2. Douglas Hegley
Director of Media and Technology
Minneapolis Institute of Art
@dhegley
http://www.slideshare.net/dhegley
Image Soure: http://static.comicvine.com/uploads/original/11113/111131358/3367143-road-runner3.jpg
5. 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
9. Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, 2010.51.2, Minneapolis Institute of Art
10. “ … experiences of awe redefine
the self …”
+ Connection
+ Cooperation
+ Sharing
+ Giving
From “Why do We Experience Awe?” New York Times, May 22, 2015
19. VUCA – Museum Examples
Volatility – Endowment funds and the recession
Uncertainty – “Treasures of King Tut” suddenly coming
to town
Complexity – Explaining attendance changes, too many
variables
Ambiguity – Shifting tactics that are not aligned with
strategy
20. VUCA prime
Vision – 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/
22. artsmia.org
“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
32. 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
33.
34. 1. Orgs want to reduce bias
2. But keep using the same diversity efforts
3. Those efforts don’t work
4. Most try to control behaviors by policing managers
5. Some studies show that approach makes it worse
6. 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
40. What makes it Agile?
Image source: http://www.movetechsolutions.com/movetech_slns/getmedia/f837ae24-5484-49b6-9abd-d7bd753aa766/agileplandoact.png
Fast
Tests things
Collaborative
Responsive
Iterative
43. 43
Key Concepts of Radical Leadership
1. Focus ALL work on delighting the customer
2. Be TOTALLY OPEN about impediments
44. 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
45. What’s so radical about it?
No ‘boss’ hoards power jealously
No ‘boss’ treats others as things to be manipulated
Image source: http://www.themalaysiantimes.com.my/wp-content/uploads/2012/10/Manipulative.jpg
NO
46. What’s so radical about it?
No ‘boss’ hoards power jealously
No ‘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!
59. MCN 2016059
Small World Network Ecosystem, Simplified Museum Model
Marketing
Registration
Exhibition Planning
Digital Experience Team
Media Production
62. • 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 satisfaction
Adapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how
Principles of Self-organizing Teams
64. Radical Transparency
Definition:
Use of abundant networked information
to access previously confidential
organizational process or outcome data
adapted 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
65. 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)
66. 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
67. 67
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
69. 69
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
70. 70
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
71. 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
72. 72
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
73. 73
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
75. Cool Blue
Red Flag
Green Light
Gray Fog
High
High
(Hard)
Low
Low
(Easy)
Importance,
Via STRATEGY
Difficulty,
via practical
REALITY
Decision-Making
76. Cool Blue
Do a select few
Seek funding & partners
(We wish we could do them all)
Risk: Too many at once
(saying yes to everything)
Red Flag
Do only if necessary
Stop! (or proceed with extreme caution)
(We wish we could have none)
Risk: Bogs down & exhausts resources
Green Light
Do these fast
Make a prioritized list, get moving
(We wish there were fewer)
Risk: Resources pulled away from Cool Blue
Gray Fog
Do 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
77. 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
78. 78
Hint: If you ignore conflict, it will NOT go away
1. Practice calm – don’t escalate
2. Listen deeply to understand
3. Find common ground
4. State fact with tact
5. Focus on the problem, not the person
6. Don’t accuse – ask in order to investigate, not to interrogate
7. Look ahead, not back
8. Confidence matters (even if you fake it until you make it)
9. Recognize stepwise successes