Americans for the Arts

Sometimes the most innovative and successful solutions come from collaborating with those who do not think the way you do. This is what practitioners in the Pacific Northwest have been willing to do since the beginning of public art programs in the region. The thinking and unique perspectives of artists have been valued as much as or more than the objects they may produce.

What does adaptive leadership and effective advocacy look like for those working in the public sector? Over the course of the past year, I began seriously wondering how public employees might be able to take an active role in raising political support for cultural agencies and state arts councils, within the legal restrictions that apply to their self-advocacy. I interviewed arts leaders in six states to find out how they were steering their agencies to serve many diverse publics within their state in spite of significant political and economic challenges—and in some cases, a lingering threat of elimination.

How many of us are walking a line at our jobs between being an arts marketer, or not? Nowadays it seems as if dual and blended roles are becoming increasingly the norm for all except the largest arts and cultural organizations.

Art is a barometer of its time, providing the common ground for our shared humanity—essential in a vibrant democracy. I came of age as an artist and administrator in New York in the 1970s. Post modernists, punks, minimalists, and graffiti artists were deconstructing and distilling everyday actions. By the 1980s, some of these provocateurs mainstreamed into galleries and museums, theaters and opera houses. Many audiences were mystified, some transformed by the emergent forms. At the end of the ‘80s, I was performing arts curator at Walker Art Center in Minneapolis, and the aesthetic zeitgeist had changed. 

Over the past two summers, I have had the unique privilege to work with three incredible mentees through the internship program here at Americans for the Arts. With all three of these individuals, I worked hard to impart much of my knowledge about arts education, the nonprofit arts sector, the inner working of Washington, D.C.’s advocacy infrastructure, and much more. However, it was through these unique relationships that I also learned from them and grew as a person; we were engaging a process of cyclical mentorship. Often, we approach the leadership pipeline in the field as a departing of knowledge from the older generation to the younger. This process, though utilized effectively in the cultural sphere, leaves much to be desired. As we work together in the field, we must be aware of our own advancement in the pipeline and how we are interacting in relation to other operating alongside us. 

How does cultural identity impact arts leadership?

“We really need someone who’s more out front, who relishes the spotlight, who can shake the hands and kiss the babies.” (A major donor)

Let us picture the figurehead of an organization. The lighting rod. The glad-handing executive, the creative dynamo, the visionary. The confident and outspoken advocate with the answers. Is that what we want from a leader? Can that be anyone, any gender, any age (within reason), any race? Can it be a senior black woman? A young disabled veteran? Can that be a third-generation Asian-American, like me?