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