0:13
Russell, we've arrived at the end of the class.
My question to you is, if you were student in this class and
you've completed this work, where do you go from here?
How do you put this into action?
What do you do next?
>> Well, the first thing I would do is congratulate myself.
This is a lot of information.
There are a lot of tools here, a lot of concepts.
0:31
The second thing I would do is to pick something,
pick something that I wanna experiment with, that I wanna own.
Leadership is about experimentation.
Maybe it's looking at risk assessments.
Maybe it's any one of the dozens of concepts and tools, but just experiment
with one, really see if I can make a difference in my organization or
change the way I look at my organization by experimenting with one of those tools.
>> I think that's good advice.
I tend to like to advise people often to start with the logic model because it's
the point of entry to a lot of the other things we've talked about.
>> Mm-hm.
>> But I would also offer the following bit of advice, which is start internally.
Don't worry about producing a document,
that you're gonna worry that other people are gonna see and judge.
Work with your staff, work internally.
Work with the people that you trust and know.
And collaboratively come up with a first tool framework, and
see how it works in your small group.
Then if you feel some confidence and you feel like it's working,
it's getting traction, then take it to your board.
And then if that works, you can go beyond to your partners and outside
organizations, but you don't have to expose yourself, I don't think, too early.
You can take your time, work on a small limited way internally with some
of these tools and get more comfortable with them, then go broad.
>> I agree.
And I think the best leaders and
the best managers are people who can make other people think that they had the idea.
There are lots of ways to infiltrate your organization with new ideas.
Managing change is part of the challenge for the leader.
>> But one part, I think of managing change, also, is dealing with resistance.
You have to admit there are going to be people who are gonna be resisting
a kind of change.
>> Yeah. >> They're not
gonna feel comfortable with the idea that the arts actually has a strategy and
management side to it that is really important.
They're gonna wanna say, we're mission driven, we're about the arts, we're about
the fundamental, that kind of value of culture, and they're gonna push back.
What advice would you give someone if they encounter resistance,
if they encounter push back?
Yet at the staff level, the board level, or the community level,
how do you deal with resistance to change?
How do you deal with resistance to some of the approaches that we've worked on here?
>> Well, if you don't meet any resistance, then it's probably not new thinking.
2:42
As a leader I think you have to be prepared to persuade, negotiate, motivate.
The great actor-manager, Sir Henry Irving, said in the 19th century that,
we must succeed as a business, or we fail as an art for the theater.
Because whatever you're mission, if you're not sustainable as an organization,
you're not gonna be sharing your art with anyone.
>> I agree, where do we go from here at this point?
>> Well, I think we just say good luck!
>> Good luck to everyone, and thank you so much for your participation.
[MUSIC]
Peter FrumkinProfessor
Mrs. Russell Willis TaylorLecturer, School of Social Policy & Practice; Past President & CEO, National Arts Strategies
