Every job I've taken in my career has either been new or the person before me had been asked to leave. These positions thus reflected aspects of morale issues to be addressed, especially when I was replacing someone. I did not plan my work-life trajectory along these lines but the results have taught me a lot, perhaps too much, about museum issues. On the down side we know about low salaries, long hours, and, minimal benefits in most private (non-government) museums in this country. These independent 501 c 3 entities make up the lion's share of American museums. While these conditions will not appreciably change, we will continue to see excellent staff employed who are dedicated to the social purposes of their work rather than simply making a living. These conscientious professionals are to be commended, supported and welcomed. Brava and bravo tutti!
The primary assaults on good morale that occur most frequently are caused by God-awful trustees or staff. When I was assistant director of the Maine State Museum, Paul Rivard was the director. He was without question a great museum leader and an extraordinary mentor to me for the five years we worked together. He once said a director's job is to hire good people and give them the tools and freedom to do their jobs. This is not always easy if a museum has one or two, or, more trustees and/or employees who are out-to-lunch, incompetent, meddling, toxic or some combination thereof. All the team-building exercises in the world cannot combat this. If the "problem people" do not leave, good staff will. (Though there is the syndrome of tolerating bad eggs, this does not help morale.).
Removing nasty malcontents is often difficult. Even museum directors cannot always succeed. On the few occasions when I have had to move people along, and have been supported, I have. On the rare occasions I have not been supported I have failed. (Such as when two employees who were married to other people were having an affair on the job that was quite damaging to museum morale, management and productivity but they were protected by a couple of trustees they befriended.)
Getting back to Paul's statement: The museum field has a range of professional disciplines within it. These include directing, curating, conservation, education, fundraising, security, maintenance, public relations, and collection management, to name a few. Each holds certain skills, abilities and personal expectations to do their jobs well. Most recognize the financial and other resource challenges they face and most either overcome them or work around them. Regularly blocking, interfering with, distaining, or, undermining these employees as they try to do their work lowers morale.
Museums tend to attract incredibly creative and smart employees. Some can be quite independent (curators come to mind) (I was one for sixteen years). This independence can be misread by certain people in authority. Museums have a lot of square pegs and round holes and vice versa. This is their strength and must be recognized, nurtured, protected, and amplified. Occasionally there are dunderhead trustees and employees who do not have the capacity or interest in doing so as their own ignorance and egos disallow it.
Certainly encouraging camaraderie, employee cohesion, mutually respective productivity and collegial admiration are all very important elements of running any organization and especially museums. Exercises designed to encourage and sustain this are many and I know others responding to this question will list wise ones. Some happen informally in the workplace. I encountered this at the Maine State Museum when staff unilaterally took a 10:30 coffee break in an ample office that allowed all to be there who wanted to. It was wonderful, especially for me when I was the new kid on the block. More formal moral boosters should be staff meetings when lead by staff who are excellent at bringing out people's best and are great at rallying support.
Regards,
Steve
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Steven Miller
Executive Director Emeritus
Boscobel House and Gardens
Garrison NY
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Original Message:
Sent: 11-02-2017 11:10 AM
From: Skye Malish-Olson
Subject: Museum Morale Boost!
Hello dedicated museum community! What are some ways you have improved (or seen other improve) the morale of your fellow museum workers in the work place? Are there specific team building activities, general practices, or fun traditions that have made your teams function better?
Looking forward to hearing your ideas, examples, comments below!
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Skye Malish-Olson
Exhibition Designer
Dallas Museum of Art
Dallas TX
skyeolson.com
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