{ Mary is a graduate student at the University of Oregon pursuing her Master’s in Arts Administration with a concentration in Media Management. Her interests lie in the written word, publishing and digital storytelling. She recognizes the art of storytelling as a powerful tool in shaping people and communities. Mary’s research focuses on re-imaging the library environment. She is specifically exploring how digital art can be used in libraries to foster new types of engagement }
The 2012 Oregon Arts Summit focused on leadership. Effective leadership is an essential component of establishing and maintaining any organization’s mission. What became evident through the course of the Summit was the fact that good leadership encompasses multiple traits. One aiming to serve as a successful leader to others must put forth a variety of efforts. The Summit also revealed that there is no simple equation one should follow to become a positive leader. As arts managers, there are many leadership approaches to consider. The idea of providing advocacy for others through one’s leadership style was of particular interest to me. I was very moved by Dan Wieden’s (of Wieden+Kennedy) discussion on building strong workplace environments and by Andrew Dickson’s (also of Wieden+Kennedy) thoughts on the fair treatment of artists. Both of these presentations highlighted the need for leaders to put the well-being of others at the forefront. These discussions allowed me to reflect deeply on what support arts leaders should offer their employees.
Speaking from his experience as co-founder of an internationally recognized ad agency, Wieden said part of his role is to maintain a positive space for employees to work, to build a creative environment where “people can live up to their potential.” I think this mindset is an important one for arts leaders to embrace. Wieden’s philosophy truly recognizes the abilities of his employees. His philosophy places great importance on an employee’s contribution to the company. Often leaders believe they need to be at the center of major projects happening in an organization. Many leaders want full control of the decision-making. As Wieden pointed out, the best work is born when leaders provide the necessary resources for their employees and give them adequate space to explore and create. Acting as a cheerleader for one’s employees is constructive.
In his discussion of leadership in the work place environment, Wieden also stressed the need for people to “fail harder.” These words communicate the necessity of risk taking in an effort to achieve great new things. Employees, according to Wieden, must not fear failure in their creative endeavors. The negative connotations associated with the term “failure” must be discarded. If individuals are working in an environment that does not embrace failure then people will not push the envelope in pursuit of new creative solutions. Failure must be welcome in every room of the organization’s building. It must have its place. Wieden’s management approach at Wieden+Kennedy appears much like the support one would expect from a loving father. Wieden does not micromanage. He does control his employees. Widen does not demand say over all the creative decisions. He provides his employees with a positive environment where they can make mistakes in the process of creating something beautiful. I believe more leaders in the arts should embrace this supportive father-like (or mother-like) approach. This type of nurturing leadership requires patience, waiting for employees to navigate their work through their own creative approaches. This type of nurturing leadership remains strong failure after failure.
Boisterous and animated, Andrew Dickson argued that there should be greater advocacy of artists. With a rise in technology, information is shared more easily and quickly. Art forms such as music, photographs and writing are often obtained through various media tools and without any nod to the person who created the material. As leaders in the arts, this common phenomenon is something we should all be aware of. It is something we should be concerned about and actively working to improve. Further, Dickson argued that there should be more resources in place to prepare studying artists for feasible careers in the arts upon graduation. In addition to studying the arts, Dickson stressed the need for increased training of professional skills that will benefit the students upon entering the real world.
While Dickson’s words are specifically referring to emerging and practicing artists, I think his argument can be applied more broadly. I believe this type of advocacy is also necessary for those advocating for the arts. Those who are working to support the arts must also feel supported! As a leader of an arts organization, it is essential to value the continued growth of one’s employees. Placing a priority on professional development opportunities can be invaluable. Professional development helps employees reach their full potential. Additionally, offering professional development signals to employees that their happiness and continued growth is valued by the arts organization.
My main takeaways from the 2012 Oregon Arts Summit related to the concept of providing arts organization employees with necessary support and encouragement. As an arts leader, I think this pursuit is at the very core of maintaining a healthy arts organization. When one’s employees feel cared for, the work of these individuals will reflect that. I believe Wieden and Dickson presented some great suggestions for ways in which this type of support can be given. However, arts leaders should constantly explore new ways they can advocate for their own.