The Agile Museum21st Century Leadership, with a Capital LPaper co-authors: Douglas Hegley, Andrew David, Meaghan Tongen

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Douglas Hegley

Director of Media and Technology

Minneapolis Institute of Art

@dhegley

http://www.slideshare.net/dhegley

Image Soure: http://static.comicvine.com/uploads/original/11113/111131358/3367143-road-runner3.jpg

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Psychology?This leadership strategy needs some serious

analysis

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Leadership:Why Change?

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Competition is Fierce (and it’s not us versus us)

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VUCAVolatilityUncertaintyComplexityAmbiguity

Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1

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VUCA – Museum ExamplesVolatility – Endowment funds and the recession

Uncertainty – “Treasures of King Tut” suddenly coming to townComplexity – Explaining attendance changes, too many variables Ambiguity – Shifting tactics that are not aligned with strategy

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VUCA primeVision – purpose is greater than a perfect plan

Understanding – listen so that you can respond

Clarity– see through the fog, respond to what matters

Agility – communicate and change quickly Adapted from https://growthandprofit.me/2013/07/04/how-to-manage-volatility-uncertainty-complexity-and-ambiguity-part-2/

Leadership with a Capital L

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“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

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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

LeanAgileRadicalOpen

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Lean

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A Lean organization:• No bloat, no waste• Bottom-up & decentralized• Efficient• Unpredictable• Yet, still manageable with a NEW set of leadership practices

Image source: http://www.engineering.com/portals/0/BlogFiles/bigstock-Bottom-Up-5819008.jpg

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Practices?• Frequent experimentation• Direct customer feedback • Validated learning (build – measure – learn)

Less upfront investmentFewer spectacular failures

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Agile

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What makes it Agile?

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FastTests thingsCollaborativeResponsiveIterative

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Image source: http://hqworld.net/gallery/data/media/40/black_and_white_study_of_a_spiral_staircase.jpg

Agile Methodology• Active user involvement• All stakeholders collaborate &

cooperate• The Team is empowered to make

decisions• Requirements are lightweight and visual• Start small, iterate incrementally• Deliver frequently• Complete a feature before moving to

the next• Apply the 80/20 ruleAdapted from: http://www.allaboutagile.com/what-is-agile-10-key-principles/#sthash.5DgaON2g.dpuf

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 Clear & frequent communication Authenticity Open-ended discussions with deep listening Trust

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What’s so radical about that?No ‘boss’ hoards power jealouslyNo ‘boss’ treats others as things to be manipulated

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Radical Leadership: The Servant Leader Model

Adapted from: https://en.wikipedia.org/wiki/Servant_leadership

• shares power• puts others first• mentors &

supports• gives credit

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Open

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You can’t handle the

truth!Image source:https://i.ytimg.com/vi/9FnO3igOkOk/maxresdefault.jpg

Re-cap: Lean approach Agile methods Radical leadership Open organization

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So …

Does that describe your organization?

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Traditional Organizational Management Models Persist

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Look familiar?

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Small World Networks: The Next Phase of Business Evolution

Self-organizing Teams

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Find & Empower Your Talent

Nick CaveSoundsuit, 2009Minneapolis Institute of Arts

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• Don't wait for a leader to assign work - greater sense of ownership and commitment• Manage their own work as a group• Benefit from mentoring and coaching, but not from command & control• Communicate most with each other - and commitments are to project teams (not

management) • Improve their own skills and suggest innovative ideas & improvements• Normally become high-performing, measure greater job satisfactionAdapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how

Principles of self-organizing teams

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Radical Transparency

Rene MagritteThe Promenades of Euclid, 1955Minneapolis Institute of Art 68.3

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Radical TransparencyDefinition: Use of abundant networked information to access previously confidential organizational process or outcome data(adapted from https://en.wikipedia.org/wiki/Radical_transparency)

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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Transparency is NECESSARY for success

“It’s really about transparency. If you have information, you can’t hoard it. I have only seen excellence achieved … when everybody had the same fact set”.- Dottie Mattison, CEO of Gracious Home New York Interviewed by Adam Bryant for NYT Corner Office, April 3, 2016. (emphasis is mine)

Image Source: http://www.nytimes.com/2016/04/03/business/dottie-mattison-talk-less-but-ask-why-more.html

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INNOVATION via empowerment

“When you don't have to ask for permission, innovation thrives.” 

Steven Johnson Where Good Ideas Come From

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/s/files/1/0232/0661/products/HE

A1-2_1024x1024.jpg?v=1418328580

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The Art of Boxing by George Bellows, the National Gallery of Art

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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.jpgImage source: http://images.inc.com/uploaded_files/image/1940x900/hurdles-track_1940x900_33807.jpg

Historical bias

Senior Management Commitment

Decision-making

Conflict

and more …

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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

Historical BiasFeedback on a conference submission on this topic(this is an actual quote )

“Museum leadership does not come from technology”

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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

Staff is Excited, Management … Not So Much

Image source: http://knotop.com/wp-content/uploads/happy-employees.jpg

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Cool BlueDo a select few

Seek funding & partners(We wish we could do them all)

Risk: Too many at once (saying yes to everything)

Red FlagDo only if necessary

Stop! (or proceed with extreme caution)(We wish we could have none)Risk: Bogs down & exhausts resources

Green LightDo these fast

Make a prioritized list, get moving(We wish there were fewer)

Risk: Resources pulled away from Cool Blue

Gray FogDo only if there are resources

“Busy work” or dreamy distractions(We wish we had more time)

Risk: People fall into it , esp. in times of stress

High

High(Hard)

Low

Low(Easy)

Importance,Via STRATEGY

Difficulty, via practical

REALITY

Decision-Making

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

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Hint: If you ignore conflict, it will NOT go away1. Practice calm – don’t escalate2. Listen deeply to understand3. Find common ground4. State fact with tact5. Focus on the problem, not the 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

1915 2015

Thank youQuestions?

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@dhegley

www.slideshare.net/dhegley

http://mw2016.museumsandtheweb.com/paper/the-agile-museum/