Needless to say, when she walked in the door not a mere five minutes later,…
This post was originally part of a weeklong exploration of career paths on our ArtsJournal…
Photo by Martin Fisch via Flickr This week, we are sharing some of the inspiring…
A board matrix is a tool that methodically attempts to first inventory the needs of an organization at board level, then the alignment between these needs and both current and potential board members.
Jeff DeGraff, professor of management at the Ross School of Business at the University of Michigan, introduces the concept of competing values.
Paula Caproni, professor of management at the Ross School of Business at the University of Michigan, outlines the keys to creating high-performing teams.
Paula Caproni, professor of management at the Ross School of Business at the University of Michigan, talks about the importance of communicating why you do what you do… not just the what and the how.
Shirli Kopelman, professor of management at the Ross School of Business at the University of Michigan, suggests that negotiation shouldn’t be a “winner take all” experience.
Shirli Kopelman, professor of management at the Ross School of Business at the University of Michigan, provides some simple techniques to help you improve your negotiation skills.
The story that I share today is about how one organization followed their curiosity and learned not only from the evaluation data but from the process itself.
How to build organizational intuition through a process of discovery and debate around an organization’s purpose and by refocusing attention outside rather than inside the organization
Fielding Grasty, NAS Director of Programs, shares some tips and advice for emerging leaders interested in gaining governance experience.
Surry Scheerer, executive coach and lecturer at the University of Michigan Ross School of Business and Ford School of Public Policy, suggests that leaders and their organizations take a more mindful approach to building and supporting teams.
Surry Scheerer, executive coach and lecturer at the University of Michigan Ross School of Business, talks about the importance of listening.
Laura Zabel, executive director of Springboard for the Arts, suggests that framing partnerships as opportunities can be a powerful force in an organization.
Ken Neufeld, former president of Victoria Theatre Association, talks about that organization’s experience in cross-departmental collaboration.
Matías Tarnopolsky, Director of Cal Performances, arrived at a time when the organization faced substantial internal and external challenges. His response was to created the Fall Free for All – an open house of free music, dance and theater performances – that gave staff a chance to work together on a large-scale project and reconnect with the community in a meaningful way.
Sometimes, but it’s risky. By Gail Crider Crisis generally means loss of strategic perspective,…
Andrew Walker, Director of the Amon Carter Museum of American Art, stresses the importance of establishing strong communication with the board and with the community.
Jana La Sorte, Founder & Creative Director of Ambassadora, discusses the importance of being upfront an open about what the change will mean for the organization.
Aaron Dworkin, Dean of the School of Music, Theatre & Dance at the University of Michigan, discusses the importance of thinking about oneself as a social entrepreneur rather than an arts administrator.
George Sparks, President and CEO of the Denver Museum of Nature and Science, stresses the importance of creating a sustainable system that cultivates leaders.
George Sparks, President and CEO of the Denver Museum of Nature and Science, talks about the executive’s role in helping staff members create a plan for the future.
George Sparks, President and CEO of the Denver Museum of Nature and Science, suggests that leaders hire people who will push them and to openly discuss their plans for the future.
Laura Zabel, Executive Director of Springboard for the Arts, suggests that an organization is simply a tool in service of the mission.
Kim Sajet, President and CEO of the Historical Society of Pennsylvania, talks about her organization’s decision to give away its three-dimensional objects.
Gordon Hewitt, an Adjunct Professor of Business Administration at the Stephen M Ross School of Business, discusses the importance of challenging your assumptions.
Anna Thompson, Executive Director of the DeBartolo Performing Arts Center at the University of Notre…
Abby Marcus, General Manager of The Playwrights’ Center, talks about the importance of flexibility in arts organizations.
A fascinating animated talk by Daniel Pink about the surprising things that do (and don’t) motivate people.
Edward Nichols, President and CEO of History Colorado, discusses the need for a clear vision and staff involvement to create change in his organization.
Kathy Keele, CEO of the Australia Council for the Arts, discusses the need for vision, patience, and staff alignment and engagement to successfully lead change in an organization.
Sally Sterling, an executive search consultant within Spencer Stuart, talks about what boards should be thinking about when planning for succession.
Sally Sterling, an executive search consultant within Spencer Stuart, shares her experience in finding the right person for the job.
Sally Sterling, an executive search consultant within Spencer Stuart, discusses the importance of organization-wide involvement and buy-in when creating change.
Peter Poulos, Senior Director of Communications and Sales at the Detroit Historical Society, discusses the need for leaders to articulate a clear vision and create an inclusive process to successfully implement change in an organization.
Cheryl Sobas, Head of Exhibitions at Freer Gallery of Art and Arthur M. Sackler Gallery, discusses how education helps staff have a more strategic approach to their work, including increased decision-making, collaboration, and awareness of impact.
Howard Spector, Executive Director of P.S. ARTS, discusses the importance of having the right people, providing learning opportunities, and maintaining mission focus to successfully lead an organization through change.
Charmaine Jefferson, Executive Director of the California African American Museum, discusses leading organizations through two types of change – problem-solving in times of crisis and continual assessment and evolution.
Jon Moscone, Artistic Director of the California Shakespeare Theater, shares how his approach to leading change has become increasingly collaborative over the course of his career.
Jocelyn Hale, Executive Director of The Loft Literary Center, discusses the needs for a clear vision and stakeholder engagement when leading change in an organization, especially as a new leader.
Terence McFarland, Executive Director of the LA Stage Alliance, discusses how critical listening is to creating a compelling vision and leading an organization successfully through change.
Rachel Fine, Executive Director of the Los Angeles Children’s Chorus, shares her experience leading her board of directors through the development and adoption of explicit board expectations.
Sean McManus, Senior Director at Film Independent, discusses responding to and leading change in the constantly changing film industry.
Diane Ragsdale talks about the top three trends that she sees in arts and culture organizations today.
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