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.