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
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