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Learning to Lead
Written by Mike Spock
As wonderful things were accomplished and the museum was transformed, troubling problems began to appear. The expanding staff grew with soft money. Grants came to an end and were not reliably renewed or replaced. Rather than laying people off, ill-defined, un-funded jobs were created without clear goals, standards, or structure. Cut loose from the discipline of goals, standards, and structure, not-fully-engaged creative staff was apt to wander about kibitzing and criticizing. The combination was corrosive. Ostensibly happy staff were not. Everyone was crying for clarity and direction.
Next: Part I: The 1960s: Intuitive Leadership: Collection of Behind-the-Scenes Projects