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. ========================================================= Important Subscriber Information: The Museum-L FAQ file is located at http://www.finalchapter.com/museum-l-faq/ . You may obtain detailed information about the listserv commands by sending a one line e-mail message to [log in to unmask] . The body of the message should read "help" (without the quotes). 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