By Kathryn Martin and Mary Baily Wieler
As a Trustee, when you think about navigating a leadership transition, what comes to mind? For many, it is launching a Search and hiring the next Director. For some, it may be creating a Succession Plan. In reality, navigating a successful leadership transition begins well before launching a Search and goes well beyond the hire! In this four-part series of Tips for Trustees, we’ll look at the full continuum of leadership transition –and how Trustees can prepare in advance, navigate and leverage once a transition is known and ensure that the investment in your new candidate pays off. We’ll look at the two parallel but integrated tracks – preparing for the transition and launching the search. These moments of organizational change create unique opportunities for clarity, focus and accelerated momentum through reaffirmed vision for and by the Board.
Navigating Leadership Transitions – a Series of Four Tips for Trustees:
#1: Leadership Transitions: Start Preparing…Now!
#2: Leadership Transitions: Employee Dynamics: A Road Map for Trustees
#3: Leadership Transitions: Move Forward, Be Confident – Be the Expert!
#4: Leadership Transitions: Build Relationships with your Candidates – One of Them is Your New Director
#2: Leadership Transitions: Employee Dynamics: A Road Map for Trustees
#3: Leadership Transitions: Move Forward, Be Confident – Be the Expert!
#4: Leadership Transitions: Build Relationships with your Candidates – One of Them is Your New Director
#4: Leadership Transitions: Build Relationships with your Candidates – one of them is your new Director
FINALLY: THE SEARCH!
When looking at the entire continuum of leadership transition, the responsibilities for Trustees during an Executive Search process start well before the launch of the search (See #’s 1, 2 & 3), and end long after the new Director’s first day on the job. Set your candidates up for eventual hire and success – going from applicant, to candidate, to finalist, to a newly-appointed Director that can hit the ground running. This process begins with the first auto-responder an applicant receives and ends well after the new Director begins, and ensures that you are leading candidates to a “Yes” from your very first interaction with them, and then – just as importantly –- ensuring that they are able to do their best work once they arrive.
Put the museum’s best face forward… while gaining key “intel” on the candidates– From the candidate’s very first moment of contact with your museum via email application or phone call, how candidates are responded to, how they are followed up with, and eventually – how they are hosted at in-person interviews and on-boarded once they start the job – all convey what kind of an organization they will perceive you as being. Treat candidates like potential donors!
When it’s time for in-person interviews, it’s key that you help the candidates visualize working for your museum. All too often candidates leave after an interview, an offer is made and then the process stops because the candidate hadn’t taken full advantage of being on-site in order to help raise and address some of their (and their partners) questions. Time is lost as the process is delayed, or worse candidates drop out.
Put the museum’s best face forward… while gaining key “intel” on the candidates– From the candidate’s very first moment of contact with your museum via email application or phone call, how candidates are responded to, how they are followed up with, and eventually – how they are hosted at in-person interviews and on-boarded once they start the job – all convey what kind of an organization they will perceive you as being. Treat candidates like potential donors!
When it’s time for in-person interviews, it’s key that you help the candidates visualize working for your museum. All too often candidates leave after an interview, an offer is made and then the process stops because the candidate hadn’t taken full advantage of being on-site in order to help raise and address some of their (and their partners) questions. Time is lost as the process is delayed, or worse candidates drop out.
BELOW ARE SOME EASY STEPS TO MAKE THE MOST OF YOUR CANDIDATE’S TIME AT THE MUSEUM:
-Provide a tour of the facilities, and show them their future office.
-If appropriate, schedule a variety of social events in order for the candidate and the Search Committee to interact in less formal situations; similar to what will occur once hired.
-Set-up a private tour with a real estate agent for all finalists – touring the community, neighborhoods, schools, answering questions that the candidate may not feel comfortable asking the Search Committee. This can be a critical step in helping to ensure that if you end up making an offer, they feel like they have key information needed to make a decision.
-Designate Transition Committee members (that are good ambassadors!) to drive, greet and host – this helps to create opportunities for quiet conversations and personal connections to develop (rather than hiring drivers, Uber, etc.)
-If appropriate, schedule meetings for candidates to meet with their future staff – both in groups and 1:1. We recommend that the staff sign confidentiality pledges at this juncture.
-If appropriate, schedule a variety of social events in order for the candidate and the Search Committee to interact in less formal situations; similar to what will occur once hired.
-Set-up a private tour with a real estate agent for all finalists – touring the community, neighborhoods, schools, answering questions that the candidate may not feel comfortable asking the Search Committee. This can be a critical step in helping to ensure that if you end up making an offer, they feel like they have key information needed to make a decision.
-Designate Transition Committee members (that are good ambassadors!) to drive, greet and host – this helps to create opportunities for quiet conversations and personal connections to develop (rather than hiring drivers, Uber, etc.)
-If appropriate, schedule meetings for candidates to meet with their future staff – both in groups and 1:1. We recommend that the staff sign confidentiality pledges at this juncture.
THE SEARCH COMMITTEE AND THE ENTIRE BOARD MUST BE ON ITS “BEST BEHAVIOR” THROUGHOUT THE PROCESS
-Stay in touch and follow-up – While you may be in negotiations with your top candidate, ensure that you thank all the finalists the week after their visits, and re-convey the planned decision-making timeline. Remember, your top candidate may not accept your offer and you want your finalists to remain engaged, and available (and thinking they are your top choice).
-REMEMBER: Confidentiality, Confidentiality & Confidentiality now includes the entire Board.
-When negotiating, remember that how you conduct yourself reveals to the candidate how it will be to work with you at the Museum. Now is the time to invest in the future of the Museum (appropriately), determine what the candidate values (it’s not only salary), and move forward.
-Once you have an accepted offer, remember to thank the other candidates. Again, you just never know!
-CELEBRATE! After the Board votes and the finalist has formally accepted and authorized the information to be made public, plan a full day of activities around the announcement. One museum recently embargoed the Press Release for 2 hours after the vote to allow the Search & Transition Committee members, staff and the new Director to make personal phone calls to key stakeholders and thank them for their input. Even a voice-mail heads-up was greatly appreciated by all.
-REMEMBER: Confidentiality, Confidentiality & Confidentiality now includes the entire Board.
-When negotiating, remember that how you conduct yourself reveals to the candidate how it will be to work with you at the Museum. Now is the time to invest in the future of the Museum (appropriately), determine what the candidate values (it’s not only salary), and move forward.
-Once you have an accepted offer, remember to thank the other candidates. Again, you just never know!
-CELEBRATE! After the Board votes and the finalist has formally accepted and authorized the information to be made public, plan a full day of activities around the announcement. One museum recently embargoed the Press Release for 2 hours after the vote to allow the Search & Transition Committee members, staff and the new Director to make personal phone calls to key stakeholders and thank them for their input. Even a voice-mail heads-up was greatly appreciated by all.
AFTER THE HIRE: YOU’RE NOT DONE! – ENSURE YOUR INVESTMENT IN A NEW DIRECTOR HAS BIG RETURNS!
While the on-site interviews required a great deal of time, after the new Director begins should be the busiest time for Trustees in the transition process! The Transition Committee takes charge and implements their Transition Calendar like the one found in Executive Transitions.
Help the Director adjust to the move and get settled (even if they are local). - For candidates moving from another community to be a part of yours, there are myriad details they are dealing with. Finding housing, physicians, and schools can be daunting. Trustees can be a welcoming resource during this time; enabling the new Director to focus on on-boarding rather than the stress of what happens outside the office, and continually feel good about the decision they’ve made to lead your Museum!
Help the Director adjust to the move and get settled (even if they are local). - For candidates moving from another community to be a part of yours, there are myriad details they are dealing with. Finding housing, physicians, and schools can be daunting. Trustees can be a welcoming resource during this time; enabling the new Director to focus on on-boarding rather than the stress of what happens outside the office, and continually feel good about the decision they’ve made to lead your Museum!
ASSEMBLE ORIENTATION MATERIALS
Although much of this information will have been provided to the new director as part of the finalist interview process, the new Director will need to have ready access to essential information about the museum and its internal constituencies. This information will help make sense of the countless people the Director will meet and the mountains of material he or she will need to absorb in the first days and weeks on the job, A Transition Committee should enlist the help of staff in pulling together the items in the list below. Make sure to ask the new Director if there are other things that would be helpful too.
Board
– Board Roster with business affiliation and expertise. Consider including a photograph of each Board Member.
– Board Minutes for the last year
– Board Committee Structure
– Board Manual
– Board Minutes for the last year
– Board Committee Structure
– Board Manual
Staff and Volunteers
– Staff roster, including photographs
– Staff organization chart
– Position Descriptions
– Employee Policies and Procedures Manual
– Office and Facility Procedures
– Volunteer roster, including photographs
– Volunteer organization chart
– Staff organization chart
– Position Descriptions
– Employee Policies and Procedures Manual
– Office and Facility Procedures
– Volunteer roster, including photographs
– Volunteer organization chart
Organizational Information (if applicable)
– Bylaws
– IRS Form 1023, Application for Exempt Status
– Copy of IRS letter granting 501(c)3 status
– Annual reports for the last two to three years
– IRS Form 1023, Application for Exempt Status
– Copy of IRS letter granting 501(c)3 status
– Annual reports for the last two to three years
Management and finance
– Strategic plan and periodic updates on progress
– Current and prior years’ budgets
– Two years of audit reports and management recommendation letters with contact information for the auditor
– Fund-raising event descriptions and dates
– Grant proposals
-Funding documents from foundations, corporations, and government agencies
– Current and prior years’ budgets
– Two years of audit reports and management recommendation letters with contact information for the auditor
– Fund-raising event descriptions and dates
– Grant proposals
-Funding documents from foundations, corporations, and government agencies
Program Information
- Program descriptions, including attendance statistics
– Exhibition schedule
– Recent museum publications, such as member newsletters and program brochures
– Exhibition schedule
– Recent museum publications, such as member newsletters and program brochures
Position the new Director as a community thought leader and influencer – immediately & continually. The Transition Committee should coordinate with Development & Marketing/PR staff’s Transition Calendar for the new Director – which may include listening tours, town hall–style meetings, donor and member receptions and special events. Create a Trustee-led schedule to introduce the Director throughout the community. This may include private dinners, non-museum events, and civic meetings. Every week Trustees should be initiating invitations to the new Director. In some cases there will be a need for the Director to focus on addressing urgent internal issues. In all cases, this must be carefully balanced to allow external strategies to occur simultaneously.
Revisit and adapt the Transition Calendar on a quarterly basis. Continue this effort throughout the year.
Invest in their leadership – Ask the Director what they need to be effective in their first 90 days/year. Some Directors may be comfortable in asking for what they need, while others may hesitate to ask for “help.” Create an easy dynamic for this kind of discussion to occur frequently, in order to ensure they have the resources, contacts, feedback and Trustee response time they need to do the job well.
It may be a good idea to provide “First 90 Days” leadership coaching whether there is a perceived need or not. As in other industries, coaching is considered a management tool that successful leaders employ. Like an experienced captain of a ship navigating through the Panama Canal, they are required to hire an expert to Pilot them through those “specialized” waters. Strong leaders benefit from having an outside expert available to help them successfully navigate their transition (in and outside of work) as they prioritize urgent needs, position themselves in ways to benefit the museum, and lead authentically and boldly.
Build upon the Vision that you conveyed through the interim period. Create inspiring goals of Impact that the Trustees, Director, Staff, volunteers and community can work together to achieve.
And remember: Navigating transition does not end on Day One of the new Director. In some cases it can take upwards of five years.
Revisit and adapt the Transition Calendar on a quarterly basis. Continue this effort throughout the year.
Invest in their leadership – Ask the Director what they need to be effective in their first 90 days/year. Some Directors may be comfortable in asking for what they need, while others may hesitate to ask for “help.” Create an easy dynamic for this kind of discussion to occur frequently, in order to ensure they have the resources, contacts, feedback and Trustee response time they need to do the job well.
It may be a good idea to provide “First 90 Days” leadership coaching whether there is a perceived need or not. As in other industries, coaching is considered a management tool that successful leaders employ. Like an experienced captain of a ship navigating through the Panama Canal, they are required to hire an expert to Pilot them through those “specialized” waters. Strong leaders benefit from having an outside expert available to help them successfully navigate their transition (in and outside of work) as they prioritize urgent needs, position themselves in ways to benefit the museum, and lead authentically and boldly.
Build upon the Vision that you conveyed through the interim period. Create inspiring goals of Impact that the Trustees, Director, Staff, volunteers and community can work together to achieve.
And remember: Navigating transition does not end on Day One of the new Director. In some cases it can take upwards of five years.
About the Authors
Kathryn R. Martin
San Diego-based management transition expert & leadership coach/strategist
Passionate about helping organizations and individuals have the impact they envision, Kathryn R. Martin is a leadership coach & strategist, professional interim leader, and a frequent speaker and author on navigating personal, professional and organizational change. Martin was Vice President at Arts Consulting Group (ACG) from 2003-2015, and she has served in numerous Interim Executive Director roles, including the Linda Pace Foundation in San Antonio to launch the David Adjaye Ruby City building project; ArtPower!, the multi-arts presenter at the University of California San Diego; and Malashock Dance. Martin is currently Interim President & CEO of the Sharon Lynne Wilson Center for the Arts in Milwaukee. Martin has supervised, trained, and coached more than 20 ACG professional interim executives placed in cultural organizations across the United States. She will be a featured speaker at MTA’s Spring 2016 Forum in San Juan, PR.
Contact: 858-761-4928
kathrynmartinconsulting@gmail.com
LinkedIn
Passionate about helping organizations and individuals have the impact they envision, Kathryn R. Martin is a leadership coach & strategist, professional interim leader, and a frequent speaker and author on navigating personal, professional and organizational change. Martin was Vice President at Arts Consulting Group (ACG) from 2003-2015, and she has served in numerous Interim Executive Director roles, including the Linda Pace Foundation in San Antonio to launch the David Adjaye Ruby City building project; ArtPower!, the multi-arts presenter at the University of California San Diego; and Malashock Dance. Martin is currently Interim President & CEO of the Sharon Lynne Wilson Center for the Arts in Milwaukee. Martin has supervised, trained, and coached more than 20 ACG professional interim executives placed in cultural organizations across the United States. She will be a featured speaker at MTA’s Spring 2016 Forum in San Juan, PR.
Contact: 858-761-4928
kathrynmartinconsulting@gmail.com
Mary Baily Wieler
Mary Baily Wieler became The President of The Museum Trustee Association in January of 2014. She served as Board Chairman of MTA from 2010 to 2013. A resident of Baltimore, MD, Mrs. Wieler is a member of the Board of The Walters Art Museum. She was President of The Board of The Association of Baltimore Area Grant-makers, Secretary of The Board of Greater Baltimore Medical Center and a Vice-President of The Enoch Pratt Free Library. She was honored as one of Maryland’s Top 100 Women in 2006. She holds a B.S. from The Edmund T. Walsh School of Foreign Service at Georgetown University.
Contact: 410-402-0954
mary@museumtrustee.org
LinkedIn
Contact: 410-402-0954
mary@museumtrustee.org
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