Blog Posts for emerging leaders network

How does cultural identity impact arts leadership?

Posted by Adam Fong, Apr 25, 2016 0 comments

How does cultural identity impact arts leadership?

“We really need someone who’s more out front, who relishes the spotlight, who can shake the hands and kiss the babies.” (A major donor)

Let us picture the figurehead of an organization. The lighting rod. The glad-handing executive, the creative dynamo, the visionary. The confident and outspoken advocate with the answers. Is that what we want from a leader? Can that be anyone, any gender, any age (within reason), any race? Can it be a senior black woman? A young disabled veteran? Can that be a third-generation Asian-American, like me?

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Resilient Arts Leadership from the Inside Out: The Arts Leaders Showing Us How

Posted by Abe Flores, Apr 25, 2016 0 comments

Welcome to the annual Emerging Arts Leaders Blog Salon!  We asked over a dozen emerging leaders to reflect and respond to this year’s Arts Leadership Preconference theme: “Impact without Burnout: Resilient Arts Leadership from the Inside Out”. In the coming days you will read about the work of some of these leaders and their advice to the field.

To kick things off, I asked Beth Kanter, the lead facilitator and curator for this year’s Arts Leadership Preconference, four questions to help us define and better understand the concepts behind resilient leadership.

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Emerging Leaders Work Together Across the Country (An Americans for the Arts Member story)

Posted by Bridget Woodbury, Mar 17, 2016 0 comments

It’s been a few months since I joined the Americans for the Arts team and I've had the opportunity to learn a lot about the interesting and diverse work that you're doing and how our tools, resources, and member network are helping you get it done.

We often share your stories in our member e-newsletter Monthly Wire, but I wanted to dig a little deeper into some of your projects and programs and really get to know your work. I'll be jumping in periodically to share what I'm learning about member activity so that you can get to know each other a little better and to find some new, creative ways to use your membership!

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On Shifting Systems and Equity

Posted by Ms. Katherin Canton, Mar 17, 2016 1 comment

In 2011, I came across a professional development program that was centered on connection, peer learning and “real talk,” Emerging Arts Professionals San Francisco/Bay Area (EAP/SFBA) was a new home for me as I entered the full time arts admin workforce. I was drawn in by the brilliant and compassionate people who represented experiences along the career spectrum, were not afraid to hold space for each other to have tough conversations about work, life, and the field. I share this because the Arts Leadership Forward report reflects EAP/SFBA conversations and I see the connection between Hewlett’s recommendations and successful pilot projects around the region.

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Cross-Generational Leadership: The Future of Effective Arts Leadership

Posted by Aja Roberts, Mar 16, 2016 1 comment

It’s safe to say the arts leadership landscape is changing. Given the external societal changes such as late-career professionals postponing retirement, highly-educated millennials entering the workforce poised to make meaningful contributions, and a more culturally diverse group of emerging leaders, arts organizations must recognize the urgency of these challenges and determine what structural changes or model implementations they will make to reconcile these forces impacting leadership in the arts sector.

In Moving Arts Leadership Forward, it is important for organizations not to remain stagnant. They must understand the state of the arts sector and realize that change is both imminent and inevitable. Working in stagnation will stunt the growth of the arts administration ecosystem, particularly if early- and mid-career leaders are underutilized and arts organizations are left unable to serve their constituents to their full capacity. How will these emerging leaders be able to have real impact within their organizations with limited influence in the workplace?

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The Conceptual Emergency in Arts Leadership

Posted by Gerald D. Yoshitomi, Mar 15, 2016 5 comments

Congratulations and appreciation to our colleagues at The William and Flora Hewlett Foundation for this thoughtful, action-provoking report, Moving Arts Leadership Forward. It describes A Field at Risk. Or, to use a phrase coined by the International Futures Forum in the U.K., we have a conceptual emergency. Some key concepts from the report:

  • P. 15: Failure to take into account these dramatic changes in the larger landscape could result …in decisions that inadvertently reinforce the status quo, leading to stagnation in the sector.
  • P. 1: The change required is in many ways antithetical to the more traditional form of leadership that our sector currently embraces.
  • P. 10: Most executive leaders express a desire to change organizational culture to be more inclusive of generational expectations, but feel they lack models and the support for doing so.
  • P. 10: Increasing cross-generational leadership across the field would help it better reflect—and maintain relevance in—a continually diversifying environment.
  • P. 14: No longer feasible for one leader alone to manage and respond to the increasingly complex and changing environment.
  • - See more at: http://blog.americansforthearts.org/2016/03/15/the-conceptual-emergency-in-arts-leadership#sthash.U3cCnKit.dpuf
  • P. 15: Failure to take into account these dramatic changes in the larger landscape could result …in decisions that inadvertently reinforce the status quo, leading to stagnation in the sector.
  • P. 1: The change required is in many ways antithetical to the more traditional form of leadership that our sector currently embraces.
  • P. 10: Most executive leaders express a desire to change organizational culture to be more inclusive of generational expectations, but feel they lack models and the support for doing so.
  • P. 10: Increasing cross-generational leadership across the field would help it better reflect—and maintain relevance in—a continually diversifying environment.
  • P. 14: No longer feasible for one leader alone to manage and respond to the increasingly complex and changing environment.
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