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VUCA

VUCA is an acronym used to describe situations or environments with high levels of volatility, uncertainty, complexity and ambiguity.

Job Crafting

The Job Crafting™ Exercise, discussed at the 2018 NAS Summit,…

Being a Team Leader

It can be a difficult time of navigating emotions, goals,…

C’mon Celebrate!

Although not all failures are productive, in fact, we’d reason…

Leftovers? Again?

Needless to say, when she walked in the door not…

Clear Eyes, Full Hearts, Can’t Lose

“Clear eyes, full hearts, can’t lose”. I first heard this…

Finding Your Career Strategy

This post was originally part of a weeklong exploration of…

Identifying Skills

This post was originally part of a weeklong exploration of…

Business Model You

This post was originally part of a weeklong exploration of…

A Map of Your Mind

This post was originally part of a weeklong exploration of…

A Career Path Matrix

This post was originally part of a weeklong exploration of…

Designing Your Life

This post was originally part of a weeklong exploration of…

Moon Shot: Charting Your Path

This post was originally part of a weeklong exploration of…

Seeking wellness in the workplace? Have an impromptu Taylor Swift jam session.

Within only a few weeks of working at NAS, I’d…

Finding (my) Place

This month has been about all things place. Where is…

For Members

Move ahead smartly?

I was fortunate to be in community this past week…

A peek into Zappos

Wait. There’s more on Zappos. We told you it was a…

Zappos: Testing for Core Values

We can’t have a conversation about values without mentioning Zappos.…

Marginal Thinking & Our Personal Boundaries

Clayton Christensen eloquently takes the conventional business idea of marginal thinking…

Values: A Part of the Everyday

Our personal values relate to decisions we make every day.…

Do Your Values Actually Mean Something?

In this Harvard Business Review article, Patrick M. Lencioni discusses…

Values and What We Do

It’s pretty easy to identify the values of a cultural…

Competing Values

Jeff DeGraff, professor of management at the Ross School of Business at the University of Michigan, introduces the concept of competing values.

Creating High-Performing Teams

Paula Caproni, professor of management at the Ross School of Business at the University of Michigan, outlines the keys to creating high-performing teams.

Communicate the “Why?”

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.

Reframing Negotiation

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.

Negotiation & Relationships

Often we initiate a negotiation with personal pleasantries and then abruptly switch into negotiation mode. Shirli Kopelman, professor of management at the Ross School of Business at the University of Michigan, talks about what can be gained from thinking of your negotiation as a part of your relationship.

Negotiating Better

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.

Are You a Board Member or a Bored Member?

We frequently hear from executives about managing board relationships. In this post, Alorie Clark shares a board member’s perspective how to stay engaged.

Change Leadership Lessons in the Gettysburg Address

Koehn notes elements of the address that make it a…

Governance in the 21st Century

Editor’s note: As part of our blog event for The…

Building Cultures of Innovation, Embracing Change and Becoming More Foxy

Editor’s note:  As part of our online discussion around The…

Creating the 21st Century Board

Editor’s note: Over the next two weeks, we’ll feature posts…

Developing Transformative Employees and Systems

Editor’s note: Over the next two weeks, we’ll feature posts…

Mapping the Issues

How do you incorporate feedback from audiences, donors and other…

Leading Change Without Crisis

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

Emerging Leaders and Board Membership: Finding the Right Fit

Fielding Grasty, NAS Director of Programs, shares some tips and advice for emerging leaders interested in gaining governance experience.

Board Membership: Finding the Right Fit

As an emerging leader, it can be difficult finding a…

How should organizations approach teamwork?

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.

What is the key element of relationship-building?

Surry Scheerer, executive coach and lecturer at the University of Michigan Ross School of Business, talks about the importance of listening.

How does your approach to partnerships reflect your organization’s culture?

Laura Zabel, executive director of Springboard for the Arts, suggests that framing partnerships as opportunities can be a powerful force in an organization.

Training ourselves to see the invisible gorilla

A recent study found that we only find what we are trained to look for. What does this mean for arts and culture leaders?

Stories from the Field: Boston Children’s Chorus

Frederick Douglas once said “It is easier to build strong…

Mission-Driven: Aligning an Organization to Create Social Impact

The mission of the Boston Children’s Chorus informs its programming, logistics and operations. Executive Director,David Howse, is very aware of the way race and culture not only affect Boston, but the greater community. His vision ensures that the Boston Children’s Chorus’ mission is reflected in every aspect of the organization.

How do cultural institutions break down internal silos?

Ken Neufel, president of Victoria Theatre Association, talks about his organization’s experience in cross-departmental collaboration.

Deal Making 2.0: A Guide to Complex Negotiations

“Deal Making 2.0: A Guide to Complex Negotiations” David A.…

Inciting a Free for All: Empowering staff, breaking down silos and changing a culture

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.

What are some lessons from your experiences leading change?

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. Now the president of San Francisco Art Institute, Desmarais reflects on the lessons from that period of radical change.

What advice do you have for relatively young organizations?

Debra Zimmerman, Executive Director of Women Make Movies, talks about staying focused on the mission (even when if it means saying “no” to money), giving your constituents a voice, motivating staff and capitalization.

How does an organization manage the succession of its founder?

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.

Inspiring & Motivating Arts & Culture Teams