By Kenn Taylor
My first regular job in the arts was as a zero-hours gallery attendant. Now I have the fancy job title of Creative Director, having done quite a few roles in between, including being a volunteer and a freelancer. Starting off around the peak of the ‘boom’ in the 2000s when money flowed into the sector, through the worst of austerity and to today’s mixed but still uncertain times. In my career, I’ve also seen many different types and styles of leadership and management. This mixture of experience, along with having had opportunities for various forms of training and development in my career, I think has made me better equipped for my current role.
During the same period, I’ve also witnessed a seemingly ever growing focus on leadership in the arts. This is something which I do think has been necessary. As the sector expanded and diversified and the operating environment became more complex, cultural leaders having training and skills beyond academic art form knowledge has become increasingly important. Especially given the challenges that many organisations have faced, high profile and otherwise. Speaking to older colleagues about their experiences in the 1970s and 80s in cultural organisations, challenges with management in the sector seems to have been an issue going back a long way and this new focus does seem to have improved things. In addition, programmes which seek to increase the diversity of leadership in the sector continue to be vital. As the first in my family to attend higher education and having spent my youth living on my father’s disability benefits, active work to ensure a diversity of voices is heard in the arts is something I am passionate about.
However I have also become concerned that the sector may now be placing too much faith in leaders and the chimerical concept of leadership as being able to solve all the challenges cultural organisations face. This is something I considered when researching whilst on the Arts Fundraising and Leadership programme. Good leadership is important and can help organisations through changes and challenges, but it isn’t a panacea. In a sector struggling to simultaneously deal with big funding cuts, education system changes, huge regional disparities, increasing societal deprivation, major cultural shifts and growing political turmoil, leadership alone will not solve all problems we face.
Individuals can only do so much, even with progressive styles of management, and this focus on leadership can create unrealistic expectations and encourage constant churn in the sector. Suitable financial support from different sources, actively working to increase diversity, collaborative working inside and outside the sector and, crucially, ensuring personal development opportunities are available at all levels are just as important. These things may need to be led, but we need to think beyond leadership if we want to create a vibrant and resilient artistic ecosystem that can deal with inevitable shocks and changes.
We need to continue to develop leadership and management in the arts, especially different styles and methods that suit different types of organisations. Yet this has to be part of much wider and long term support and development for the arts sector if it is to be sustainable and better reflect the diversity and talent of creative voices in this country.
This piece was published by the Arts Fundraising and Leadership Programme in December 2017.