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Douglas HegleyMinneapolis Institute of Art
The Agile Museum: Innovative Leadership for the 21st Century
The Agile Museum @dhegley
Douglas HegleyDirector of Media & Technology
Minneapolis Institute of Art
@dhegley
http://www.slideshare.net/dhegley
Image Source: Image Soure: http://static.comicvine.com/uploads/original/11113/111131358/3367143-road-runner3.jpg
This leadership approach needs some
serious analysis
The Agile Museum @dhegley
Museum Leadership: Why Change?
Competition is Fierce (and it’s not us versus us)
Placeholder Title
Text
The Agile Museum @dhegley
VUCA: Volatility, Uncertainty, Complexity, Ambiguity
The Agile Museum @dhegley
Museum Examples
V - recession pushes endowment funds down, some are even “underwater”
U - commercial exhibition coming to town, competes with your biggest show
C – attendance has changed, which variable(s) are causing this?
A – shifting tactics over time, not a clear alignment with strategy
Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1
VUCA prime
Vision – purpose is greater than a perfect plan
Understanding – listen so that you can respond
Clarity– see through the confusion, respond to what matters
Agility – take risks, communicate and change quickly
The Agile Museum @dhegley
Adapted from: https://growthandprofit.me/2013/07/04/how-to-manage-volatility-uncertainty-complexity-and-ambiguity-part-2/
Leadership, with a Capital L
Placeholder Title
Text
The Agile Museum @dhegley
“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
The Agile Museum @dhegley
Workshop
What is the Leadership approach in your organization?
How do you – or your leaders – typically address each line item?
The Agile Museum @dhegley
LeanAgileRadicalOpen
The Agile Museum @dhegley
Background image source:http://www.aisquared.com/wp-content/uploads/2014/05/libraries.jpg
Lean
The Agile Museum @dhegley
Image source: http://www.engineering.com/portals/0/BlogFiles/bigstock-Bottom-Up-5819008.jpg
A Lean organization:• No bloat, no waste• Bottom-up & decentralized• Efficient• Also Unpredictable• Yet, still manageable with a NEW set of leadership practices
The Agile Museum @dhegley
New Practices?• Frequent experimentation• Direct customer feedback • Validated learning (build – measure – learn)
Less upfront investment and
Fewer spectacular failures
Image source: http://andstillipersist.com/wp-content/uploads/2013/09/130916-130916-lab-scientist.jpg
Agile
The Agile Museum @dhegley
Image source: http://www.screenmedia.co.uk/media/135946/agile-methodolody_695x260.jpg
FastTest
CollaborativeResponsive
Iterative
Decisions Come From the Team(not the “HiPPO”)
Image Source: https://d1p4rrywo0xu41.cloudfront.net/blog/images/hippo.png
Highest Paid Person’s Opinion
Radical
The Agile Museum @dhegley
That Sounds
Radical Leadership1. Focus ALL work on delighting the customer2. Be TOTALLY open about impediments to improvement
Image adapted from: http://www.doctorramey.com/wp-content/uploads/2015/07/its-easy.gif
Image source: http://blog.marketo.com/wp-content/uploads/2013/10/trust-fall.png
Radical Leadership is very hard work Clear & frequent communication Authenticity Open-ended discussions with deep listening Trust
The Agile Museum @dhegley
What’s so radical?No ‘boss’ hoards power or expertiseNo ‘boss’ treats others as things to be manipulated
Image source: http://www.themalaysiantimes.com.my/wp-content/uploads/2012/10/Manipulative.jpg
Image source: http://www.fratrem.com/wp-content/uploads/2014/01/merlin-robertgreenleaf.jpg
Adapted from: https://en.wikipedia.org/wiki/Servant_leadership
• shares power• puts others first• mentors & supports• gives credit
Servant Leader
Image Source: https://agilereflectionsdotcom.files.wordpress.com/2015/08/poserveteam.jpg
Open
The Agile Museum @dhegley
The Agile Museum @dhegleyImage source: http://putnam-consulting.com/wp-content/uploads/photodune-12772856-diverse-group-people-working-together-concept-m.jpg
Every point of view matters
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Image Source: http://www.kwbwealth.com/content/team-member/KWB_managers.png
The Agile Museum @dhegley
Image Source: http://blogs.itpeoplecorp.com/wp-content/uploads/2015/09/ric-blog.jpg
Image source: https://i.ytimg.com/vi/9FnO3igOkOk/maxresdefault.jpg
You can’t handle the
truth!
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Re-cap: Lean approach Agile methods Radical leadership Open organization
So …
Does that describe your organization?
Workshop
Leadership in your organization
Could it be Lean – Agile – Radical – Open?
Pros?
Cons?
The Agile Museum @dhegley
Three Dependencies:
1. Org Structure2. Teams3. Transparency
Dependency: Org Structure
The Agile Museum @dhegley
The Agile Museum @dhegley
Image Source: http://www.globoforce.com/gfblog/wp-content/uploads/2013/12/PyrOrgChartEmpty-500x263.gif
Image Source: http://seapointcenter.com/wp-content/uploads/2014/03/Top-Down-Leaders-Pyramid.jpg
Image Source: http://king6socialstudies.weebly.com/uploads/2/1/8/7/21875770/8409138_orig.jpg
The Agile Museum @dhegley
Image source: http://www-tc.pbs.org/wgbh/nova/assets/img/full-size/pattern-nature-network-merl.jpg
Image Source: http://measure.igpp.ucla.edu/GK12-SEE-LA/images/TW_social_networks_NETWORK.jpg
Simplified Museum Example
Exhibition Planning
RegistrationDigital Experience Team
Media Production
Marketing
Holacracy?
Potential Problems:• Even more meetings• Jargon-laden “administrivia”• People aren’t always logical (surprise!)• Questions about diversity & inclusion• Proven success?• The “playground bully” scenario (put another way: does this result in teams or in gangs?)
Holacracy?
Dependency: Teams
The Agile Museum @dhegley
The Agile Museum @dhegley
Self-Organizing Teams
The Agile Museum @dhegley
• Manage their own work as a group• Don't wait for leader to assign work - greater sense of ownership
& commitment• Benefit from mentoring and coaching (not from control)• Communicate most with each other• Commitments are to project teams (not to management) • Improve their own skills & 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
Self-Organizing Teams
Dependency: Transparency
The Agile Museum @dhegley
Radical TransparencyDefinition: Use of abundant networked information to access previously confidential organizational process or outcome dataom https://en.wikipedia.org/wiki/Radical_transparency)
M.C. ESCHER (Dutch, 1898-1972), Hand with Reflecting Sphere, 1935, lithograph 12 Courtesy of The Walker Collection
“… 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)
Image Source: http://thecontextofthings.com/wp-content/uploads/2016/04/transparency-in-business.jpg
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“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
Let’s be Honest
This is Hard
Image source: http://images.inc.com/uploaded_files/image/1940x900/hurdles-track_1940x900_33807.jpg
Image source: http://images.inc.com/uploaded_files/image/1940x900/hurdles-track_1940x900_33807.jpg
History, Tradition, Bias
Senior Management Commitment
Decision-making
Conflict
and more …
History, Tradition, Bias
Image Source: http://www.azquotes.com/picture-quotes/quote-humans-are-allergic-to-change-they-love-to-say-we-ve-always-done-it-this-way-i-try-to-grace-hopper-55-38-83.jpg
The Agile Museum @dhegley
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
Staff: Excited, Management: Not So Much
Getting Started
Image Source: http://cdn-media-1.lifehack.org/wp-content/files/2014/07/Long_Distance_Running.jpg
Image Source: http://tripleseo.com/wp-content/uploads/2013/02/strategy-content.jpg
The Agile Museum @dhegley
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
Workshop
Decision Matrix
Map current and near-horizon activities
Any insights?
The Agile Museum @dhegley
Conflict & Resolution
The Art of Boxing by George Bellows, the National Gallery of ArtImage source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
The Agile Museum @dhegley
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
The Agile Museum @dhegley
Image Source: http://bit.ly/2a4ZUAq
Thank youQuestions?
@dhegley
www.slideshare.net/dhegley
http://mw2016.museumsandtheweb.com/paper/the-agile-museum/