2016 MWXX Innovative Leadership: The Agile Museum
53
The Agile Museum 21 st Century Leadership, with a Capital L Paper co-authors: Douglas Hegley, Andrew David, Meaghan Tongen artsmia.or g
-
Upload
dhegley -
Category
Government & Nonprofit
-
view
1.187 -
download
2
Transcript of 2016 MWXX Innovative Leadership: The Agile Museum
The Agile Museum21st Century Leadership, with a Capital LPaper co-authors: Douglas Hegley, Andrew David, Meaghan Tongen
artsmia.org
artsmia.org
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
artsmia.org
Psychology?This leadership strategy needs some serious
analysis
Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg
Leadership:Why Change?
artsmia.org
Image source: http://bottlewood.co/wp-content/uploads/2015/06/old-business-men-photo.jpg
Competition is Fierce (and it’s not us versus us)
7
VUCAVolatilityUncertaintyComplexityAmbiguity
Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1
8
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
9
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
artsmia.org
artsmia.org
“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
12
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
13
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
14
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
LeanAgileRadicalOpen
artsmia.org
16Background image source:http://www.aisquared.com/wp-content/uploads/2014/05/libraries.jpg
Lean
artsmia.org
18
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
19
Practices?• Frequent experimentation• Direct customer feedback • Validated learning (build – measure – learn)
Less upfront investmentFewer spectacular failures
Image source: http://andstillipersist.com/wp-content/uploads/2013/09/130916-130916-lab-scientist.jpg
Agile
artsmia.org
21
What makes it Agile?
Image source: http://www.movetechsolutions.com/movetech_slns/getmedia/f837ae24-5484-49b6-9abd-d7bd753aa766/agileplandoact.png
FastTests thingsCollaborativeResponsiveIterative
22
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
artsmia.org
24
Radical LeadershipKey concepts:Focus ALL work on delighting the customerBe TOTALLY open about impediments to improvement
25
Radical Leadership is based on Clear & frequent communication Authenticity Open-ended discussions with deep listening Trust
Image source: http://blog.marketo.com/wp-content/uploads/2013/10/trust-fall.png
26
What’s so radical about that?No ‘boss’ hoards power jealouslyNo ‘boss’ treats others as things to be manipulated
Image source: http://www.themalaysiantimes.com.my/wp-content/uploads/2012/10/Manipulative.jpg
NO
Radical Leadership: The Servant Leader Model
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
Open
artsmia.org
29Image source: http://putnam-consulting.com/wp-content/uploads/photodune-12772856-diverse-group-people-working-together-concept-m.jpg
30
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
artsmia.org
So …
Does that describe your organization?
artsmia.org
33
Traditional Organizational Management Models Persist
34
Look familiar?
35
Small World Networks: The Next Phase of Business Evolution
Self-organizing Teams
artsmia.org
37
Find & Empower Your Talent
Nick CaveSoundsuit, 2009Minneapolis Institute of Arts
38
• 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
39
Radical Transparency
Rene MagritteThe Promenades of Euclid, 1955Minneapolis Institute of Art 68.3
40
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)
41
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
42
INNOVATION via empowerment
“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.jpg
43
Image source: http://cdn.shopify.com
/s/files/1/0232/0661/products/HE
A1-2_1024x1024.jpg?v=1418328580
44
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
45
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 …
46
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”
47
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
Image source: http://www.channelweb.co.uk/IMG/546/131546/ian-vickerage-cut-out-imago-suit-arms-folded.jpg
48
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
50
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
51
52
“I feel like I’m working at a 100-year old start up.” - Tim Gihring, Mia Brand Narrator
1915 2015
Thank youQuestions?
artsmia.org
@dhegley
www.slideshare.net/dhegley
http://mw2016.museumsandtheweb.com/paper/the-agile-museum/
