Much of our work introduces frameworks meant to help arts leaders improve their organizations. Putting those frameworks into action requires change, but how does one lead change in an organization? We developed this online video catalog of arts leaders talking about just that. These video “snapshots” from arts and culture leaders reflect the wisdom of a broad and diverse field.
Inspired by the HBR article, “Leading Change: Why Transformation Efforts Fail,” Nancy Koehn offers these nine planks (and their sequence) necessary for leading a successful change effort.
VUCA is an acronym used to describe situations or environments with high levels of volatility, uncertainty, complexity and ambiguity.
Jeff DeGraff, professor of management at the Ross School of Business at the University of Michigan, outlines what it takes to make innovation happen.
Jeff DeGraff, professor of management at the Ross School of Business at the University of Michigan, answers those who say they don’t have enough money to experiment.
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.
Ken Neufeld, former president of Victoria Theatre Association, talks about that organization’s experience in cross-departmental collaboration.
Scholar, lecturer and teacher, Diane Ragsdale, asks some important questions about sustainability in the arts – what it means for organizations and for the field.
Mary Lou Aleskie, Director of the Hopkins Center for the Arts, talks about the importance of balancing data and passion.
Eric Shiner, Director of the Andy Warhol Museum, talks about the importance of a realistic, pragmatic approach to change.
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.
Patricia Mooradian, President of The Henry Ford, discusses the importance of a passionate leader, a deep knowledge of the organization and a clearly communicated plan when leading an organization through change.
Kenneth Fischer, former President of the University Musical Society of the University of Michigan, shares his experience leading change at UMS and stresses the importance of getting smart, experienced, passionate people involved and staying out of their way.
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.
Michael Stotts, Managing Director of the Hartford Stage Company, discusses the importance of transparency and consensus-building when leading an organization through change.
Patricia Walker, Chief Operating Officer of the Detroit Symphony Orchestra, discusses the importance of getting the right people behind an idea and getting staff buy-in when leading an organization through change.
Susan Broad, Executive Director of DuPage Children’s Museum, discusses the importance of transparency, trust and working with staff when leading an organization through change.
Alison Segebarth, Director of Marketing for DuPage Children’s Museum, discusses the importance of communication, flexibility and momentum when leading an organization through change.
Ian David Moss, Research Director for Fractured Atlas, discusses his work on the Bay Area Cultural Asset Map for The William and Flora Hewlett Foundation.
Rebecca Hunter, Executive Producer of the Redmoon Theater in Chicago, discusses her experience leading drastic change in the face of a cash-flow crisis.
Mike Yankovich, President and CEO of the Children’s Museum of Denver, shares his insights about how a leader can motivate and build consensus when leading change.
Edward Nichols, President and CEO of History Colorado, discusses the need for a clear vision and staff involvement to create change in his organization.
Erin Elman, Dean of Continuing Studies at The University of the Arts, discusses the need to build consensus, use data to inform decisions and accept mistakes when leading an organization through change.
Barbara Ceiga, Vice President of Public Operations at the Academy of Natural Sciences in Philadelphia, discusses the need to get the staff aligned with directional change to successfully effect change.
Joanna Naftali, Executive Director of Luna Negra Dance Theater in Chicago, discusses the challenges of leading change in a small arts organization as a new executive.
Jessica Deutsch, Marketing and Publicity Manager for Milkweed Editions in Minneapolis, discusses the importance of engaging the collective wisdom of an organization’s staff when leading an organization through change.
Greg Carpenter, General Director of Opera Colorado, discusses the value of anchoring change to a strong, articulated vision.
Linda Hafer, Executive Director of The Art League in Alexandria, Virginia, shares her insights about building consensus when implementing change in an organization.
Kelly Ruggirello, President of the Pacific Chorale in Orange County, California, discusses how to approach organizational change as an opportunity for relationship building with constituents.
Tom Scharf, Executive Director of the Swallow Hill Music Association in Denver, shares his three critical steps to leading change in an 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, discusses the importance of organization-wide involvement and buy-in when creating change.
Dr. Gary Vikan, Director of The Walters Art Museum, discusses how the creation of a culture of shared responsibility and education enables and reinforces change in an organization.
Peter Jablow, President and CEO of the Levine School of Music, discusses three types of people you may encounter within your organization when leading change and the need for sensitivity and patience to implement change successfully.
Kate Lorenz, Executive Director of Hyde Park Art Center, discusses some of the challenges of leading change in an organization, from negotiating the diverse interests of stakeholders to being deliberate about prioritizing which changes to pursue.
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.
Ben Donenberg, Founder and Producing Artistic Director of Shakespeare Festival/LA, shares how his approach to leading change has shifted from being unilateral to collaborative over the course of his career.
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.
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.
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.
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