Successful Successions Sixty Townships Along the Connecticut River Tive Leadership Transitions

A S S O C I A T I O N O F C H I L D R E N ’ S M U S E U M S

m no stranger to executive transitions in museums. In twenty years at five different institutions, I’ve experienced six leadership changes—including I’my own as the new(ish) executive director of the Montshire Museum of Science in Norwich, Vermont. I’ve seen the good and the bad sides of executive transitions, and I feel fortunate to be finishing up the first year of what I consider a successful succession.

As a career professional in the museum per Valley, a loosely united group of some field, I have witnessed many forms of execu- Successful Successions sixty townships along the Connecticut River tive leadership transitions. A few times the Strategies for an Effective First Year between Vermont and New Hampshire. CEO was here today, gone tomorrow—with Marcos Stafne The founding director, Dr. Bob Chaffee, little notice to staff. In some instances, I was Montshire Museum of Science acquired a beloved collection of natural notified that a leader was going to retire or history objects from the then Dartmouth leave for personal reasons, and that a search College Museum. He used them to open or succession was going to take place—but I a community-supported science museum had little input or insight about the process. in a renovated bowling alley in Hanover, Once, I was deeply involved in a transition New Hampshire, hoping to ignite a passion process for a new CEO that involved meet- for the natural world and its sustainabil- ings with a search firm and detailedThe discus Lobby- Designing and Staffing for a “No-Free”ity. ChaffeeVisit stepped down after five years, sions about the state of the organization. and the museum brought in David Goudy, Having gone through all of these scenarios, who led the institution for thirty-four years. when I found myself at the center of a tran- Goudy shepherded the museum as it moved sition, I understood how important trans- to its current location in Norwich, expand- parent communication is for employees at ing its footprint to include 110 acres of trails, every level of the organization. a 30,000-square-foot building, and outdoor Being an executive director is a com- science park now named in his honor. Most pletely new job for me. I had been a director David Goudy, who led the Monsthire Museum of Science importantly, he made sure that the museum of education a few times, and a vice presi- in Norwich, Vermont, for thirty-four years before retiring, was on sustainable, sturdy, financial ground. dent with probably a few too many respon- welcomes new CEO Marcos Stafne. While I am a few inches taller than Da- sibilities. But no matter how well you’re pre- vid Goudy, I am keenly aware that his are pared in theory for leading an institution, Heading North no small shoes to fill. Goudy was not under the first time around is full of personal and a specific contract during his tenure at the professional surprises. In my case, a solid The Montshire Museum of Science museum, but he was completely open with foundation of support from my new profes- opened in 1976 and, prior to my tenure, the board of trustees about his plan to retire, sional and residential community led to a had only two other leaders. It has a long his- announcing it two years in advance in 2013. successful first year. tory in a unique bi-state area called the Up- continues on page 12

Volume 29 Number 3 Succession Planning & Leadership Development Fall 2015

1 Successful 4 The Right Match Transition 9 Organizational Successions Tales Stability Facilitates 2 Succession 7 13

3 You’re On 8 Who’s on 10 Learning to Lead

Hand to Hand Association of Children’s Museums Second? Hand to Hand, a periodical for children’s museum professionals and others interested in children, families, and informal learning, is published on a quarterly basis by the Association of Children’s Museums (ACM). Subscription Information: ACM Members: one free copy per issue; U.S. Subscribers: $30; International Subscribers: $50. Opinions expressed in this journal are those of the authors and do not necessarily reflect the position of ACM.

Association of Children’s Museums 2711 Jefferson Davis Highway, Suite 600 When I began my position as President As a data-driven person, my first few Arlington, VA 22202 and CEO of the Duluth Children’s Museum months were fueled by a desire to better Email [email protected] Website www.ChildrensMuseums.org in December 2014, I came from the YMCA, understand the role the museum plays in where I had served as interim director, the community. Growing up in Duluth, I and later, chief information officer. I also went to the museum as a kid. Back then, it Board of Directors had worked as a consultant for a variety of was part of the Duluth Depot, a renovated PRESIDENT BOARD MEMBERS nonprofits and train station housing several museums and Marilee Jennings Leslie Bushara transition tales government cultural organizations. This caused an iden- Children’s Discovery Children’s Museum of agencies. tity problem: to most locals, the museum Museum of San Jose Manhattan (NY) (CA) Cameron Bloom Kruger So, while my and the Depot were one and the same. Susan Garrard career had Even as an adult working in Duluth non- VICE PRESIDENTS Mississippi Children’s Duluth Children’s Museum prepared me profits, I still didn’t know much about the Jennifer Farrington Museum (Jackson, MS) Duluth, MN Chicago Children’s to take on museum, which maintained a relatively low Joe Hastings Museum (IL) this position, profile among its peers. However, I learned Explora! Rhonda Kiest (Albuquerque, NM) operating as a CEO was a new challenge. from the survey that the museum has a very Stepping Stones Museum The Duluth Children’s Museum is the important identity as a vital resource to Al Najjar for Children Clay Center for the Arts & fifth oldest children’s museum in the U.S. Duluth schools. Among its notable access (Norwalk, CT) Sciences of West Virginia Including myself, there have only been four programs, Passport to Culture provides Mike Yankovich (Charleston, WV) CEOs since the museum was founded in memberships to 350 low-income families Children’s Museum Juan Carlos Novoa 1930. My predecessor, Michael Garcia, led each year. of Denver (CO) Tin Marín Children’s Museum the organization for ten years and served Using this new information, we formu- TREASURER San Salvador, El Salvador on the board for many years before that. lated a strategy to reenergize staff and im- Catherine Wilson Horne Jeri Robinson He brought the organization back from prove the guest experience. This required Discovery Place, Inc. Boston Children’s (Charlotte, NC) near financial collapse and positioned it for transitioning out some key staff in order to Museum (MA) future success. Understandably, the board build a new leadership team committed to a SECRETARY Michael Shanklin was reluctant to let him retire, and the vision for the museum we created together. Tanya Andrews Kidspace Children’s succession process took two years. For the The new team visited children’s and science Children’s Museum of Museum (Pasadena, CA) Tacoma (WA) first few months after I was hired, Michael museums and met with the leadership of Charles Trautmann and I met at least weekly for coffee and those organizations to learn best practices. PAST PRESIDENT Sciencenter (Ithaca, NY) Jane Werner candid conversation. Within the first six months our staff and Children’s Museum of Mark Thorne My two biggest challenges were the board formulated a strategic plan to create National Children’s Pittsburgh (PA) steep learning curve trying to understand the roadmap for the next three years. Museum (National Harbor, MD) how children’s museums operate and A clear plan and direction for the new Executive Director figuring out how to care for an artifact leader is essential for a museum experienc- Laura Huerta Migus collection of 25,000 items with only a part- ing a leadership transition. And that plan time collections manager. There was no shouldn’t just be “make this place better succession or development plan to guide and find more money.” If a period of overlap Call for Authors Hand to Hand is written by volunteer authors the transition, so it was critical to learn with the outgoing director is possible including: museum practitioners from all levels, from staff and board members. I talked to and appropriate, it can save a lot of time educators, researchers and other professionals. museum members, community partners, in learning the culture and history of the Visit www.ChildrensMuseums.org/publications to and donors to gather perspectives. We organization. For a new director, building learn how to prepare an article for print. conducted an extensive community-wide relationships and developing strategy takes survey probing visitor frequency, seeking a lot longer than you might think, and staff feedback on exhibits and programs, and turnover is a natural part of the process. Editor & Designer gauging our net promoter score. Guided by But, most importantly, take time to enjoy Mary Maher 908 East High Street over 600 responses, we adjusted museum the fact that you are working for a children’s Charlottesville, Virginia 22902 hours, put a greater focus on the guest museum—and that means, having fun. Phone (434) 295-7603 experience, and established priorities for Fax (434) 664-1124 exhibit and program development moving Email [email protected] forward. © 2016 Association of Children’s Museums. All rights reserved. Reproduction without permission prohibited. Hand to Hand Association of Children’s Museums distinctly remem- frustrating moments. I ber the feeling of Even today I can still drinking from a fire feel the sting of a bud- hose when I first ar- geting mistake in the rived on the scene at scope of low six figures. the Center of Science Roy was livid that the and Industry (COSI) program performed in Columbus, Ohio below budget to this in 1989. Fresh out of college with a psychol- You’re On: extent, but even more so that I had not been ogy degree, I answered a newspaper ad for a Identifying and Developing vocal about it further in advance. When job that required the “ability to work amid “performance plus” bonuses were doled organized chaos.” This was something I felt New Museum Leaders out to the team that year, I did not get one. well suited for! Two weeks later I found my- Jo Haas He evenly, not angrily, explained this was a self responsible for sixty seasonal staff, and Kentucky Science Center way of emphasizing my accountability. But a half million-dollar revenue line item pro- I still had responsibility for allocating and gram serving more than 40,000 participants If you want that next professional opportunity, physically distributing bonuses to members representing thirty-six youth agencies from don’t wait for the next class, conference, or job title. of my team. The mistake was mine, and I nine states. Frankly, those opportunities are often few owned it. But I was angry and embarrassed. As director of Camp-In and Agency Re- and far between in many institutions because of As a result I learned to be more meticulous lations, I led COSI’s legendary overnight in budgeting and telegraphing budget “rips” budget constraints. But things that need to get education program. Professionally untested from there on out. and inexperienced as I was, how did I get done and projects, large and small, that need Fortunately, there was never much time hired? According to the director of human someone to take them on and see them to to grovel in mistakes and their aftermath in resources at the time, I was “spotted” in the fruition are never in short supply. this fast-paced environment. I was expected interview process, and I stood out because to brush it off, learn, and move on. Every of my optimism, enthusiasm, and confidence. within a performance-oriented corporate assignment was a learning opportunity de- Very close to selecting an internal candidate for structure that zealously integrated market, signed to stretch me; there was an experi- the position, they hired me instead. quality, and brand dimensions. ment waiting to happen around every turn. Working in an organization led by the During my initial camp-in director job, I loved it. I thrived. I wanted to pull my hair dynamic Roy Shafer, COSI’s CEO at the Roy and I would meet most Saturday morn- out some days, but I relished the pace and time, I was quickly identified as leadership ings on the front sidewalk around 7am. I the chance to perform. talent, if certainly “in the raw.” Thrown was there greeting buses in my “stupid hat” In the nineteen years since I left COSI, challenging and varied assignments, I was (a favorite was a foam parrot) with coffee in and with teams from the four institutions I given great latitude to succeed, and some- hand. He and I would then traverse the solar have led since, I have tried to replicate the times even fail. Nine months after walk- front ramp together, past the Gemini Trainer best elements of the COSI environment: ing through the door I competed for and where he would always stop and straighten intensity, high expectations, risk taking, col- secured a senior leadership position as vice the sign, and up to the main doors at ad- laborative planning and operation, an inte- president for Workshop Programs, which missions. In those few minutes, over many grated approach to product and marketing, included all of COSI’s workshop-based fee months, I got to know what made him tick, fostering leaders at all levels, and a focus on programs from camp-ins to summer camps what our mission meant to him, what he ex- visitors and relationships. And I’ve added a to teacher training. This involved a sig- pected from his team. And he got to know few elements of my own: work and life can nificant set of revenue lines, four full-time me. I knew he had spotted me as someone be balanced, performance doesn’t require and countless seasonal team members. Still with talent, and when I advanced to the VP working 24/7, family-friendly policies can young and green, I was now sitting at the ex- role I recognized my chance to be coached coexist with a structure of excellence, and ecutive table exposed to high level strategy, and groomed for increasingly more respon- risk should come with support. integrated business planning, savvy brand sibility. Among a more seasoned peer group, Individuals at all levels of an institu- positioning and marketing, and stakeholder I served as a youthful catalyst for innovation tion should have opportunities to lead in engagement. and excellence, turning the status quo on its meaningful ways. Those with untapped or How did I become a CEO? I learned head. I accepted his invitation to be a ren- untested leadership experience should have from the ground up. I slept on my office egade, within reason. opportunities to apply their natural lead- floor, cared for 42,000 tadpoles, and solved But life was not all golden. Not every- ership skills and grow. Now at Kentucky every operational challenge conceivable in thing I attempted worked the way I hoped. Science Center I work to foster an envi- the middle of the night. I learned from sea- I failed in some spectacular ways, and some- ronment that expects excellence, encour- soned executives how to lead business units times quite visibly. Those were humbling, continues on page 14

3 Hand to Hand Association of Children’s Museums Hand to Hand Association of Children’s Museums The Right Match Working with Search Firms An Interview with Mirah Horowitz and Laurie Nash, Russell Reynolds Associates Interviewer: Laura Huerta Migus, Association of Children’s Museums

Children’s museums are incredibly dynamic organizations, often moving from an idea to a highly-valued community resource in less than a decade. This arc of development, while exciting, also presents real leadership challenges. The leadership skills required during a startup phase can be vastly different from those needed in the operational phase, and again different ten or even twenty years down the road. This results in a relatively high turnover in executive leadership positions within a single children’s museum, and thus across the field. ACM’s internal tracking showed that in 2015 alone there were thirty new executive leaders hired in children’s museums in the United States. That represents nearly ten percent of our museum membership. As the professional association serving children’s museums, ACM is often called on during the search process with questions on how executive search processes work: What are the benefits of hiring a search firm? Will a firm really find a better candidate? Why can’t we just hire an internal candidate? Why can’t we just advertise? In order to delve more deeply into what working with a search firm entails (and what it does not), I spoke with Laurie Nash and Mirah Horowitz of Russell Reynolds Associates, a global consulting firm specializing in executive searches. Based in Palo Alto, CA, Mirah Horowitz works with nonprofit organizations on assessing leadership needs and recruiting senior leaders. Prior to joining Russell Reynolds, Horowitz served as senior counsel in the Office of Legal Policy, United States Department of Justice, where she developed strategy for many projects, drafted regulations, and vetted nominees for the federal judiciary. San Francisco-based Laurie Nash advises nonprofit organizations in the recruitment of senior leadership, with a particular focus on cultural, philanthropic, and environmental arenas. Nash’s fifteen years of experience partnering with institutional search committees, along with her global network, enables her to counsel clients in identifying and engaging top talent in a rapidly changing industry. —Laura Huerta Migus

Huerta Migus: How does the typical Nash: Contact is initiated in one of firms operate as “retained search firms” and search process for a new executive director three ways: 1) personal recommendation charge a retainer, based on an upfront esti- begin? Is there is a “typical” search process? from the outgoing CEO or someone on mate of the final fee, to engage in the work. Horowitz: Every search firm does staff; 2) board research; or 3) referrals from There are “contingency firms” that more or things differently but we start by learning peers or colleagues in the field. A board less shop candidates rather than work for about the culture of the organization. The might assign a couple people to a search the organization itself. Contingency firms first step is a leadership needs assessment, committee to identify a good fit among the only get paid if they get a candidate hired. which shows us the organization’s needs different search firms. Typically our firm The risk with a contingency operation is and where the gaps are. It also gives the is recommended through word of mouth. that all of their financial incentive is on get- institution’s constituencies an opportunity In the course of our work, we get to know ting someone—and not necessarily the right to be heard, which provides some comfort talented people in the field and they get to someone—hired. At the level of search we as we head into the “silent” phase of the know us. And that’s not a bad way to get a conduct at Russell Reynolds, we see mostly search. (We conduct “closed searches”— recommendation because it indicates a his- retained firms and not contingency firms. meaning the client museum’s community tory of positive experiences among people (board, staff, stakeholders) doesn’t know with whom we’ve interacted. Huerta Migus: Are museums different who the candidates are as they make their from other types of nonprofit organizations way through the process.) During the as- Huerta Migus: Tell us about the range when it comes to searches? sessment we spend time with senior staff, of search firms and how they work. Nash: Every nonprofit is distinct in its donors, board members, and in fact any Nash: There are a handful of search relationship between the CEO and board, group the client thinks should have input. firms that focus on museum searches. Some the mutual understanding of that relation- As a museum’s advocate and representative firms have practices in the nonprofit arena ship, and how it plays out in the institution. in the job market, we need to be able convey that include museums of all types. There are Museums are distinct in their institu- a clear understanding of the organization. large national/international firms, regional tional focus on the connection between Sometimes what the staff wants for the next players, or specialty players, “boutique object or experience and education. Not director and what the board wants are not firms” that work only with cultural institu- all organizations have that clarity of mis- aligned. So this process allows us to identify tions but cut across a whole range. There sion, and it creates a dynamic set of strategic areas of misalignment, and helps the groups are also locally-focused firms—one- or two- needs that is different from any other kind reach consensus before we start looking for person shops. Search firms have varying of organization. Successful museum leaders a leader. degrees of breadth and depth in certain ar- have content expertise, which varies among eas of the market, different familiarity with different types of museums, whether that’s Huerta Migus: To begin a search who certain locales, and different pricing. There child development, education, art, history, reaches out to you first? A board member? are also two different types of search firms— science, natural history. But museums today The outgoing CEO? retained and contingency. The larger global require leaders to have a deep commitment

4 Hand to Hand Association of Children’s Museums to education and understanding of the pub- (as opposed to what has been needed under best for the search and for the organization. lic mission on top of this content expertise. the soon-to-be-departing leader). It sounds A third challenge arises from our role as Museums are recommitting to the changing trite, but leadership is tied to a time and search consultants in probing and sometimes demographics in the world and the realities a place. Can the board step back and ask pushing our clients’ thinking a little bit. of a shifting audience and donor base. “What’s really needed now? And do we have Some clients can have a very narrow concept the broader industry context and view that of acceptable new leaders, which is often a Huerta Migus: How long does a typical allows us to think in new ways?” reaction to the current executive director. So search take? we try to challenge our clients’ assumptions, Horowitz: Normally four to six Huerta Migus: What are some of the and get them to consider candidates that are months. Usually the biggest challenge is challenges that can make the search process maybe a little bit further outside the box but less efficient? What do you look out for? finding time in the search committee’s possess all of the relevant skill sets and might schedules to get everyone in the same room Horowitz: There are a couple of risk be good fits. If they keep an open mind and for interviews, and then lining interviews factors in any search, the biggest being con- meet a couple extra people, they might find up with the candidates’ schedules. We try to fidentiality breeches. After regular update a great “non-traditional” candidate who’s block out everyone’s calendars a couple of calls with the search committee, there is just what they need. months in advance and then work the search sometimes a desire for committee members process backwards from the proposed start to call people they know and ask questions Huerta Migus: A search is all about date. However, this four-to-six-month pe- about the candidates. Normally when we’re getting the right talent for the position. How do you learn about prospective talent? Many riod excludes the front-end work the board recruiting a candidate they’re already gain- potential candidates aren’t aware of how peo- fully employed, usually quite happy, and not should be doing to get the organization ple get into the pipeline in the first place. ready to hire a search firm, and the transi- looking to move, so that breech of confiden- tion planning once a candidate is named but tially will make them pull out of the search Nash: We identify candidates through before he/she actually starts the job. pretty quickly. The search committee must a combination of original research and the

Successful museum leaders have content expertise, which varies among different types of museums, whether that’s child development, education, art, history, science, natural history. But museums today require leaders to have a deep commitment to education and understanding of the public mission on top of this content expertise. LAURIE NASH

In the best candidate relationships, you are honest with them about the opportunity, where the fun lies, where the challenges are, where their skill sets line up or where there may be gaps, and what the feedback is on them so that they can be prepared for interviews. You want a good working relationship. If an institution interviews ten people, it might end up with one successful candidate. But the hope is it will also end up with nine phenomenal ambassadors. And this willingness to be an ambassador comes from how a search firm treats them at the front end of the search. MIRAH HOROWITZ

Huerta Migus: What is the ideal state be scrupulous about confidentiality. judgment of people we trust in the indus- for a museum to be in when you come on- A second risk could arise from adhering try. Our research team identifies people board to look for a new leader? to an established process so strictly that we we think might have a connectivity to the Nash: That’s a really good question. miss a good candidate. We establish a time- position we’re working to fill. We identify How a museum prepares for a search de- line and we work against it. But sometimes likely candidates, not knowing whether or pends to some extent on how long the in- an amazing candidate emerges that has a dif- not they have any interest. At the same time, cumbent has been in place. In an organiza- ferent window of opportunity. Maybe they we mine our own knowledge of the market. tion led by a very long-term leader—twenty have another offer out there. Maybe they We engage with experts who can recom- years and up—the board might need to be- have children in school and can’t relocate mend good candidates or, at the outset of come more educated about the current state until the end of the school year. Things in the search, can give us good perspective on of museums and their strategic and operat- real life impact the search process. We al- the organization and the industry. When ing realities. This enables board members to ways advise clients to never let the process we engage with these “sources,” rather than better understand their leadership needs by get in the way of getting the best candidate. people we identify as “prospects”—and we placing their institutional experience in the If the best candidate emerges at the last mo- don’t always know if someone’s going to be broader context of the museum field. The ment, you bring her into the process. If the one or the other—we’re looking for recom- board could also start a discussion about the best candidate arises early in the process and mendations, thoughts, perspectives. It’s a impending transition, not only the mechan- needs you to accelerate the search to meet synergistic combination of existing market ics of it, but more broadly about what they his timeline, you accelerate the search. You knowledge and new research that creates think the institution needs in a new leader need to have a schedule and a timeline, but new ideas from both directions. you need to maintain flexibility to do the

5 Hand to Hand Association of Children’s Museums Hand to Hand Association of Children’s Museums Huerta Migus: How would you charac- ly needed and what the market really holds. to push a candidate into a job that isn’t a terize the current market for hiring within the Nash: If there are particularly profit. We’re interested in the fit on both sides, museum sector or among cultural institutions nounced differences among viewpoints held for the candidate and for the client. In some in general? You mentioned generational change by staff and board, additional work is need- ways, we become counselors, but I don’t see earlier. Are there other important trends hap- ed to achieve more of a consensus. That said, any difference in engagement levels from pening in searches now? it’s an intellectual exercise until you actually one candidate to the next. Nash: Today, there’s a lot of competi- meet candidates. The search process itself We don’t make the hiring decisions. We tion for people’s leisure time, including from enables an organization to progress from a offer our expertise and perspective on the the digital realm. Museums have to compete. needs assessment, to a leader profile, to a market and our insight on the candidates— They have to assert their value to an audi- market search, to a series of interviews. All a (hopefully) dispassionate assessment of ence in ways they haven’t before, and they along the way the search committee mem- positives and negatives, strengths and weak- need to invest in truly understanding their bers are talking—and listening—to one an- nesses, and areas to question. But we’re very audience. Demographic shifts have contrib- other. Ideally, consensus is reached through clear that the choice is the search commit- uted to widescale but healthy challenges to assessing priorities and making intelligent tee’s; we are only here to inform, educate, the presumptions of why you would go to tradeoffs. and enable great decision-making. a museum. The next generation of museum leaders is very attuned to these dynamics— Huerta Migus: How would you charac- Huerta Migus: Any advice for museums knowing their audience base and thinking terize the relationship between the search firm looking to hire a search firm? like a marketer rather than just reacting to and prospective candidates? Nash: Assess the firm’s experience and who walks through the door. Being strategic Horowitz: In a search we maintain fi- check references. You need to be comfort- about outreach is changing, along with the duciary responsibility to our client. But you able with your search consultants because tools to do it. Through the uses of data ana- can’t be an effective search consultant if you you’re going to spend a lot of time together. lytics, social media, and the advanced digital do not develop good relationships with pro- Horowitz: You hire the resources of presence of most of these institutions, many spective candidates. They have to feel that the firm, but you also hire the people. Even are far more sophisticated in their approach you are an honest broker on their behalf, with a stellar firm, you have to be able to to the visitor experience. and that you can both assess whether or not work with a consultant who you like and Horowitz: It is getting more and more they’re a good fit and represent them well trust. When you interview search firms, expensive to give people the type of museum to the search committee. It can be a tricky make sure that the people you meet with experience they want and will come to— relationship management exercise. In the are the ones who actually will be doing the which raises ticket prices and creates issues best candidate relationships, you are hon- work. of access. This is a challenge for museums in est with them about the opportunity, where general, and many are looking at alternative the fun lies, where the challenges are, where Huerta Migus: Nearly half of ACM revenue streams beyond admissions. their skill sets line up or where there may member museums have budgets of less than be gaps, and what the feedback is on them $1 million. National searches feel out of reach Huerta Migus: Earlier you mentioned so that they can be prepared for interviews. for smaller organizations, so they primarily rely the importance of frank discussion among You want a good working relationship. If an on advertising through job listings. But those board and staff about what the organization institution interviews ten people, it might sources tend to turn up people who may or needs before searching for a new leader. By may not be the ones you want to recruit. Do and large, board members come from the cor- end up with one successful candidate. But you have advice for how to expand a search in porate sector and their perspectives on hiring the hope is it will also end up with nine a cost-effective way? often differ from those of staff engaged in the phenomenal ambassadors. And this willing- daily mission-driven work of the organization. ness to be an ambassador comes from how Nash: Create a committee that commits Given those dynamics, how do you work with a search firm treats them at the front end of to taking on aspects of a search as we have different constituencies to build a balanced the search. described, perhaps on a lesser scale, but still profile to attract candidates that will live up to going beyond passively receiving applicants. the board’s governance expectations, the staff’s Huerta Migus: Does your level of direct Are there board members who are willing to need for a mission-focused leader, and every- engagement with candidates differ from search assume almost a quasi-recruiter role? Is there one’s concern about relevance? to search? Do you have a standard amount of a small group willing to evaluate candidates Horowitz: That’s a tall order! In a time you spend with a candidate before they coming in through typical advertising ven- good search process, the search firm brings are introduced to the search committee? ues? Can you hire someone part-time to together everything learned during the as- Nash: Through a series of conversa- help do original research and think about sessment phase, summarizes it, and passes it tions, we get to know each candidate thor- where you might want to go? along to the search committee. The whole oughly in order to assess them in relation- Horowitz: Advertising alone will not point of the search is to find a great leader, ship to a client. Even if we’re known to them get most organizations the caliber of candi- but that requires educating the search com- before, we need to assess them in terms of date they want. Some potential candidates mittee so it has all the information needed each specific client. will see an ad, and even if they’re in your to make the best decision possible. Along The only way to serve clients well is network, they won’t put their hat in the ring the way members of the search committee to have great relationships and credibility unless they’re asked. Take a proactive atti- become “the experts” on the market. Any among the candidate pool. Everyone talks, tude when you’re doing a search. search goes from an idealization of the per- so our reputation is based on honesty, dis- fect candidate to a realization of what is real- cretion, insight, and access. We’re not paid

6 Hand to Hand Association of Children’s Museums Before becoming executive director of Finally, we replaced an existing exhibition the Children’s Creativity Museum (CCM) with one aimed at older children. Custom-built in January 2015, I had spent a dozen years by our small exhibitions staff and facilitated working in two Bay Area museums and had by staff educators, Robot Coding in the Tech Lab been a foundation program officer with a exemplifies our learning philosophy of using that drew me to the field in the first place portfolio that included most of the major technology to facilitate creative expression in and provided much-needed balance to the science museums in the region. However, children. administrative duties I’ve now assumed. the most important experience related to The effort involved in improving the museum Given that the organization had my current experience energized the entire organiza- undergone a significant level of leadership transition tales day-to- tion. Exhibits opened on time and the positive turnover (twelve changes in director-level Carol Tang day duties feedback we received from visitors and board positions in four years), it’s not surpris- came from members helped drive visitorship, revenue, and ing that some infrastructure weaknesses Children’s Creativity Museum overseeing internal pride within the first six months of my quickly surfaced. For example, we decided San Francisco, CA exhibitions arrival. We prototyped processes, new roles and to review the entire fiscal year before we and public responsibilities, and modeled what successful launched a formal audit. Although it took a programs as part of the core operat- collaborations should look like. I’ve promised lot more time, it allowed us to understand ing team for the 2008 re-opening of the the staff that we will never attempt anything this all of the numbers—especially revenue California Academy of Sciences. I worked ambitious again, but the confidence it sparked in flow—and improve accounting processes. extensively with front-of-house operations, all of us will be key to future success. Now we’re doing comprehensive audits marketing, and revenue programming, and In small organizations, personnel changes of other internal processes such as HR, I was mentored by people with extensive cause significant ripples, especially at the senior insurance, vendor contracts, etc. We can’t experience in project management, tour- management level. Directors are paid higher address every issue immediately, but with ism, and hospitality business. salaries and redundant skills are a luxury organi- fewer surprises in the months ahead we can When I came to CCM, I inherited an zations cannot afford. CCM’s previous executive prioritize our needs strategically. organization that was financially unstable director had development experience while I would highly recommend that the and needed an experience upgrade. I was my own strengths are in programming. Due to board and staff be completely transparent keenly aware our revenue sources and tax financial constraints, CCM was unable to retain and honest in the hiring and on-boarding records, had partnered with CCM in the directors for each department, so we eliminated process—surprises later on don’t help past, and had colleagues who had worked a senior leadership position and I now person- anyone. Before I was even hired, the board here. So I understood the situation and was ally oversee the exhibitions and education/public discussed the financial challenges and their ready to address the challenges: visitorship program departments. This allowed us to hire desire for an elevated museum experi- was stagnant, and CCM was losing families experienced individuals to oversee operations/ ence. Staff also shared internal budget and with children over six (a key demographic administration and development/marketing. financial information with me. This level of throughout our eighteen-year history). The hardest part of a major reorganization transparency allowed me to hit the ground First, we had to address the museum is maintaining morale and confidence among staff running, and set the tone for my relationship experience. By February, staff agreed on members who remain. But the reorganization with stakeholders. With it, we could build a an aggressive timeline to open four new allowed me to work directly with key managers strong relationship based on honesty, mutual exhibitions by June. We put our popular responsible for the museum experience, so I respect, and clear-eyed optimism. In fact, if early childhood program on hiatus for the was able to evaluate their abilities, coach them the board hadn’t been upfront, I would have summer—a controversial but bold decision through the change process, and build their assumed they were either ill-informed or that allowed us to bring in a traveling ex- trust. My direct involvement with a talented hiding information and I would have turned hibition targeting older children and adults team was key in what we were able to accom- down the position. while continuing to serve young children plish in that first six months. It was a bonus for through outdoor patio activities. me to do some of the hands-on museum work

7 Hand to Hand Association of Children’s Museums Hand to Hand Association of Children’s Museums Who’s on Second? Sheridan Turner Kohl Children’s Museum of Greater Chicago

itting in a recent board governance tomorrow will be the same as today. But • Who knows the organization’s history? S training session, I was feeling a bit smug what if through some unpredictable event, • Who has the confidence and relation- Over the previous year at Kohl Children’s life tomorrow is drastically different? ships with your board? Who does the staff Museum, we had focused on developing a Dealing with a crisis such as temporary respect and look up to? strong and effective board of trustees. As or permanent loss of an executive director • Who meets what you expect will be the presenter checked off important facets is hard enough on both the board and staff, the immediate needs of your organization? and milestones of board progress, I nod- let alone making important decisions at a Do you need strong programmatic leader- ded along knowingly like the teacher’s pet. stressful time. Even a planned departure of ship? Someone with financial acumen? A Board empowerment? Check. Clear and a highly regarded leader is stressful. A solid fundraising figurehead? concise responsibilities? Signed, sealed, de- succession plan creates some stability and as- • How will the board address interim livered. Providing tools to trustees to raise surance for the board, the staff, and donors, compensation of this individual? their fundraising acumen and abilities? We allowing operations to continue business as Next, it is helpful to have a clear plan were all over that. usual, even when it’s anything but. of action for communicating, particularly in Then came...succession planning. That case of a sudden loss of the executive direc- wiped the grin off my face fast! What to Do When There’s No You tor. Our plan documents exactly who will contact the board chair and executive com- Navigating Tricky Questions After that fateful governance training, mittee, who will craft messaging to staff, our board chair and I took immediate steps media, and donors, and who will communi- Succession planning can be a thorny issue to address our lack of a succession plan and cate to which audiences. Don’t let the rumor for both top leadership (particularly execu- created a taskforce under the compensation mill get in front of you; let them all hear tive directors or presidents) as well as their and benefits committee. The first hurdle? from a clear and consistent voice. governing boards. Put simply, it’s an uncom- Creating a draft template—but where to Once immediate steps to stay the course fortable subject to broach. It’s one thing dis- start? have been taken, the board can focus on lon- cuss filling an Luckily, Google came to the rescue. A ger term plans. Three executive search firms open position simple search on “executive succession plan- have been identified in our plan to help the at your muse- ning” led to several good Web sites (includ- board identify and recruit talent to step into um, but filling ing my favorite, BoardSource.org) with an the lead position at the museum. For some your position? array of samples. Don’t be afraid to cut and organizations, it may be possible to promote All kinds of paste the best parts from plans found online. current staff, though smaller organizations questions arise. While you’re unlikely to find a perfect fit, you’re may not have the luxury of a human re- Am I wast- certain to find plenty of seeds from which sources pool deep enough to cultivate from ing time and you can grow your own custom-made plan. within. effort planning A first step in the process is ensuring that Once our plan was complete, it was re- for unlikely your board understands the role and scope viewed and approved by the compensation events and ig- of the current executive director, both on and benefits committee, followed by the ex- noring more paper and in real life. Check the position de- ecutive committee. A high level presentation pressing things? scription your human resources department was provided to the full board, and the plan If a board has on file: does it accurately reflect the cur- was posted to our secure online portal so member brings rent day-to-day processes in which you are that all board and appropriate staff could ac- up the subject, involved? It’s also helpful to list additional cess it in case of a sudden change at the top. is the underly- values you bring to the table that may need Hard copies also reside with the board chair, ing rationale to be addressed in your absence, including chair of compensation and benefits, the that they want what outside networking groups or profes- CFO, and the director of human resources. to get rid of sional associations you belong to and what The announcement of a leader’s depar- me? If I bring it up, will the board suspect they add to your position. ture can be a stressful shock to an organiza- that I’m secretly planning to leave? Are they The next big step is deciding who, in the tion. Having a plan in place to keep the ship concerned about my performance and mak- short term, will step into your shoes as acting sailing demonstrates a board that is prepared ing a “nuclear option” Plan B? What if I pro- director. We thought through many factors and able to take action in an organized man- pose a succession plan they really like and in deciding who would be on deck in my ner. This in turn both builds and secures they think, “Why wait?” absence. Different organizations will almost confidence on the part of the organization’s Best practice is to face these questions certainly weigh these factors differently, but stakeholders, and maximizes your chances head on with your board. Every organiza- everyone should review their choices annu- of weathering the storm. tion should prioritize communicating about ally as the organization grows. Consider: a succession plan. This conversation is on • Who in your organization wants such Sheridan Turner is president and CEO of Kohl par with your annual performance review. a hefty role? Strong people may not always Children’s Museum of Greater Chicago in Glen- We all take tomorrow for granted, that life want the responsibility. view, Illinois.

8 Hand to Hand Association of Children’s Museums Organizational Stability Facilitates Succession—and Attracts Candidates Charlie Trautman hat makes a children’s museum attrac- Sciencenter, Ithaca, New York eryone know how the organization will do W tive to potential new leaders? Chil- its work and what is considered important. dren’s museums offer a challenging mix of short and memorable enough to guide us As with mission and vision statements, growth opportunities, diverse audiences, regularly. it is best to let board and staff contribute major new programs, and the potential for A key use of the mission statement is to to the process of defining an organization’s high impact. But for anyone considering filter ideas and opportunities an organiza- values. Once the mission, vision, and values leading one, the above description is just the tion might pursue. Mission-filtered exhibits, statements are adopted, they can be used in tip of the iceberg. Savvy candidates will not programs, and events form a cohesive orga- all aspects of your work. Some museums put overlook what lies below—a strong organi- nizational program that is easy to promote, their mission at the top of board meeting zational foundation. both for attendance and as a well-defined agendas. Others use their vision statement This article reviews the four key build- case for fundraising support. Conversely, in external messaging. One thing is clear: ing blocks of organizational stability. A solid when turning down an offer, it’s helpful to keeping these foundational statements top- organizational foundation eases leadership be able to say, “This is a great idea, but un- of-mind pays huge dividends in building transitions and allows museums to recruit fortunately it falls outside our mission.” organizational focus and stability. top candidates quickly. In contrast, a vision statement is the state of the world that your organization 2 Focus on staff orientation Create great mission, vision, 1 aspires to help bring about. An effective vi- and values statements sion statement is very short and describes “Well begun is half done.” This old Have you ever read a mission statement a condition, not an activity. Thus, a vision adage is particularly apt when it comes to and wondered what industry the organiza- never begins with the word “to.” Further, an orienting new staff. The most teachable mo- tion was in? Short, crisp mission statements organization can’t achieve its vision alone. It ment for an employee is their first day. Use are worth the effort it takes to create them, works with others to contribute to a better it wisely! Minimize routine tasks like hand- because they clearly communicate to every- world. While it’s unlikely you will ever fully ing out keys and security codes. Instead, let one, inside and outside, what the organiza- achieve your vision, it serves to energize staff senior staff use this window of opportunity tion does. Mission statements generally be- and board members. Our vision statement to teach about the organization’s mission, gin with the word “to” and are limited to is: “Every young person is empowered to use vision, values, strategic plan, culture, deci- two or three lines. science in shaping a better future.” We refer sion-making process, and educational goals. Involving both staff and board in devel- to it constantly in our day-to-day work. Regardless of where a new person will oping a mission statement ensures everyone Together, clear mission and vision state- work—from the front desk to the educa- has a stake in the result. Board members ments form an incredibly effective tool for tion department to the development office have overview; staff has in-the-trenches ex- making decisions. If a project doesn’t fit your to the exhibits shop—imparting an under- perience. The combination is powerful. mission and support your vision, don’t do it. standing of the key organizational elements Sciencenter is a hybrid children’s muse- A values statement encapsulates the on the first day will make a statement about um and science center. Refined periodically norms and ethics that guide the behavior how their work will contribute toward the over the years, our mission statement now of individuals in an organization. They de- organization’s impact and vision. Getting reads: “To inspire excitement for science fine the culture: is it inclusive? Innovative? staff off to a great start though a carefully through interactive exhibits and programs Community-oriented? Is excellence a goal? planned orientation period leads to staff that engage, educate, and empower.” It’s A well-thought-out values statement lets ev- continues on page 16

The Ideal Boss 1. Leads with a clear vision. Inspires others by 6. Respects and trusts staff. Delegates and trusts sharing a clear picture of what they are trying to ac- others to do a good job, but also checks in and shows Ten tips that will help anyone, complish and why. interest regularly. regardless of their position on 2. Help others succeed. Provides the support, 7. Recognizes good performance. Recognizes the organizational chart, to get tools, resources, and guidance to help others succeed. dedication and achievement and is an effective cheer- the best long-term effort from Motivates the team by caring about the success of all. leader who thanks others for a job well done. any staff or volunteers they 3. Values different skills and talents. Understands 8. Leads with integrity. Is always honest and fair. manage. unique contributions of different people and knows Others need to know that their boss will never lie to I tape this to how to best utilize individual talents. them. the side of 4. Invites participation by all. Asks for input and 9. Listens! Practices reflective listening and my moni- honestly considers it before making decisions. articulates back what they have heard to ensure the tor, where content and the tone of the message have been cor- 5. Communicates effectively. Keeps everyone it serves as rectly understood. a constant informed about all they need to know, both for practi- cal reasons and so that all feel “in the loop” and part 10. reminder. Has their heart really in it. They are passion- of the team. ate about their work and radiate their enthusiasm to everyone else.

9 Hand to Hand Association of Children’s Museums Leadership is not a skillset you can acquire when you need it. It is a gradual and intentional refashioning of your identity and how you approach work. So if you wait to start that process, you probably won’t get there. Another reason to go back and forth between theory and application is to break it down into reasonable chunks, learning by doing—the children’s museum philosophy!

Eugene R. Schnell (popularly known as No matter your age or even the stage of your Geno) of Schnell Management Consulting has career, you need to pick the one that focuses a PhD in organizational behavior and an MBA on your level. from the Robert H. Smith School of Business Leadership programs fall into the same at the University of Maryland. Schnell has de- traps as food labels—there’s “low-calorie, signed and directed several innovative leader- low-fat” on everything, but you have to ship programs in the public and private sec- read what the exact ingredients are. A bag tors, including the Noyce Leadership Institute, of Smarties candy says “low-fat,” and that’s an action learning fellowship for leaders of sci- supposed to be good for you, right? But it’s ence centers and museums. all sugar. For leadership programs, the “execu- Geno is an internationally recognized ex- tive leadership” label slathered on all of them pert on the FIRO-B assessment, an instrument leads people to make some bad decisions. for measuring interpersonal and group rela- Not everyone should jump to executive tions, and his publications from Consulting Psy- development. Nonprofits tend to send staff chologists Press, Inc. have been translated into to programs on the executive training end. If seven languages and are used around the globe. you haven’t mastered the foundational skills, Prior to his current work as an indepen- acquiring executive skills is not much use. If dent coach and consultant, Geno was an you can’t run a meeting, provide a perfor- award-winning professor in the areas of lead- mance appraisal, or set expectations (which ership, negotiation, and innovation for the Car- are all supervisory issues), then leaping right ey Program in Entrepreneurship at the Johns Learning to Lead to executive skills is premature. Hopkins University. He served the university • Are you looking at a leadership pro- for six years as director of organization devel- An Interview with Geno Schnell, Schnell Management Consulting gram that helps you with your job today? opment and diversity. Unless you’re paying for it, your leader- Interviewer: Mary Maher Geno is familiar with the challenge of bring- ship program should have program content ing the highest quality of leadership to muse- that will be immediately beneficial to your ums and the multitude of leadership develop- Qualities top leadership programs current projects and duties, and not just ment programs available. In this interview, he look for in candidates: content in which you are intellectually in- offers observations on the types of leadership terested or think will advance your career. training and advice on how to select the most First, they’re interested in what people have • Is the program selling itself as “all- useful training program—or programs. actually done and the impact they’ve had.... purpose”? —Mary Maher Second, top programs are looking for a People look for the holy grail of lead- Maher: There are many, many leadership positive attitude and a collaborative, ership development that will work in every development programs, from two-hour semi- setting and then try to find a leadership pro- outward focus.... nars to multi-year degree programs. How do gram that sells itself that way. That’s the be- you select one that’s a good fit for you? The third key quality is ambition.... ginning of the end. The minute somebody Schnell: Lately, everything’s labeled Competitive programs look for people tells you that they’re going to give you a “leadership development.” But to make a who demonstrate persistent drive rather leadership program that will work in every context, they don’t understand leadership. decision about whether a program is worth than just looking to get promoted. the investment of time or money, people Leadership is driven by context. The best This quality is usually best perceived from should consider both its methods and where programs sensitize you to handling tasks and they are in their career. There are basically meeting them and from their references. challenges in ways that are appropriate for three program camps: 1) supervisory devel- What kind of energy do they create? the environment. There is no “one best way opment, 2) management development, or for leadership” and you will need to contin- Finally, just being high-minded in terms of 3) executive development. ue learning as you change jobs and face new Here are some questions to consider purpose is not enough. You have to show organizational demands. when choosing a program. an appetite for change. People who think of • Are you ready for a leadership de- themselves as flexible and easy-going are velopment program? • Have you read the label? When choosing between the three dif- often the stabilizing forces in the Unsure of where the organization is ferent types of leadership programs, ask organization. But executive leadership headed or what their next role might be, people tend to postpone leadership develop- yourself, “Where am I in terms of my su- programs are looking for change agents. pervisory knowledge, in my management ment time. I’m a big believer in doing small knowledge, in my executive knowledge?” increments of work every year rather than saying, “Well, I’ll do supervisory develop- 10 Hand to Hand Association of Children’s Museums ment three years from now.” Some people webinars to market their other products or tracks. People in healthcare and education don’t even think about leadership develop- opportunities. If they can’t make that one- have long been enrolling in MBA programs. ment for ten to twenty years into their ca- time experience really useful, then you’re reer. It’s very hard to absorb what you need participating in a marketing exercise and the Maher: What qualities do the top com- to learn if you wait that long. experience won’t have enough depth. petitive leadership programs look for in a can- Leadership is not a skillset you can ac- Especially for short-term courses, don’t didate? quire when you need it. It is a gradual and be afraid to ask how they curated their con- Schnell: First, they’re interested in intentional refashioning of one’s identity tent. What are they not covering in this what people have actually done and the im- and how one approaches work. So if you workshop, and why? How did they chose pact they’ve had. What have you actually wait to start that process, you probably topics to cover? What’s the basis? If they managed, what have you actually created, won’t get there. Another reason to go back can’t give you a reference list of workshop what have you actually produced? And it’s and forth between theory and application material covered and not covered (the re- not enough to say you’ve managed a pro- is to break it down into reasonable chunks, lated topics), don’t go. gram or created an exhibit, you need to learning by doing—the children’s museum demonstrate the impact. philosophy! Maher: Is leadership training different Second, top programs are looking for a for leaders of nonprofit organizations than for positive attitude and a collaborative, out- • How long does a program take? leaders of for-profit companies? Some time-limited programs (one to ward focus. In evaluating a potential leader- three days) can be efficient in identifying Schnell: The difference between ship program candidate, if you come across skills you need to work on. In general, skill- leadership training for for-profts and non- someone who has just stayed in his museum, building over a two-to-three-day period is profits is the focus on mission. A nonprofit and has never dealt with anybody else in the preferable, but there are several good one- program should spend much more time on sector, or collaborated with schools or a local day programs that have been shaved down mission management and an organization’s literacy program or the library, you wonder using really good methods that shouldn’t be surrounding ecosystem. A nonprofit must how he and his organization fulfill the mis- ignored. fit itself into a context much more carefully; sion. Generally, the high end of executive it needs to invent and reinvent its mission The third key quality is ambition. Peo- leadership training takes place in the longer more regularly. If a for-profit business has ple can look like they’re settling at any age. programs. Programs such as the Noyce Lead- a good product, it can avoid talking about Competitive programs look for people who ership Institute are designed to help people the mission for a long time. But nonprof- demonstrate persistent drive rather than accelerate in a comprehensive way. Noyce its that don’t constantly sharpen their mis- just looking to get promoted. This quality participants were prescreened for how much sion to fit context don’t succeed. They’re too is usually best perceived from meeting them supervisory and managerial experience they dependent on people’s goodwill, donations, and from their references. What kind of en- had to make sure that high level of program- participation, and engagement. ergy do they create? ming was right for them. In general, most of the nonprofit man- Finally, just being high-minded in terms agement and nonprofit leadership programs of purpose is not enough. You have to show • How experienced is the team run- have been very short-lived. Many of them an appetite for change. People who think of ning the program? are gone within two or three years. They’re themselves as flexible and easy-going are of- A key component of a strong leadership just trying to make money and don’t have ten the stabilizing forces in the organization. development program is the experience of the depth of understanding about what But executive leadership programs are look- the people running it. If a program is be- they’re doing or why beyond promoting ing for change agents. ing offered for the first time or still in its in- themselves. Their instructional method fancy, it’s probably not very good yet. That is more or less downloading information, Maher: Some people are concerned said, there are some programs, even some good for a short while—then it runs dry. about losing good leaders in the children’s mu- of the “$99 specials,” that are actually okay, Who wants to come back for more of that? seum field. Talented, motivated people who because the people running them have spent I like older programs. I look for the refine- start in entry-level positions, advance to a cer- ten years refining their method. If they’re tain point, and then wander off into another ment that comes from building a program still enrolling people, they must be doing field. over time and reinventing itself. something right. I’m not a snob about these Even university programs for nonprofits Schnell: I might push against the idea things. have been incredibly short-lived while MBA that the loss of potential leaders is bad—it • Does this program exist to push the programs have been incredibly long-lived. depends on why they’re going. It could be instructor’s materials? Believe it or not, I’m slightly biased towards quite good for an industry to export lots of Instructors who only refer to their own MBA programs for nonprofit leaders who leadership talent, as they become long-term materials and have no idea of the rest of the haven’t encountered that kind of material advocates. If talent is migrating into other literature and how their work fits into the in their career. There are plenty of nonprofit types of museums or the educational sector, larger picture are irresponsible. Any good leaders in MBA programs. Everything cov- then you haven’t lost a thing, because you’ve short leadership seminar should include a ered in an MBA curriculum is applicable, es- gained an ally in a related field who under- reading list for people who want to learn pecially to mid-size and larger organizations: stands how you work. more. Thirty percent of these types of work- information systems, marketing, finance— The perceived loss of leaders from chil- shops don’t reference anyone’s materials and all from a business point of view. Just dren’s museums may have to do with its other than the vendor’s—one person, one knowing that vocabulary is helpful. Some multitude of very small enterprises in which approach. A lot of people use workshops or MBA programs have very good nonprofit continues on page 15

11 Hand to Hand Association of Children’s Museums Hand to Hand Association of Children’s Museums Successful Successions continued from page 1 “This emphatically does not mean that relationships and partnerships, understand the organization can rest on its laurels…you the Montshire2020 vision and move it from He wanted to give the museum time to fig- must invent the challenge by finding ways vision to strategy, and continue professional ure out next steps. to keep people motivated, combat compla- development for staff and myself. During this period, the board and se- cency, and find new direction for growth— The first two months were a blur. I ar- nior staff leadership team completed Mont- both organizational and personal” (Watkins rived a few weeks before a major fundraising shire2020, a visioning process to determine 2013, 74-75). event and a series of spring committee and what made the Montshire successful. As a The sustaining-success situation can trustee meetings. A big surprise was my role result, the museum refined its mission, mak- be the most difficult one to enter. It’s one in board committee organization. When ing a core objective of future projects the thing to rest on the “laurels” of the past and various committees meet, minutes from maximization of its 100-acre campus, and keep things steady. But that often isn’t the these meetings are forwarded to the larger developing a brand mantra (experiencing most exciting venture for a staff and board group of trustees. While this is nothing new the joy of science) and six brand pillars (dis- who are primed for even more success—and to board governance, as a small-to-medium covery, 100 Acres, aesthetics, accessibility, unfortunately, newspapers and community sized museum, much of the meeting coordi- friendly, and community). The process also members enjoy hearing the narrative of fail- nation, agenda, and minute editing falls to included a $1 million fundraising campaign ure and turnarounds. In my first few weeks, the executive director. Our trustees review in the name of David Goudy for future exhi- I was constantly asked about what major these documents very thoughtfully, so com- bition development and the retention of an changes I would be making. Sitting back piling their comments and feedback can executive search firm to conduct a nation- and listening to trustees, staff, and com- take hours of careful reading. I was not used wide search for the next executive director. munity members wasn’t the most compel- to trustees being so involved—or actually At this point, I had more than thirteen ling answer—but it was the right first step reading documents (a pleasant surprise). A years of experience at a science museum, in understanding what made the Montshire year later, I am grateful for how thorough plus seven years of applying my interests successful. these documents are—they provide clear in science and research in roles at both an As soon as I was named Goudy’s succes- markers in the institution’s operations and art and a children’s museum. In December sor, I scheduled calls with him and with the history. 2014, colleagues in the science museum museum’s staff senior leadership team, di- field urged me to pursue the Montshire job. rectors of the exhibits, education, develop- Getting the Lay of the Land Although the Montshire took a slow and ment, and marketing departments. Through thoughtful approach to developing the crite- preliminary phone and in-person conversa- • Introductory Meetings ria and preparatory documents for a new ex- tions I was able to get a sense of what people Using my social science research skills, ecutive director, the interview and selection were working on and how folks were feeling I conducted interviews with all of the staff process was a whirlwind. Within a month of about the transition. The Montshire has a (thirty-two employees), every trustee, and the interview, I had the job and was faced longstanding roster of employees who have many previous board chairs and high-level with figuring out how to transition my life been at the museum for five to thirty years. supporters. These one-on-one meetings al- from Brooklyn to Vermont in six weeks. Because Goudy had been there for thirty- lowed for the types of conversations that four years, there was definitely a sense of don’t manifest in group meetings, giving me Where to Begin transitional anxiety for the entire staff and the chance to hear what individuals were for the board—things had been one way for thinking and feeling. I also began to get a Because Montshire2020 was successful a long time, and now they were going to be sense of how deeply the transition had af- at both articulating what was special about different. fected some staff members and trustees. the museum and securing funds for the The talk about finding a replacement had future, I knew that I was walking into an Coaching and Goals gone on for two years before I started. Many institution that knew itself and was doing staff reported the ever-present tension of well. This was not a “turnaround” situation. Investing in professional development impending transition, and feeling in limbo, Searching for resources to prepare me for ex- for the senior team is key to Montshire’s wanting to move new projects forward, but ecutive leadership, I was quickly introduced success in staff leadership. Before my arrival, having to wait for the new leader to make to The First 90 Days: Proven Strategies for two department directors had participated the call. I had experienced this in my last Getting Up to Speed Faster and Smarter by in the Noyce Leadership Institute and were position, so I could commiserate, but actu- Michael D. Watkins (2013). Watkins iden- assigned an executive coach who worked ally making sure that all staff felt secure and tifies five different scenarios that leaders find with them throughout the program. Goudy positive was a much more difficult task then themselves in when entering a new position: saw the benefits of this practice and hired I had imagined. “start-up, turnaround, accelerated growth, the executive coach to also work with other realignment, and sustaining success” (Wat- senior team leaders. • Retreats & Coaching kins 2013, 71). To prepare for my arrival, the board met Three months in, I discussed the possi- I was clearly entering the fifth scenario— with the coach to develop a series of quar- bility of one-on-one coaching with the same sustaining success. According to Watkins, terly goals and related principles for my first executive coach who had been working with this situation means “Shouldering respon- year. These goals required that museum op- the rest of the team. We clicked immedi- sibility for preserving the vitality of a suc- erations (finance and fundraising) remain ately, but ultimately decided that it wouldn’t cessful organization and taking it to the next stable, and that programs and exhibitions work. Since she had coached the other team level.” He continues: remain excellent. I also needed to develop members, it would be hard for her to be

12 Hand to Hand Association of Children’s Museums impartial with me. Instead, we conducted a short team retreat to discuss how the senior leadership team could work more effectively with each other. Using the Myers Briggs and FIRO-B assessments to help me understand my work style and preferences helped me reflect on how my approach to work could both positively and negatively impact my new coworkers and their experience of the leadership transition. The retreat was also one of the first times I started as CEO of the Thinkery on My first task was August 29, 2015. Although I had spent nine to assess the health of that my individually coached staff members years as vice president for innovation and the business and staff had time to unpack how they worked to- learning at the Museum of Life and Science in to make sure there were no hidden crises that gether as a team. A major outcome from the Durham, NC, transitioning to a CEO position needed immediate attention. Recognizing that retreat was the formation of norms (includ- meant learning to lead a board, raise funds, if the staff don’t trust you, you get nowhere, I ing agendas, minutes, and deep structure) etc. Luckily I began my career in develop- scheduled individual, thirty-minute meetings with for our monthly senior team meetings. I also ment and spent some time as a for-profit every full-time staff person to help build relation- changed the frequency of my meetings—ev- management consultant. I had experience ships. I would highly recommend scheduling in just about everything museum-related, meetings with every board member, too. You ery week instead of every other week—with so no one thing at the Thinkery was too need to get to know each other as quickly as individual members of the senior team and overwhelm- possible and establish trust. (In retrospect, I other direct reports. In this transitional transition tales ing, but now I should have chosen this over other priorities.) year, I felt that more communication was Troy Livingston was leading a Although the Thinkery had mission, vision, and better, and it makes our staff senior leader- Thinkery new team, and value statements in place, it was important to review and clarify them to ensure we were all on ship meetings more effective. We also took a Austin, TX everything second retreat three months later, where we was in flux. the same page. Six months in, the transition is In addition to staff and board experienc- ongoing and evolving. evaluated these changes and took a deeper ing the transition of an incoming director, I Every new CEO gets a surprise! You can look at how each of us navigates our work was facing multiple changes on all fronts. A count on it. For me, the museum was in a environment. new job in a new location involves many tran- slightly different economic position than I had sitions happening simultaneously: life changes, expected. Due to the financial complexities • Social Life geographic changes, cultural changes, and of buying land and a new building, a real estate The other major piece of advice that I family changes. New senior staff had come holding company had been formed, separate received from the coach was about making on board before I arrived. The new director from the museum. During the interview process of education moved to Austin for the job, the I had reviewed the museum’s financials, which friends. I moved to the Upper Valley from new finance director had relocated here for appeared strong, but didn’t know to ask about Brooklyn—alone. My partner still resides in his wife’s job, and the new development di- the holding company, which had some catching Brooklyn and we split time traveling back rector was from Austin but new to the Think- up to do. It has since all been sorted out and the and forth. I didn’t have other friends in the ery. So we were all new to the institution. museum is in good financial shape overall. area, so my work group (staff and trustees) I was also hired with the idea that we For any organization undergoing leadership was my initial circle of social interaction. eventually transition the Thinkery from a transition, I recommend making high quality ex- Before moving, a colleague who had been museum focusing exclusively on families with ecutive coaching available to the new CEO. The young children to a science museum serving same qualities and skills that make you a great an executive director of a major New York everyone. Austin Children’s Museum started vice president don’t necessarily make you a good art museum said to me, “Once you’re the in the ‘80s, and later moved downtown CEO. A new CEO is trying to learn as much big, big boss, nobody will talk to you the and rebranded itself as the Thinkery. The as possible about the museum, the community, same way again.” In my first three months, I Thinkery moved again in 2013 and built a and what they need to do differently to succeed. found that to be a most accurate statement. new 40,000-square-foot museum with 12,500 CEOs rarely lack a vision; the trick is to lead Constantly in meetings throughout the square feet of public space, in the Mueller the organization in delivering the vision. A good day, I still felt a surprising sense of work neighborhood, a 700-acre, sustainable, mixed- executive coach holds up a mirror so you can use, pedestrian-friendly community built on see what you might be missing. isolation. Though the entire staff of the the site of Austin’s old airport. This most re- I had great support during the transition Montshire is incredibly friendly, I couldn’t cent museum iteration opened in December from the outgoing interim director, board mem- commiserate with them about minor irrita- 2013, and had 550,000 visitors in its first year. bers, colleagues, and my wife, a museum profes- tions. Things I would say lightly or as part of Mike Nellis, who led the museum during sional. In any new job, it’s easy to get caught up brainstorms (common in my programming the new building project, left not too long in the momentum. I have been meditating since I past) would be taken as dictum or addressed after it opened to become director of the was a teenager, so I took mini meditation breaks with concern. I could feel reservation and Austin Community Foundation; there was an throughout the day. A calm, more focused CEO interim director in the year that followed. is a better leader. anxiety coming from particular staff mem- To help make the transition, I found The Finally, communicate even more than you bers—especially because I was a bit more ex- First 90 Days: Critical Success Strategies for New think is necessary with staff and board members troverted than the previous executive direc- Leaders at All Levels by Michael Watkins to be about your vision and what you’re doing. Even if tor (which has its pros and cons). The coach very helpful, not only in the first ninety days, it feels like over-communicating, it probably isn’t. gave me one assignment to survive my first but at any stage of a museum’s lifecycle. That Slow down enough to bring people along with Vermont winter: make friends. I treated that book helped me to develop an approach that you. focused on people, process, and products. continues on page 14

13 Hand to Hand Association of Children’s Museums You’re On continued from page 3

ages experimentation, and allows for fail- ure. This requires interesting dynamics of both sides of the coin—institutional leaders must be restrained and patient. At the start of my career, I was given a lot of latitude. I flailed a lot, but learned a lot; improvised a lot and thankfully got a lot right. I had my own drive, which helped, but I was also in an institution where everyone completely understood the culture. Some organizations are a bit more nebulous, and there are different cultures throughout different parts of the organization. Ideally, a united organizational culture fully supports the kind of talent identification and leadership development that I experienced early on and that I foster today. Project leadership must have the courage to lead—and possibly struggle Successful Successions or even fail—in highly visible ways, but continued from page 13 cedures. I found that I had either incredibly high level questions or bizarre questions that the successes are satisfying and energizing. as a side occupation, and it has served me only I would want to know regarding the Through missteps you learn important les- well. It’s hard to make friends as an adult, history of the institution. David and I also sons for the future about yourself, your but increasing my social experience outside met a few times to talk about the budget- team, and your work. Not every individual of work has actually made my quality of life ing process and staff-related issues. Working is cut out to be successful in this kind of en- better, and thus more committed to both with a seasoned museum professional who vironment, and not every executive may be my institution and new community. completely understood my frustrations and comfortable with giving the reigns to indi- offered solid situational advice has been in- viduals in this way. • Reviews credibly helpful. I know that David cares While young professionals focus on get- The board’s executive committee created deeply for both the well being of the mu- ting noticed as the first step toward climbing a schedule with two reviews in my first six seum and the community, and his guidance the ladder, it is an individual’s inner drive months. Three months in, the committee on how to navigate fundraising in the Upper and connection with an organization’s mis- chair and vice-chair discussed my work with Valley has been invaluable for donor cultiva- sion that will be recognized. As an executive, key staff and board members and then met tion. I look for individuals with a certain flair with me to discuss feedback. The recruiting Overall, a successful succession is a team and intensity for the work at hand, clarity firm the trustees had hired also provided effort that requires time and commitment of purpose, visible enjoyment on the job, a “360 at 180” review of the institutional from the board, staff, and outgoing and in- tangible productivity, a team player attitude, transition. This included an interview of coming executive directors throughout the a willingness to learn and put in the time it staff, board, and executive director (a “360”) process. A deep commitment to transparent takes to get the job done, the ability to be six months in (or 180 days). Ninety-day and communication, professional development, humble, and an optimistic outlook even in one-year reviews are common, but the 180 evaluation, and mentorship from everyone the face of setbacks. I can spot these folks provides an added layer of monitoring tran- in the organization has given me confidence a mile away. They are in the fray, emanate sition. The head of the search reached out as I enter this new phase of my professional positivity, never shy away from jobs both big to staff, trustees, and me to discuss the tran- career. and small, quick to celebrate big wins or dig sition process and how the institution had in to fix problems, can be counted on to get been affected by the leadership change. This Works Cited things done, and often a joy to be around. review was presented to the executive com- Watkins, Michael. The First 90 Days: Prov- But it isn’t simply drive and desire that mittee and then later to the board of trust- en Strategies for Getting Up to Speed Faster and make a great leader. A whole bevy of tech- ees so that everyone would be in the loop Smarter. Boston, Mass: Harvard Business School nical skills must be present and constantly about how the museum was fairing after six Press, 2013. honed, too: organizing, planning, problem months of new leadership. solving, resource management, interper- Marcos Stafne, PhD is the executive director of sonal skills, decision-making, and commu- the Montshire Museum of Science in Norwich, Ver- • Mentorship mont. Having professionally grown up in museums, nication, to name a few. I encourage staff Before I started, the museum had ar- Marcos has worked in various science, children’s, to take on short-term projects, the perfect ranged for forty hours of service from the and art museums for the past twenty years. He holds way to spread their wings, gain insight and previous executive director for meetings or a PhD in Urban Education from the City Univer- influence within the organization, and try questions. This took away any hesitancy sity of New York Graduate Center. something that may be slightly out of their for me to call David Goudy with questions comfort zone or traditional lines of respon- about staffing, budgets, or polices and pro- sibility. Short-term assignments are also a

14 Hand to Hand Association of Children’s Museums Learning to Lead great way to stay energized and grow one’s continued from page 11 should have the same set of expectations. holistic sense of an organization. If you want Leadership is not a solo act. It is collective that next professional opportunity, don’t staff are overworked, overwhelmed, and un- act. Once people make that assumption, wait for the next class, conference, or job derpaid. Children’s museums have struggled then the tactics become easy. title. Frankly, those opportunities are often to move up the pay scale. At a certain point few and far between in many institutions in one’s career it becomes intolerable. Chil- Maher: What are the key characteristics because of budget constraints. But things that dren’s museums are one of the most power- of successful leaders today? ful forces in museums right now, but they need to get done and projects, large and small, Schnell: Everything points to the col- have had trouble advocating for payscales on that need someone to take them on and see laborative mindset. Successful leaders thrive par with other types of museums. Is it gen- them to fruition are never in short supply. in the collaborative creative process and der bias? Maybe. While some museums pay Take, for example, the recent profes- aren’t as driven by individual accomplish- top salaries that are way out of whack with sional development experience of Starr Pe- ments. People have to work well now in co- the nonprofit norm, children’s museums’ are ters, who started out as a junior exhibition alitions and ecosystems, thinking in terms of much too low as a group. The minute some- staffer. Starr impressed us after serving as a collaborations and campaigns and much less one runs into a personal bump in their life, member of one of our “Great Big Science about buildings or single exhibits or pro- they’re going to leave, often heading to an To-Do” teams and ably managing complex grams. Even though an event may be center industry that can triple their salary. We can’t spreadsheets and a crazy amount of detail stage, it may not happen in your building. solve that problem with leadership develop- around two 24-hour gallery transitions— In fact, it may not matter whether anyone ment programs. without once getting flustered. So we asked ever gets to your building. In terms of using leadership develop- her to join our early childhood exhibition Children’s museums are feeling the ment programs to retain good staff, chil- project team as the liaison between the op- generational shift faster than anybody else. dren’s museums could form alliances and erations department and the project team, Young people of child-bearing age today— conduct leadership development with other which I was leading. Over the course of the the Millenials—have grown up in an era of children’s museums, partner organizations, next four years, Starr became increasingly flash mobs and pop-up dinners. They have or board members’corporations. Share the pivotal to the development, installation, less interest in traipsing their way by car to costs and share the learning. For example, and operation of what became a $3 million, a building. The place is important but the several museum colleagues, or colleagues 11,000-square-foot gallery project. She an- experience—no matter where it happens— from diverse organizations in the same city chored the exhibition and operation side of is more important. Millenials consume chil- working on similar projects, could attend two large-scale prototype efforts. Because dren’s programs of all kinds but in different the same program together. You may be able of her developing suite of leadership skills, ways than previous generations. Under- to economize travel costs, or if the group she served as the “owners representative” standing and responding to that shift has a is large enough you may be able to attract during the month-long gallery installation, lot of upsides. For instance, children’s muse- the seminar to your city. Alternately, board ensuring seamless integration of vendors, ums that aren’t plugged into social media are members working at corporations may be staff, and daily building/team needs. Testing just not relating to the market. Successful able to invite museum staff to attend lead- herself while working side by side with the leaders must know how to navigate today’s ership training programs their company is design/fabrication team during the onsite environment. already paying for. Everyone benefits if you installation, Starr learned and evolved to Good leaders need to identify and acti- collectively make the investment to get more become a true museum exhibit professional. vate key partnerships with others in this fad- return, and build team development and or- Our organizational need was met, and a ing era of separate organizations. There are ganizational partnerships in the process. team member’s growth was, by design, an too many nonprofits. Trying to figure out integrated part of the process. who you’re going to partner with—who you Maher: How does one apply the lessons Because of my own career trajectory, I are going to help and who can help you— know the importance of fostering new lead- learned in a leadership development program back at the museum among staff who have not is absolutely critical. I think that most of ership—and letting emerging leaders take undergone the same training? what’s going on in terms of the protests and the rein on their own projects. I constantly public unrest in our country has to do with Schnell: One problem is that leader- search for ways to test our present talent, to the fact that there is the sense that no one’s ship development is often seen as an invest- press folks into service in ways that will re- helping. To me, it seems that many people ment in a “selected” individual. What if we veal strengths and areas for further growth. feel abandoned by their society. Isn’t that a just flipped it and said that an organization Professional development experiences are litmus test for how our nonprofits haven’t is sending someone out to bring something around every corner in most organiza- reached people who are isolated from the back. It’s part of the plan. When a museum tions—you just have to know how to find cultural sector, perhaps due to poverty, ac- sends staff to InterActivity, you hope they them and how to take advantage of them. cess, or misunderstanding? The only way bring back session content and materials we’re going to get there is through a lot of Jo Haas is the executive director of the Kentucky and share what they’ve learned with staff creative collaboration. Science Center in Louisville, Kentucky. Prior to as- who didn’t go. Leadership development suming that role in 2008, Haas was the director of the Carnegie Science Center in Pittsburgh; director of the Henry Ford Museum and IMAX Theater in When choosing between the three different types of leadership programs, ask yourself, Dearborn, Michigan; and director of the Spirit of “Where am I in terms of my supervisory knowledge, in my management knowledge, Ford at Ford Motor Company, also in Dearborn. She began her career in 1989 at the Center of Sci- in my executive knowledge?” No matter your age or even the stage of your career, ence and Industry (COSI) in Columbus, Ohio. you need to pick the one that focuses on your level. 15 Hand to Hand Association of Children’s Museums Nonprofit Org. U. S. Postage PAID Permit No. 123 Arlington, VA Association of Children’s Museums 2711 Jefferson Davis Highway Suite 600 Arlington, VA 22202 Succession planning leadership development

Organizational Stability Following each quarterly survey, direc- senior staff member take over temporarily? continued from page 9 tors meet to discuss trends and suggestions, Will a board member be appointed interim who understand why their work is impor- and identify one or more items to address director or will an interim director be hired tant and pays off for years through lower over the coming quarter to improve the from outside? Should a search firm be hired turnover and higher job satisfaction. working climate. and how much should be budgeted? A sample orientation program that fol- Thinking about these questions and cre- lows this protocol is available at Museum- 4 Make succession planning a priority ating a written plan, especially when there is Tools.org. no urgency, indicates a stable organization— Succession planning is a scary thought one that would be attractive for an incoming 3 Develop a culture of commitment for many people and organizations, but it is director. When leadership turnover does oc- simply part of good management. If you’re cur, organizations with these four elements How does a leader build staff commit- a leader, you might think that writing a suc- in place have a distinct advantage, because ment over the long haul? One of the best cession plan is like announcing your resigna- they are more desirable and can recruit more ways is to have a clearly articulated set of ob- tion. It’s not. On the other hand, if you’re qualified candidates, more quickly. jectives for how you aspire to lead (see side- a board member concerned about “what Good management and a stable work bar on page 9 for one example). would happen if…,” you might feel you are environment usually lead to less turnover, Another way is to ask staff for regu- sending a subtle message of disapproval to more productive staff, deeper commitment lar feedback about their work experience the director. In reality, every organization, by board members, stronger donor support, through periodic “climate surveys.” Simple regardless of age or size, should have a suc- and ultimately, a better experience for the surveys that take no more than five minutes cession plan. You can find an example of a museum’s audience. It’s good for the muse- are best, since high participation and com- succession plan at MuseumTools.org. um—and very appealing to new talent when parison between surveys are important. Our Here’s why. The director, board mem- positions open up. museum’s survey, which has ten multiple- bers, staff, donors, members, and the com- choice questions and one short-answer ques- munity will feel more confident knowing Charlie Trautmann, PhD, is executive director tion, is administered using SurveyMonkey. how a variety of situations will be handled. of the Sciencenter, a hands-on science museum in Ithaca, NY, and adjunct professor of Engineering at Surveys should be 100 percent anonymous What if the director develops an extended Cornell University. His work focuses on connecting and leaders should never attempt to match a illness? What about sudden incapacity or youth with science to promote civic science literacy set of responses with a person, because this death? How about two weeks’ notice before and empower youth to create a better future for will destroy trust in the survey’s anonymity. a new job? Or even one year’s notice? Will a themselves, their community, and the world they will soon inherit. 16 Hand to Hand Association of Children’s Museums