Firstly I feel priviledged to have been part of the MLP program. The MLP course of 1999 was one of the major influences in my career. The opportunity to spend a week immersed in the matters of leadership with the likes of the Jeanne Liedtka was a rare an valuable one. It is an opportunity that is valuable for all emerging leaders in the cultural institutions.
Whilst there is a place for shorter focussed courses for leaders (think fast food), I do believe that a longer residential courses (think slow food) offer different experiences an a chance to connect more deeply. Whilst we have had the benefit of the course, and also refreshers, it is possible to easily overlook the extent of impact of the course when our current needs can be satisfied by short courses.
We all have an opinion however perhaps a logical approach might be to commission a study to try and assess the impact.
Robin Hirst
17 October 2007
12 October 2007
11 October 2007
Comments on the future of MLP (Joe)
FROM JOE CORPONI
Is there an ongoing role for the MLP in Australia?
The complexity of leadership in a cultural institution is equal to or exceeds that of leadership in a commercial organisation. We need to skill and prepare emerging leaders for the role, particularly when many rise from technical and academic ranks.
Some cultural organisations have leadership development programs however they are not common. There is a vacuum to be filled. The MLP provided a model that I believe can be replicated and improved upon.
If so, how often, how long per course, and who are the presenters?
A three to five day initial course with a bi-annual refresher of a 1-2 days would be optimal. It should be done in a way the creates and cements relationships and networks.
Presenters could be predominantly Australian but with some international infusion.
Richard Speed may be of assistance in designing a course however I believe that there are enough skilled people in the alumni to design a reasonable program. Seed funding to do so would not be prohibitive.
Museum Victoria has used The Centre for Organisation Development for leadership development training. An overview of the course follows. It runs over 4 days.
Managing Self
The major focus of this session is to introduce a systems thinking approach to leading, which will enable participants to reflect on their practice with particular emphasis on self-awareness and the impact of personal style. Out of the discussion and activities will begin the program process for a new focus for managers, which allows people to be clear about how they can contribute to the business, inspire and engage their teams, add value to the community, build a sustainable future and work as a high functioning leadership team.
Mental Models
The major focus of this session is to invite leaders to challenge and refine their mental models about their people management and leadership practice. Participants will be required to examine their values and confront their operating beliefs by challenging assumptions about their behaviour, roles and responsibilities as leaders.
Complex Adaptive Systems
The major focus of this session is to explore a leading edge, systemic and adaptive system for managing organisational change. One model is Spiral Dynamics®, a new framework for understanding the dynamic forces at work in human affairs – strategy, business, education and personal affairs. It offers a fresh, powerful and holistic approach to problem solving, innovation and change.
Managing Turbulence
The major focus of this session is to introduce managing turbulence as an important leadership capability for innovation and change management. Leaders will be required to examine their ability to deal with turbulence, complexity, ambiguity and uncertainty.
While it does not cover audience and marketing (as Richard Speed does), it has been effective for Museum Victoria. It can be added to as desired.
The Getty Foundation may be a useful partner in identifying and attracting international lecturers.
How is it funded/ is it tied to an organisation or university?
Firstly, I don’t believe it should be tied to a university unless there are financial incentives to do so. However industry bodies such as ICOM Australia or Museum Australia could be anchors if it is necessary to do so. I also think that CAMD and CAAMD have responsibilities to pursue and own it.
The primary source of funding should be the major cultural institutions. Between us we could raise the seed funding required to establish and design the program. It should also be possible for such institutions to fully fund their own participants – we need to take responsibility for the future leadership of the sector. Smaller organisation will struggle with the costs, particularly if there is travel involved. In that regard, government agencies such as DoCITA, Arts Ministries etc maybe able to make contributions. In addition, with a combined effort, we may be able to raise sponsorship or funding through philanthropy [something is missing here] . . . the Darlings did for so long.
Two key groups to influence are CAMD and CAAMD.
Who are the people that it would address – new intake or only alumni or both?
Both new intakes and alumni. It could be extended to the Asia Pacific region to include New Zealand (as MLP initially did) and perhaps other neighbours.
Do we see mixing art gallery people with museum people a good thing for the course?
It is a great thing to do and the past 8 years experience has shown it to work well. As the course is about leadership, it will continue to work well and brings new insights to people who have to work ‘across the border’ every now and then. Further, both TMAG and MAGNT demonstrate the value of combining museums and art galley leadership training.
Is there an ongoing role for the MLP in Australia?
The complexity of leadership in a cultural institution is equal to or exceeds that of leadership in a commercial organisation. We need to skill and prepare emerging leaders for the role, particularly when many rise from technical and academic ranks.
Some cultural organisations have leadership development programs however they are not common. There is a vacuum to be filled. The MLP provided a model that I believe can be replicated and improved upon.
If so, how often, how long per course, and who are the presenters?
A three to five day initial course with a bi-annual refresher of a 1-2 days would be optimal. It should be done in a way the creates and cements relationships and networks.
Presenters could be predominantly Australian but with some international infusion.
Richard Speed may be of assistance in designing a course however I believe that there are enough skilled people in the alumni to design a reasonable program. Seed funding to do so would not be prohibitive.
Museum Victoria has used The Centre for Organisation Development for leadership development training. An overview of the course follows. It runs over 4 days.
Managing Self
The major focus of this session is to introduce a systems thinking approach to leading, which will enable participants to reflect on their practice with particular emphasis on self-awareness and the impact of personal style. Out of the discussion and activities will begin the program process for a new focus for managers, which allows people to be clear about how they can contribute to the business, inspire and engage their teams, add value to the community, build a sustainable future and work as a high functioning leadership team.
Mental Models
The major focus of this session is to invite leaders to challenge and refine their mental models about their people management and leadership practice. Participants will be required to examine their values and confront their operating beliefs by challenging assumptions about their behaviour, roles and responsibilities as leaders.
Complex Adaptive Systems
The major focus of this session is to explore a leading edge, systemic and adaptive system for managing organisational change. One model is Spiral Dynamics®, a new framework for understanding the dynamic forces at work in human affairs – strategy, business, education and personal affairs. It offers a fresh, powerful and holistic approach to problem solving, innovation and change.
Managing Turbulence
The major focus of this session is to introduce managing turbulence as an important leadership capability for innovation and change management. Leaders will be required to examine their ability to deal with turbulence, complexity, ambiguity and uncertainty.
While it does not cover audience and marketing (as Richard Speed does), it has been effective for Museum Victoria. It can be added to as desired.
The Getty Foundation may be a useful partner in identifying and attracting international lecturers.
How is it funded/ is it tied to an organisation or university?
Firstly, I don’t believe it should be tied to a university unless there are financial incentives to do so. However industry bodies such as ICOM Australia or Museum Australia could be anchors if it is necessary to do so. I also think that CAMD and CAAMD have responsibilities to pursue and own it.
The primary source of funding should be the major cultural institutions. Between us we could raise the seed funding required to establish and design the program. It should also be possible for such institutions to fully fund their own participants – we need to take responsibility for the future leadership of the sector. Smaller organisation will struggle with the costs, particularly if there is travel involved. In that regard, government agencies such as DoCITA, Arts Ministries etc maybe able to make contributions. In addition, with a combined effort, we may be able to raise sponsorship or funding through philanthropy [something is missing here] . . . the Darlings did for so long.
Two key groups to influence are CAMD and CAAMD.
Who are the people that it would address – new intake or only alumni or both?
Both new intakes and alumni. It could be extended to the Asia Pacific region to include New Zealand (as MLP initially did) and perhaps other neighbours.
Do we see mixing art gallery people with museum people a good thing for the course?
It is a great thing to do and the past 8 years experience has shown it to work well. As the course is about leadership, it will continue to work well and brings new insights to people who have to work ‘across the border’ every now and then. Further, both TMAG and MAGNT demonstrate the value of combining museums and art galley leadership training.
Who needs to be influenced if we are to move forward?
- Council of Australian Museum Directors (CAMD)
- Council of Australian Art Museum Directors (CAAMD)
- Museums Australia
- Federal and State Ministries and Ministers
- Getty Foundation ( Museum Leadership Institute)
- Philanthropic organisations
Comments on the future of MLP (Tom & Tim)
The following comments have been received so far:
FROM TOM PERRIGO
FROM TIM SULLIVAN
Is there an ongoing role for the MLP in Australia?
Yes. I reckon the current model is good—it encourages thinking about leadership in the specific domain in which we work; it awakens those essential multidisciplinary perspectives for people looking beyond the narrow silo of their own discipline and to embrace thinking about the whole organisation; it provides an instant network of peers in a learning context which is invaluable (probably most effective if they are geographically close enough to keep in touch); the refresher keeps alumni in touch and could be used to develop mentoring relationships with graduates who are applying skills in leadership roles. The biggest step any of us take is that first one of moving into roles with significant position power and decision-making accountabilities. Getting to talk with and about others who exercise leadership in all those roles helps prepare for taking them on.
If so, how often, how long per course, and who are the presenters?
I like the model now—a residential program with a well-developed curriculum and refreshers at regular intervals.
How is it funded/ is it tied to an organisation or university?
If the other institution helps bring something to the learning situation, it is ideal. The University business school ought to be able to bring focused case studies and panels of people in leadership roles to talk with (panels or lectures or fireside chats). I think it is important that international examples of good practice are included—we cannot afford to be parochial in our little world—the diversity of experience in other nations and regions is helpful. I think it is important that Museums Australia stay engaged with it because it is so crucial in succession planning in the sector.
Who are the people that it would address – new intake or only alumni or both?
See above—both. It’s a good model in my view.
Do we see mixing art gallery people with museum people a good thing for the course?
Absolutely! The number of institutions which do both make it important to maintain the links. And although we may seem miles apart at times, we SHOULD be much closer and be fostering more effective relationships across the sector.
Who needs to be influenced if we are to move forward?
MA, CAMD, CAAMD: it is up to us to make the generous support of the Darlings work in developing the caper we love working in and want to see flourish.
More to come . . .
FROM TOM PERRIGO
- As you may know I hosted Jeanne abd salz(?) for a week in Perth and we spoke a bit about this
- Yes there is a need
- Yes it should continue and stay as a biannual program
- Yes it should be either be linked to a University OR an existing leadership programme. There is a very good one in WA funded in part by the Resource Sector and the State Government The primary advantages are tied to the need to continue a continuous programme for the graduates of the initial course and to develop a continuous mentoring programme using the rich sources produced by the initial coursesI have made preliminary enquiries and it is highly monies would be available for these initiatives the major universities are also interested
- Yes to the last question AND those senior people from industry who fund and support the sector would also welcome active participation this has a number of major benefits
FROM TIM SULLIVAN
Is there an ongoing role for the MLP in Australia?
Yes. I reckon the current model is good—it encourages thinking about leadership in the specific domain in which we work; it awakens those essential multidisciplinary perspectives for people looking beyond the narrow silo of their own discipline and to embrace thinking about the whole organisation; it provides an instant network of peers in a learning context which is invaluable (probably most effective if they are geographically close enough to keep in touch); the refresher keeps alumni in touch and could be used to develop mentoring relationships with graduates who are applying skills in leadership roles. The biggest step any of us take is that first one of moving into roles with significant position power and decision-making accountabilities. Getting to talk with and about others who exercise leadership in all those roles helps prepare for taking them on.
If so, how often, how long per course, and who are the presenters?
I like the model now—a residential program with a well-developed curriculum and refreshers at regular intervals.
How is it funded/ is it tied to an organisation or university?
If the other institution helps bring something to the learning situation, it is ideal. The University business school ought to be able to bring focused case studies and panels of people in leadership roles to talk with (panels or lectures or fireside chats). I think it is important that international examples of good practice are included—we cannot afford to be parochial in our little world—the diversity of experience in other nations and regions is helpful. I think it is important that Museums Australia stay engaged with it because it is so crucial in succession planning in the sector.
Who are the people that it would address – new intake or only alumni or both?
See above—both. It’s a good model in my view.
Do we see mixing art gallery people with museum people a good thing for the course?
Absolutely! The number of institutions which do both make it important to maintain the links. And although we may seem miles apart at times, we SHOULD be much closer and be fostering more effective relationships across the sector.
Who needs to be influenced if we are to move forward?
MA, CAMD, CAAMD: it is up to us to make the generous support of the Darlings work in developing the caper we love working in and want to see flourish.
More to come . . .
Request for comments on the future of MLP
Simon Elliot passed on the following request by email:
"I need your input and thoughts in relation to the future of the MLP course if you wish to see it continue in some form.
The key supporters of the program, Gordon and Marilyn Darling are wanting some feedback about the future. Could you reply to me in the next few days with some thoughts please?
The broad issues are to me:
"I need your input and thoughts in relation to the future of the MLP course if you wish to see it continue in some form.
The key supporters of the program, Gordon and Marilyn Darling are wanting some feedback about the future. Could you reply to me in the next few days with some thoughts please?
The broad issues are to me:
- Is there an ongoing role for the MLP in Australia?
- If so, how often, how long per course, and who are the presenters
- How is it funded/ is it tied to an organisation or university?
- Who are the people that it would address – new intake or only alumni or both?
- Do we see mixing art gallery people with museum people a good thing for the course?
- Who needs to be influenced if we are to move forward?
10 October 2007
Simon's notes
You can download Simon's refresher notes from our new Google group via the link below, but you'll have to respond to the invitation to join it first. I think it works best if you sign in to the group and download the file from there.
I also tried to use Scribd (which would have been easier than this), but it seems to be a pretty new service and despite several attempts they were unable to convert and upload our document.
DOWNLOAD FILE
You can now also try viewing the file here.
Mal
I also tried to use Scribd (which would have been easier than this), but it seems to be a pretty new service and despite several attempts they were unable to convert and upload our document.
DOWNLOAD FILE
You can now also try viewing the file here.
Mal
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