Oh, thank you again for your common sense approach to the issue, Nicholas.

Laura West

-----Original Message-----
From: Nicholas Burlakoff [mailto:[log in to unmask]]
Sent: Wednesday, March 24, 2004 12:59 PM
To: [log in to unmask]
Subject: Re: re museum leadership


Museums are an organization, first of all. The head of a museum therefore
needs to have organizational skills as the first requisite. Organizations
either grow or wane (no social institution remains the same), in order to
grow a museum its head needs to also have leadership skills. A head of a
museum needs to also have vision or an ability to translate someone else's
vision into reality. It is only after these three major skills are found
that subject specialization comes into play.

I can think of a few outstanding leaders who were equally effective in their
art/craft and in guiding major institutions. Among these heroes are Thomas
Hoving of the Metropolitan, and Beverly Sills of the Lincoln Center. On the
other hand, I can think of a half-dozen folks who had no previous museum/art
experience who proved to be outstanding innovators in the field and built
formidable institutions. One only needs to look at the history of the
Indianapolis Children's Museum to learn that. An MBA is no greater/lesser
guarantor of successful museum leadership than an MA in museum studies, or a
PhD in American Art, the MBA, however, does give some basic understandings
in terms of organizational requirements (personally, I would favor at
looking at someone with an MPA closer than and MBA candidate). In fact, I
think our whole culture has gone too certification crazy and creates a raft
of mediocre specialists at the cost of looking for folks with common sense,
ability to lead people and institutions, take appropriate risks, and a have
a sense of spiritual integrity. One can always acquire specialist's skills
but one can't learn talent and quality of character.


Nicholas Burlakoff

-----Original Message-----
From: Museum discussion list [mailto:[log in to unmask]]On Behalf
Of Maggie Harrer
Sent: Wednesday, March 24, 2004 9:28 AM
To: [log in to unmask]
Subject: Re: re museum leadership

Indeed, this is a major issue for all of us - and reflects a similar battle
that has gone on in the arts institutions of this country - who should lead?
The Visionary or the Accountant?  The Manager or the Dreamer?

In my book, either extreme is bad for an institution.  Great leaders need to
both be able to be visionaries with the ability to inspire - including
inspire
others to give funding - as well as good managers.  The Shakespeare Festival
in NYC became the institution it did with such a powerful impact on the city
and on theater because Joe Papp had an incredible ability to envision both
Shakespeare for the masses, but a theater that was alive to the issues of
the
day...as it was in the time of the Greeks long before.   A theater that
should
stimulate and educate as well as entertain.  He also was able to walk into a
CEO's office and inspire him or her to fund this vision.  He also hired
excellent
managers to help him manage the theater.

I don't believe that any institution can survive without VISION.   At the
same time, it must be managed well, and perhaps the answer is to balance the
best
qualities of your leaders with a support team who can make sure that the
vision gets realized.

A provocative issue, indeed.

Maggie Harrer
Immediate Past President
The Water Works Conservancy, Inc.

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