorWhen hiring – get out of your cultural comfort zoneRecruit young leaders to serve with you

FundersSupport leadership and training programsAsk the questionDon’t be part of the problem

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The Ideal Executive Directordrawn from focus groups – IL Arts Alliance Succession: Arts Leadership for the 21st Century

Honor the Mission Stay Stategic, Focus on the Big Picture Look Outward, Not Inward Be an Excellent Fund – Raiser Be Muliti-dimensional Work Well With People Hold Up Under Pressure Be An Excellent Financial Manager Be Motivated by Intangible Rewards Be Ego-driven, But Only a Little

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