My advice to early-career arts managers is not to get stuck waiting around for someone to pass you an opportunity, but to go right out and ask for it
CC image by kroszk@ Working in the arts can be extremely stressful. Coordinating exhibits, performances…
No alcohol for 30 days! Daily workouts! Low carb from now on! It’s a new…
During his tenure as Director of the Cincinnati Contemporary Arts Center, Charles Desmarais led the organization through the design, construction and relocation to a new facility designed by renowned architect Zaha Hadid. Desmarais reflects on the lessons from that period of radical change.
This is a study of twelve high performing nonprofits, all in existence for more than ten years, organizations that faced similar social, political and economic circumstances.
In the chapter, “The Transition Challenge: Moving from One System of Values to Another,” Dean Williams outlines the necessary steps in orchestrating a transition.
An interesting thought on what you’re selling (and therefore emphasizing) to your organization. Are you trumpeting the right things?
Julie Stapf, Director of Marketing for the Hartford Stage Company, discusses the importance of building an environment of trust and fostering a sense of ownership when leading an organization through change.
Dr. Michael Hager, President and CEO of the San Diego Natural History Museum, shares his experience leading his organization through a major shift in mission and culture.
Tracy S. Harris, NAS board member, talks about the need for vision, benchmarks and collaboration to create an organizational culture that embraces constant change and improvement.
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