Neil Barclay, President & CEO of the Wright Museum, talks about the critical process of preparing the next generation of leaders for C-Suite roles.
Reader Interactions
Comments
Neale Perlsays
Thank you to Aaron & Neil for shining the spotlight on the conversations and mentorship necessary to advance the C-suite mentality in arts organizations around the country.
I particularly enjoyed your mentioning that even the existence of arts administration as a career needs to be promoted! Often the best person to lead an arts organization is someone who started their studies and career as an artist or musician.
Appreciate this. Thank you. I’m especially troubled by the increase in complexity of these jobs. As someone in performing arts leadership, I am not on board with simply a mentorship that follows us around. In the theater world, we’ve had internships that were deeply involved in all aspects of running an arts institution for decades – and they received payment (although it’s never enough!). Perhaps the museum world is more “academic” than the theater and music performance industry…. but I don’t want to generalize.
My concern is the lack of knowledge from Board members who are often chosen for only two reasons: generosity/support guarantees, and friendship/familiarity with the C-Suite people. Having worked with both talented and terrible Board members, they are ill-equipped to be the selection tool for the next generation of C-Suite leaders when a change comes about. I wish we could address this FIRST before worrying about a trainee/mentee situation.
I’m thrilled that this discussion is taking place and that someone is trying to address the future.
Best, Mitch (author: “The Business of Broadway” & “Managing Artists in Pop Music” (Allworth Press). Producing Artistic Director, General Manager, Managing Director- DisneyTheatricals, NY Shakespeare Festival, Carnegie Hall, Barrington Stage Co & Broadway shows.
Thank you to Aaron & Neil for shining the spotlight on the conversations and mentorship necessary to advance the C-suite mentality in arts organizations around the country.
I particularly enjoyed your mentioning that even the existence of arts administration as a career needs to be promoted! Often the best person to lead an arts organization is someone who started their studies and career as an artist or musician.
Appreciate this. Thank you. I’m especially troubled by the increase in complexity of these jobs. As someone in performing arts leadership, I am not on board with simply a mentorship that follows us around. In the theater world, we’ve had internships that were deeply involved in all aspects of running an arts institution for decades – and they received payment (although it’s never enough!). Perhaps the museum world is more “academic” than the theater and music performance industry…. but I don’t want to generalize.
My concern is the lack of knowledge from Board members who are often chosen for only two reasons: generosity/support guarantees, and friendship/familiarity with the C-Suite people. Having worked with both talented and terrible Board members, they are ill-equipped to be the selection tool for the next generation of C-Suite leaders when a change comes about. I wish we could address this FIRST before worrying about a trainee/mentee situation.
I’m thrilled that this discussion is taking place and that someone is trying to address the future.
Best, Mitch (author: “The Business of Broadway” & “Managing Artists in Pop Music” (Allworth Press). Producing Artistic Director, General Manager, Managing Director- DisneyTheatricals, NY Shakespeare Festival, Carnegie Hall, Barrington Stage Co & Broadway shows.