Leadership of Inclusive and Sustainable Cultural Organisations: A Practical Guide is the first book to provide guidance on how to lead cultural organisations that are inclusive, diverse and sustainable, and responsive to the public, their communities, their own staff, and to popular movements.
Leadership of Inclusive and Sustainable Cultural Organisations: A Practical Guide is the first book to provide guidance on how to lead cultural organisations that are inclusive, diverse and sustainable, and responsive to the public, their communities, their own staff, and to popular movements.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Piotr Bienkowski has over 40 years of experience across the cultural sector, working in Europe and the Middle East. He was Professor of Archaeology and Museology at the University of Manchester, Director of Manchester Museum, and has developed inclusive practice with museums, galleries, science centres, the performing arts and community trusts. He now advises a wide range of cultural organisations as a consultant, working with them to embed inclusion and participation, and on organisational change and leadership at all levels. Hilary McGowan works throughout the cultural sector. She helps organisations to improve their leadership and governance so they can thrive in the future. Her distinguished track record includes a background as an arts, museums and heritage director, and as a coach. Hilary established her own business 30 years ago and has worked with 250 different clients. As a Trustee of Bletchley Park, she played a leading role in its transformation; she is now a Trustee of the Egypt Exploration Society. They are the co-authors of Managing Change in Museums and Galleries: A Practical Guide (Routledge 2021).
Inhaltsangabe
Foreword by Amparo Leyman Pino Introduction PART 1 Developing the individual as a leader - 1. Self-belief and self-confidence 2. Role models or finding your own style? 3. Learning on the job vs. being trained 4. Self-reflection 5. Recognising your weaknesses and blind spots 6. Managing your own well-being 7. Flexibility: Welcoming challenge and different perspectives 8. The power of a personal network 9. How to respond to criticism 10. Modelling values and behaviour PART 2 The tool box: The skills you need - 11. Strategic skills: Don't get bogged down 12. Political antennae and horizon scanning 13. The emotionally intelligent leader: Listening, empathy, sensitivity, care and compassion 14. Financial skills: Managing the money 15. Fundraising skills: Following the money 16. Business planning 17. Being entrepreneurial 18. Understanding law and rights 19. Building trust 20. Understanding users' needs and agendas 21. Effective delegation 22. Influencing upwards 23. Engaging with uncertainty and risk 24. How to have difficult conversations and deal with uncomfortable issues PART 3 Leading a sustainable organisation - 25. Where does leadership sit in your organisation? 26. Finding common purpose 27. Leading change 28. Balancing conflicting priorities 29. Chasing funding and how to say 'no' 30. Leading a specialist workforce and the problem of silo-working 31. Internal communications 32. Developing distributed leadership and sharing decision-making 33. Staff morale and well-being 34. How to deal with restructures, redundancies, cuts and downsizing 35. Crisis management 36. Capacity building: When to use consultants PART 4 Diversity and inclusion - 37. Why valuing and respecting difference makes your organisation better 38. Identifying and dealing with racism and bias 39. Equitable recruitment 40. Using inclusive language 41. Building a diverse leadership team 42. Supporting champions of inclusion across the organisation 43. Diversifying staff and visitors/users 44. Building a participatory organisation 45. Accessibility 46. Digital inclusivity PART 5 Governance for an inclusive and sustainable organisation - 47. The strategic role of the board 48. Roles of board members in leadership 49. It shouldn't be who you know: A skills-based board 50. Board diversity and young trustees 51. Ethical behaviour 52. 'Founder's Syndrome' 53. Working with, and influencing, your governing body, and the relationship between chair and CEO 54. Conflicts of loyalty 55. Succession planning and transition leadership PART 6 Leading a learning organisation 56. What is a 'learning organisation'? 57. Evaluation as learning 58. Organisational reflective practice 59. How to harness internal networks 60. Don't avoid uncomfortable issues 61. The importance of organisational memory-and how to sustain it PART 7 Advocacy and external networks - 62. Advocacy with politicians 63. External communications as advocacy 64. Strategic peer networks and mentoring 65. How to involve stakeholders 66. Developing partnerships 67. External voices and critical friends 68. How to respond to popular causes and campaigns and survive 'culture wars' Appendix A: Resources to help you Appendix B: Useful publications Index.
Foreword by Amparo Leyman Pino Introduction PART 1 Developing the individual as a leader - 1. Self-belief and self-confidence 2. Role models or finding your own style? 3. Learning on the job vs. being trained 4. Self-reflection 5. Recognising your weaknesses and blind spots 6. Managing your own well-being 7. Flexibility: Welcoming challenge and different perspectives 8. The power of a personal network 9. How to respond to criticism 10. Modelling values and behaviour PART 2 The tool box: The skills you need - 11. Strategic skills: Don't get bogged down 12. Political antennae and horizon scanning 13. The emotionally intelligent leader: Listening, empathy, sensitivity, care and compassion 14. Financial skills: Managing the money 15. Fundraising skills: Following the money 16. Business planning 17. Being entrepreneurial 18. Understanding law and rights 19. Building trust 20. Understanding users' needs and agendas 21. Effective delegation 22. Influencing upwards 23. Engaging with uncertainty and risk 24. How to have difficult conversations and deal with uncomfortable issues PART 3 Leading a sustainable organisation - 25. Where does leadership sit in your organisation? 26. Finding common purpose 27. Leading change 28. Balancing conflicting priorities 29. Chasing funding and how to say 'no' 30. Leading a specialist workforce and the problem of silo-working 31. Internal communications 32. Developing distributed leadership and sharing decision-making 33. Staff morale and well-being 34. How to deal with restructures, redundancies, cuts and downsizing 35. Crisis management 36. Capacity building: When to use consultants PART 4 Diversity and inclusion - 37. Why valuing and respecting difference makes your organisation better 38. Identifying and dealing with racism and bias 39. Equitable recruitment 40. Using inclusive language 41. Building a diverse leadership team 42. Supporting champions of inclusion across the organisation 43. Diversifying staff and visitors/users 44. Building a participatory organisation 45. Accessibility 46. Digital inclusivity PART 5 Governance for an inclusive and sustainable organisation - 47. The strategic role of the board 48. Roles of board members in leadership 49. It shouldn't be who you know: A skills-based board 50. Board diversity and young trustees 51. Ethical behaviour 52. 'Founder's Syndrome' 53. Working with, and influencing, your governing body, and the relationship between chair and CEO 54. Conflicts of loyalty 55. Succession planning and transition leadership PART 6 Leading a learning organisation 56. What is a 'learning organisation'? 57. Evaluation as learning 58. Organisational reflective practice 59. How to harness internal networks 60. Don't avoid uncomfortable issues 61. The importance of organisational memory-and how to sustain it PART 7 Advocacy and external networks - 62. Advocacy with politicians 63. External communications as advocacy 64. Strategic peer networks and mentoring 65. How to involve stakeholders 66. Developing partnerships 67. External voices and critical friends 68. How to respond to popular causes and campaigns and survive 'culture wars' Appendix A: Resources to help you Appendix B: Useful publications Index.
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