Hilary McGowan, Piotr Bienkowski

Leadership of Inclusive and Sustainable Cultural Organisations

A Practical Guide

• Gebundenes Buch

Produktbeschreibung

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.

Produktdetails

• Verlag: Taylor & Francis Ltd
• Seitenzahl: 160
• Erscheinungstermin: 22. November 2024
• Englisch
• Abmessung: 246mm x 174mm
• ISBN-13: 9781032542430
• ISBN-10: 1032542438
• Artikelnr.: 71235099

Autorenporträt

Piotr Bienkowski has over 40 years' 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

List of figures and tables
Acknowledgments
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.