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The Agile Museum: 21st Century LeadershipKAYWIN FELDMAN & DOUGLAS HEGLEY, MINNEAPOLIS INSITUTE OF ARTNovember 6, 2015
Douglas Hegley
Director of Media and TechnologyMinneapolis Institute of Art
This presentation available at:www.slideshare.net/dhegley
Kaywin Feldman
Duncan and Nivin MacMillan Director and PresidentMinneapolis Institute of Art
@kaywinfeldman
@dhegley
Hello!
Image source: https://www.facebook.com/artsmia/photos/a.60164728068.67478.8448903068/10153690331158069/?type=3&theater
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Image Soure: http://static.comicvine.com/uploads/original/11113/111131358/3367143-road-runner3.jpgDH
This is NOT a lecture, please
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Leadership:Why Change?
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VUCAVolatilityUncertaintyComplexityAmbiguity
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It’s a Journey
Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1 KF
Beware the Parmenides Fallacy
“ … human tendency to assume the present situation will remain the same.”
Coined by Professor Philip Bobbit from the University of Texas
Named after Greek philosopher who argued that theworld was static and that all change was an illusion
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Risks of Not Changing
• Left Behind- The world is changing, status quo is highest-risk
• Timing- Change by choice when from a position of strength, or be forced to change later from a position of weakness
• Losing Touch- Particularly of changing demographics and psychographics
• Decisions by Assumption- e.g. today’s museum visitors will be tomorrow’s museum visitors
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The biggest risk is not taking any risk .. In a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking risks.- Mark Zuckerberg
Image source: http://i2.mirror.co.uk/incoming/article3180114.ece/ALTERNATES/s615/Mark-Zuckerberg.jpg
Leadership with a capital L
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leader as manager Leader with a capital LResponsible for
Needs to
Seeks
Daily
Motivates by
People
Focus
Risks
Asks
In essence
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htmDH
leader as manager Leader with a capital LResponsible for Organization or system
Needs to Make assignments
Seeks Compliant subordinates
Daily Demands performance
Motivates by Carrot or stick – money or punishment
People Need to be controlled
Focus Rules – stay the course
Risks Are to be minimized
Asks How? When?
In essence Does things right
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htmDH
leader as manager Leader with a capital LResponsible for Organization or system People
Needs to Make assignments Define Purpose
Seeks Compliant subordinates Followers (a voluntary choice)
Daily Demands performance Shares & inspires
Motivates by Carrot or stick – money or punishment
Enabling & empowerment
People Need to be controlled Need to be trusted and unleashed
Focus Rules – stay the course Vision – changes are coming
Risks Are to be minimized Are natural part of the process
Asks How? When? What? Why?
In essence Does things right Does the right thing
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htmDH
LeanAgileRadical
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Background image source: http://www.wlnfe.org/wp-content/uploads/2015/01/bookshelf.jpg DH
“One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”
- Peter Drucker
Image source: http://54ventures.com/demo-images/fuse-slide-4-11-1800x800.jpg DH
Lean
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Lean
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•Maximize value•Minimize waste
A Lean organization performance as:
• Bottom-up & decentralized• Unpredictable• Yet, still manageable with a NEW set of leadership practices
DHImage source: http://www.engineering.com/portals/0/BlogFiles/bigstock-Bottom-Up-5819008.jpg
Practices?• Experimentation, frequent• Iterations
using customer feedback• Validated learning
(build – measure – learn)
Less upfront investmentFewer spectacular failures
DHImage source: http://andstillipersist.com/wp-content/uploads/2013/09/130916-130916-lab-scientist.jpg
Lean Organizations Reduce Dependency on:• Outside funding• Complicated plans based on many assumptions• Expectations of perfection prior to launch
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Agile
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Agile Methodology• Active user involvement• All stakeholders collaborate & cooperate• The Team is empowered to make decisions• Requirements are lightweight and visual• Requirements evolve, timescale is fixed• Start small, iterate incrementally• Deliver frequently• Complete a feature before moving to the next• Test early and often• Apply the 80/20 ruleAdapted from: http://www.allaboutagile.com/what-is-agile-10-key-principles/#sthash.5DgaON2g.dpuf
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Radical
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Radical LeadershipKey concepts:
Focus ALL work on delighting the customerBe TOTALLY open about impediments to improvement
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Radical Leadership is based on Open communication Authenticity Open-ended discussions with deep listening Trust
DHImage source: http://blog.marketo.com/wp-content/uploads/2013/10/trust-fall.png
What’s so “radical” about that?
No one hoards power jealouslyNo one treats others as things to be manipulated
DHImage source: http://www.themalaysiantimes.com.my/wp-content/uploads/2012/10/Manipulative.jpg
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Radical Leadership and The “Servant Leader” Model
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Adapted from: https://en.wikipedia.org/wiki/Servant_leadership
• shares power• puts others first• mentors & supports• gives credit
Image source: http://www.fratrem.com/wp-content/uploads/2014/01/merlin-robertgreenleaf.jpg
… a man ahead of his time
Lean OrganizationAgile MethodsRadical Leadershipwith the Servant Leader model
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Cultural Heritage and Leadership
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If the mission of a museum is to educate people, then the people doing the educating are the most important part of
our work.
Image source: http://static.guim.co.uk/sys-images/Books/Pix/pictures/2013/12/19/1387458841571/Teacher-and-schoolboy-010.jpg KF
If our mission is to assist curious people who want to learn, then the learners are the most important part of what we do.
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Traditional Organizational Management Models Persist
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Look familiar?
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Small World Networks: Next Phase of Business Evolution
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Workplace Culture
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- attributed to Peter Drucker
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Generosity
You surprise and delight by going the extra mile
You consider time spent on others, time well spent
You enjoy others and celebrate their unique perspectives
You are generous with praise for others and give benefit of the doubt
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Agility
You’re creative and open-minded
You pursue opportunities to learn and grow
You think on your feet and can turn on a dime
You watch and read situations so you can pivot when necessary
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Emotional Intelligence
You leave the drama in the artwork
It’s your work and you own it, baby!
R-E-S-P-E-C-T is your personal mantra
Your criticisms come nicely wrapped in solutions
You strive for self-awareness and use every opportunity to learn
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Positive Energy
You work here because you believe in our mission
You can recite our strategic goals, because they mean that much to you
You are a shameless advocate for all things MIA
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Drive Results
You appreciate that our success is directly related to visitor satisfaction
You keep your eye on the ball, and help others track it
You believe the truism that “doing more with less” ultimately means we can do more
You set goals, achieve deliverables have a healthy respect for deadlines
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Talent Strategy
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If you put fences around people, you get sheep. - William McKnight, first chairman of 3M
Charles-Emile Jacque Shepherdess and Sheep, Fontainbleu, Minneapolis Institute of Art, 99.200.2 KF
What is a Talent Strategy?
Tanikado HisaharuGame of Go, c. 1924Minneapolis Institute of Art
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Key Components of Talent Strategy
Mission, Vision, Values Recruitment Diversity and Inclusion Learning and training across the entire organization Focus on retention, not just hiring Continual employee feedback loop
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Antonio del PollaioloBattle of the Nudes, c. 1470, Minneapolis Institute of Art
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The Competing Values Framework was distilled by Quinn and Rorbaugh (1983)
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Self-organizing Teams
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Find & Empower Your Creative Agents
Nick CaveSoundsuit, 2009Minneapolis Institute of Arts DH
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• They don't wait for a leader to assign work- greater sense of ownership and commitment
• They manage their work as a group• They benefit from mentoring and coaching, but not from "command & control" • They communicate most with each other
- and commitments are more often to project teams than “management” • They ask all necessary questions• They improve their own skills and suggest innovative ideas & improvements• They TRUSTAdapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how
Principles of self-organizing teams
Radical Leadership + Self-Organizing Teams Results• Continuous innovation• Self-organizing teams normally become high-performing and
demonstrate deep job satisfaction
DHAdapted from: Stephen Denning The Leader’s Guide to Radical Management (2010)
Radical Transparency
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Rene MagritteThe Promenades of Euclid, 1955Minneapolis Institute of Art 68.3
It’s a classic case exposure to radical
transparency!
What happened?!
Not This
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Radical Transparency
Definition: Use of abundant networked information to access previously confidential organizational process or outcome data(adapted from https://en.wikipedia.org/wiki/Radical_transparency)
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M.C. ESCHER (Dutch, 1898-1972), Hand with Reflecting Sphere, 1935, lithograph 12 Courtesy of The Walker Collection
“… the idea of everyone knowing everything, could actually be a major driver of increased organizational performance … the biggest reason companies fail is because people lose focus and get off track”.
- Ryan Smith and Golnaz Tabibnia Adapted from: https://hbr.org/2012/10/why-radical-transparency-is-good-business/ (emphasis is mine)
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Impact
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INNOVATION
“When you don't have to ask for permission, innovation
thrives.”
Steven Johnson Where Good Ideas Come From
Image source: http://www.everfreshstudio.com/blog/wpcontent/uploads/2012/02/P2205938.jpgKF
Cool Blue
Do a select fewSeek funding & partners
(We wish we could do them all)Risk: Too many at once (saying yes to everything)
Red Flag
Do only if necessaryStop! (or proceed with extreme caution)
(We wish we could have none)Risk: Bogs down & exhausts resources
Green Light
Do these fastMake a prioritized list, get moving
(We wish there were fewer)Risk: Resources pulled away from Cool Blue
Gray Fog
Do only if there are resources“Busy work” or dreamy distractions
(We wish we had more time)Risk: People fall into this , esp. in times of stress
High
High(Hard)
Low
Low(Easy)
Importance,viaSTRATEGY
Difficulty, via practical REALITY
Decision-Making
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The Art of Boxing by George Bellows, the National Gallery of Art
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
Conflict
Hint: If you ignore conflict, it will NOT go away1. Practice calm – never escalate2. Listen deeply to understand3. Find common ground4. State fact with tact5. Focus on the problem, never a person6. Don’t accuse – ask in order to investigate, not to interrogate7. Look ahead, not back8. Confidence matters (even if you fake it until you make it)9. Recognize stepwise successes
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I feel like I’m working at a 100-year old start up. - Tim Gihring, Mia Brand Narrator
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1915 2015
Thank you!Questions?
@kaywinfeldman@dhegley
http://www.slideshare.net/dhegley