Is Michael Kaisers ARTS IN CRISIS 50 State romp nothing more than a book tour?

August 26, 2009 • One Comment

I have been following up on the newspaper articles and summaries from Michael Kaiser’s tour, and I am beginning to wonder if it wouldn’t have made more sense to send a free copy of his book to every arts administrator.

Back in early July when the tour was announced – I wrote the following post.  I state again that I think Kaiser is brilliant and one of the great leaders in the arts, and his book Art of the Turnaround is a great, inspiring read.  I also know firsthand he is a fabulous speaker and can really energize a room.

So, I was a bit disappointed to read articles from Charlotte to Madison that seemed to be summaries of the book.  I really do hope the discussion is going further, because it is desperately needed.  But if the discussion isn’t going to dig deeper than the book, what’s the point?  Now certainly one can hope the local conversations are happening and not being reported on, but is that what we really need documented?

So, I am waiting on pins and needles for Andrew Taylor of Artful Manager’s in-depth report on the Madison stop, where Taylor served as an on-stage facilitator.  He gave a teaser here.

Here are some articles from that stop (thanks to Taylor for pointing me to 77 Square Arts):

The articles seem to reinforce that Kaiser is using Art of the Turnaround as a base but don’t report it going further which leaves so many issues on the table locally and nationally.

More from my July 1 post on Kaiser – you can read in its entirety here:

I think the reason the Arts in Crisis initiative hasn’t taken off as much as the Kennedy Center thought it would and the reason why sadly it probably never will is that a lot of organizations don’t have the necessary leadership.  Not that the leadership makes bad decisions (there are certainly plenty that do) but simply there is a lack of organizations in the field that have quality, committed, and trained key leadership at the artistic, management and board level.  They might have two out of the three, mediocrity in all three or more likely one bending the others to his or her will.   Many organizations have to reach a crisis point to do anything about this – all of the organizations Kaiser has “turned-around” were in critical danger.  Kaiser took organizations that were lost and turned them into survivors.

Kaiser in his book insists that someone must lead (it is actually rule number one), that organizations in trouble “suffer from a diffused leadership.”  Don’t mistake this as a dismissal of the relationship between artistic, management, and board for one almighty, all powerful leader who all else must bow to.  Quite the opposite.  It is about BALANCE and ALIGNMENT between artistic, management and board leadership.   It is about trust, authority and responsibility for the art, vision and health of an organization being placed in the proper hands.

Today, the companies that I observe being innovative, growing, thriving or changing the landscape seem to have some version of this balance and alignment. Those that are on the cusp of bankruptcy seem to have leadership that is unbalanced, in conflict and sometimes at war with one another.    But most of the companies are in that middle area.  They aren’t on the at the risk of closing and they aren’t highly successful, they just are open.  As much as these company would benefit from Kaiser’s work or the work of several others out there (there are a lot of great thinkers and workers out there), those companies don’t seem to have leadership who will or can pull themselves up above the day to day to look at the bigger picture so they will simply stay flat, mediocre, unbalanced, or on the brink, choose your phrase, but they won’t reach the potential of the impact they can have.  I am not saying this is wrong.  It just simply is.  In any industry there is going to be a continuum of size, success, and quality – it is key to the ecosystem of the industry.   However there is a lot of room for improvement across the field the “top of the continuum” is not toppling over no matter what criteria you use for placement.  I do think if/when we have more quality leadership structures at more arts organizations we will see an increase in arts participation and the modern renaissance of the arts will flourish!

Ben Cameron, Program Director of Arts at the Doris Duke Charitable Foundation, address to the Illinois Arts Alliance

August 18, 2009 • 2 Comments

On February 24, 2009, Ben Cameron spoke to the Illinois Arts Alliance.  The speech is worth watching (link here) or reading (link here). Here is an excerpt about addressing and activating change within the arts field.  The world will go on without us, so it is time to make ourselves relevant.

In this moment of change, I take to heart the words of two very different thinkers: Abraham Lincoln, who in an inaugural address said, “The dogmas of the quiet past are inadequate to the stormy present. As our case is new, so must we think anew, and act anew”—a quote that similarly has inspired our new President as evidenced by his own inaugural address.

And Wayne Gretzky (and when was the last time you heard Abe Lincoln and Wayne Gretzkey juxtaposed back to back?) explained his greatness as a hockey player by saying, “I skate to where the puck will be.” Regardless of the financial stress of the present, how do we in the arts skate to where the puck will be? We must begin by asking, “Why must we continue to exist today?” Because we have a building is not good enough. Because we have a history is not enough. Because we have a staff and a season and a history of awards is not enough. What is it in the world—in the external world—than mandates the flourishing of the arts in our communities and in the world today?

Every arts organization must be able to answer four questions:

  • What is the value of the arts for my community?
  • What is the value the arts alone bring or bring better than anyone else? In this economy especially, second rate or duplicated value is unlikely to survive long.
  • How would my community be damaged if my organization were to close its doors tomorrow?
  • And how can my organization be optimally structured and positioned to be my community’s best
    conduit to the arts—a question that invites us not to jettison all we do, but to keep what is most central and viable, to expand to embrace the new possibilities we may not have seen before, and to discard past behaviors that do not and will not serve us in the future, regardless of how they may have served us in the past.

Indeed, fantastic possibilities for the future exist everywhere around us. Chris Anderson, editor of Wired magazine and author of The Long Tail, sees in technology the unleashing of a veritable tsunami of creative energy. With the invention and now affordability of cell phones, mini cams, computer softwares and more, he notes, the means of artistic production have been democratized for the first time in human history. In the 1930’s, people who wished to make a movie had to work for Warner Brothers or RKO, for who could afford 5 cameras, lighting equipment, editing equipment and more? Now who among us does not know a 14 year old hard at work on her second, third or fourth film?

Furthermore, the means of artistic distribution have been democratized. Again, in the 30’s, the major
studios played that role; now download your film, post it on YouTube or Facebook, and you have instant world-wide distribution with the click of a button.

This double impact is occasioning a massive redefinition of authorship and the cultural market. Today
everyone is a potential author. We are seeing the emergence of a class of amateurs doing work at a
professional level—a group dubbed elsewhere as the Pro-Ams—a group whose work populated YouTube, Film festivals, dance competitions and more. They are expanding our aesthetic vocabulary even as they assault our traditional notions of cultural authority and arts organizations. In thinking about the future, how do we think, not only about presentation, but about engagement—about interacting with this growing tsunami of creative energy that typically exists beyond the purview of our classrooms, our buildings and our performing arts centers? How do we begin to embrace the real potential of technology—technology not solely as broadcaster (the dominant value for those of a TV generation) but technology as social networker, technology as open source co-creator? How do we engage audiences in the creation of work? How do we expand our vision to be the orchestrators of social interaction—interaction in which a performance is a piece but only a piece of what we are called to do?

Changes in what we do, who we engage and how we engage them, who is empowered to act, who leads the way.

The groups that are most likely to survive are those committed to essentializing—to becoming rigorously clear about their values, rigorously committed to absolute pursuit of mission and absolute irreverence in examining past behavior. Every organizational assumption that guides them will be challenged—from ticket pricing structure to rehearsal policy to programming and more, and they will optimize their assets based on successes—whatever that word means to you (and I certainly would not limit it to financial), making conscious choices about what they will give up in order to free up space, time and money for the experimentation and search for new solutions in which they must engage for the future.

The groups likely to survive will at least entertain the idea of the counter-intuitive, heeding the words of Michael Kaiser of the Kennedy Center whose advice—which I personally believe is far from universally applicable– urges groups caught in a downturn to expand their investments in artists and programming (which he describes as the source of audience allegiance) and in marketing, noting “You cannot save your way to health.”

Many will embrace a higher risk tolerance —-risk, not irresponsibility but pushing past our comfort zones, armed with our best instincts, our best data, the counsel of others more expert than we–knowing as we do that a business that does not risk does not grow, a relationship with husband wife or partner that does not risk does not grow, the artist who does not risk–however capable–is doomed merely to technical excellence but never achieved the true artistic moment for which we all live and work.

If we can do this—individually and collectively–we will remember these times, not as an ordeal for survival, but as a renaissance–a time in which we renegotiated old ideas to reach a new consensual reality—a time of rebirth, yes, but rebirth requiring enormous change.

Like it or not, change is the ever accelerating constant that guides our lives today, and like the famous line in Alice in Wonderland, we must run as fast as we can to stay in the game—and if we want to get anywhere, we must run twice as fast as that. Nimbleness, flexibility, responsiveness, creative opportunism—all will be valued as never before.

Rocco’s first interview

August 11, 2009 • 3 Comments

I always dislike when I start writing a post and I already know it will anger folks who I respect and often agree with, but heck I have been out of town for a week, so why not start off with a bang – WAY TO GO ROCCO LANDESMAN.

Landesman was confirmed late last week and his first interview with the New York Times (New Endowment Chairman sees Arts as Economic Engine) set off a firestorm of responses.  Not one to be shy, in one interview he took the bull by the horns about the arts being sidelined to the “kids table” or written off as frivolous.

Mr. Landesman, 62, made clear that he has little patience for the disdain with which some politicians still seem to view the endowment, more than a decade after the culture wars that nearly destroyed it.

He was particularly angered, he said, by parts of the debate over whether to include $50 million for the agency in the federal stimulus bill, citing the comment by Mitt Romney, former governor of Massachusetts, on CNBC’s “Squawk Box” in February, that arts money did not belong in the bill. That kind of thinking suggests that “artists don’t have kids to send to college,” Mr. Landesman said, “or food to put on the table, or medical bills to pay.”

In American politics generally, he added: “The arts are a little bit of a target. The subtext is that it is elitist, left wing, maybe even a little gay.”

He has drawn some criticism for what has been called everything from snarky to elitist by stating that quality would play more into granting decisions than geography.

“I don’t know if there’s a theater in Peoria, but I would bet that it’s not as good as Steppenwolf or the Goodman,” he said, referring to two of Chicago’s most prominent theater companies. “There is going to be some push-back from me about democratizing arts grants to the point where you really have to answer some questions about artistic merit.”

“And frankly,” he added, “there are some institutions on the precipice that should go over it. We might be overbuilt in some cases.”

Mr. Landesman does believe that the agency should be “perceived as being everywhere,” he said. “But I don’t know that we have to be everywhere if the only reason for supporting an institution is its geography.”

I know I will probably anger some folks here, but I don’t think the NEA needs to fund by geography, it shouldn’t be dismissed but it shouldn’t be a key factor.  I certainly hope that all grants are based on the merit of the project and the organization’s mission/community impact.  The idea that every congressional district should get funding seems like a ridiculous quota.  That type of policy seems the equivalent to begging for legislatures attention )or buying it) and diminishes all of the grants as a whole.

For the record I don’t believe in funding by size either- either of the organization or of the area that the organization is located.  I do agree that there are some circumstances in which institutions should ‘go over the precipice’ and close – there are plenty that have built beyond their means or have been irresponsible or borderline irresponsible in their management.  These Landesman comments, unsurprisingly have drawn the most response from the blogosphere (see below).  Certainly there are multiple interpretations of the comments as well.

No matter what folks in Peoria probably don’t appreciate being picked on.  For the record a quick google search brought up the 91-year old Peoria Players Theatre and the Corn Stalk Theatre.  (I especially feel for the Peoria Players who have a plea on their website stating they are in a financial crisis.  Maybe this will rally folks to send in some extra donations.)

But back to the interview – Landesman notes he is in support of grants for individual artists (which can’t be reinstated without an act of Congress, which I am sure is not the first battle he will choose to fight) and that he plans to fight for a larger budget calling the current appropriation “pathetic and “embarrassing.”

It’s no shock considering who he is and his backgroud that he plans to make the argument that the arts are an economic driver, but in an interesting twist he is building a platform on the old “artists for community revitalization” idea.  He plans to pursue private sector relationships to fund the program he describes below.

I for one applaud this idea.  Many if not most government agencies use strong multi-sector relationships to get things done, why not the NEA?  Certainly this is a project that H.U.D. could also be a part of.  To me this is the kind of thinking that we were all hoping for when he was tapped for the job (interesting note, from the interview we now know he wasn’t really tapped, he asked for the job which I see as a very good thing in that he is more than up for the challenge, he wants it).  If he can make the case well, he may finally be speaking a language that D.C. bureaucrats and politicians can understand.

“We need to have a seat at the big table with the grown-ups. Art should be part of the plans to come out of this recession.”

“If we’re going to have any traction at all,” he added, “there has to be a place for us in domestic policy.”

He was less clear about the details of this ambitious agenda, though he talked about starting a program that he called “Our Town,” which would provide home equity loans and rent subsidies for living and working spaces to encourage artists to move to downtown areas.

“When you bring artists into a town, it changes the character, attracts economic development, makes it more attractive to live in and renews the economics of that town,” he said. “There are ways to draw artists into the center of things that will attract other people.”

The program would also help finance public art projects and performances and promote architectural preservation in downtown areas, Mr. Landesman added. “Every town has a public square or landmark buildings or places that have a special emotional significance,” he said. “The extent that art can address that pride will be great.”

Given the agency’s “almost invisible” budget, he said, goals like these would require public-private partnerships that enlist developers, corporations and individual investors — largely by getting them “to understand the critical role of art in urban revitalization.”

Such arrangements — which he said will be a “signature part” of his chairmanship — will play “right into the president’s wheelhouse,” Mr. Landesman added, speaking of Mr. Obama’s concerns about cities and economic development.

The new chairman said he already has a new slogan for his agency: “Art Works.” It’s “something muscular that says, ‘We matter.’ ” The words are meant to highlight both art’s role as an economic driver and the fact that people who work in the arts are themselves a critical part of the economy.

“Someone who works in the arts is every bit as gainfully employed as someone who works in an auto plant or a steel mill,” Mr. Landesman said. “We’re going to make the point till people are tired of hearing it.”

Interestingly enough, since I was out of town, I am behind on my reading and had to catch up a bit (although still plenty to go), and I stumbled along this great article from New Music Box (the web magazine for the American Music Center).  In Guess Who’s Invited to the White House, Jean Cook and Casey Rae-Hunter make the case that we are at a unique point where we can get the government to actually work for the arts, if we change some of our tactics.  Cook and Rae-Hunter propose the following:

To be sure, the frequent presence of artists in the White House provides us with reason to be hopeful that the new administration will be a good partner for the arts community. But taking advantage of this opportunity will require a dramatic rethinking of the way we engage with policymakers. The previous eight years were spent playing political defense against an administration with little interest in investing in the arts. Now, we’re faced the no less important challenge of transitioning from an oppositional movement to one that’s more proactive. A movement grounded in big-picture thinking, with a vision for how innovation and creativity can rebuild our nation. A movement that understands the role arts will play in shaping a new social agenda.

Because of an uncoordinated government infrastructure, the arts community has, over the years, come to view public policy as highly agency-specific. We’re good friends with the National Endowment for the Arts and the National Endowment for the Humanities, but have until recently been strangers at places like the White House, the Federal Communications Commission, and the Copyright Office. And, though the NEA has long been the most visible symbol of our government’s commitment to art and culture (or in some cases, lack of), its miniscule budget means that its actual impact is largely symbolic and generally limited to touring, presentation, and participation in the traditional and classical disciplines. Yet the entire field continues to grow, necessitating a broader view of policy and public funding for the arts.

In its first six months, the new administration has modeled a more holistic approach to policymaking that prizes innovation and seeks ways to improve conditions for all Americans. There’s a renewed focus on inter-agency collaboration and a sharing of ideas and resources to find creative solutions to our many problems as the nation struggles to repair itself in the wake of the worst economic crisis since the Great Depression.

Of course, Cook and Rae-Hunter note that we will need to address “how we make our case.”  And this is where I think the appointment of Landesman is important.  The articles authors make no mention of Landesman and the article wasn’t about the N.E.A. but when Cook and Rae-Hunter cry-out  “We need a fresh kind of thinking to recognize new opportunities,” I can’t help but think Landesman is the guy to bring those new ideas to the table.

Now being out of town gave me an advantage that lots of folks had commented on Rocco’s first interview with the New York Times, thoughts and links below:

Laura Collins-Hughes over at Critical Difference brings up some great points about the arts being dismissed in The Arts Are “a Little Gay”

Good for NEA Chairman Rocco Landesman for calling out the homophobia that undergirds opposition to federal funding for the arts. “The arts are a little bit of a target. The subtext is that it is elitist, left wing, maybe even a little gay,” he tells Robin Pogrebin in today’s New York Times….

The idea that the arts are gay, and therefore dismissable, is closely related to another notion about the arts: that they are inherently girly….

The arts are widely viewed as a milieu best suited to women, and to men with an affinity for beauty, delicacy and taste and an aversion to muscular exertion (read: gay — and, no, I am not endorsing the stereotype, merely articulating it).

As a nation, we tend not to scrape together public funding if we believe it would benefit people like that. Unless, maybe, we can be convinced that it’s in our economic interest to do so.

Not a new idea but something important to think about when we craft the case for the arts getting a seat at the “big table.”  Collins- Hughes also tackles the Peoria comment:

The straight-shooting Landesman won’t earn many points for diplomacy in that interview, particularly with the ill-considered slap, “I don’t know if there’s a theater in Peoria, but I would bet that it’s not as good as Steppenwolf or the Goodman.” That remark is bound to alienate whole flocks of legislators as well as artists outside major cities. Nonetheless, the point he’s trying to make about democratizing arts grants — “I don’t know that we have to be everywhere if the only reason for supporting an institution is its geography” — is perfectly valid, and his new NEA slogan, “Art Works,” is beautifully attuned to the zeitgeist….

Gioia might have made some lasting progress for the agency, whose natural opponents have been forced to concede, at least to a degree, that there is value to the arts. If Landesman, a Broadway producer, uses creative-class theory to hang a dollar sign on that value and explain the dividends investment in the arts would pay, he may be speaking lawmakers’ language.

What’s interesting is, I am not so sure that the comment will “alienate whole flocks of legislators.”  Outside of the Peoria delegation, I wonder if it will even register with folks.  I think Collins-Hughes is right that Landesman “may be speaking lawmaker’s language,” and if he is he is leaps and bounds ahead of any of his predecessors.  His plan to stay on the offensive and not apologize for the arts is vital stance that will be necessary if the N.E.A. is going to become a useful and important agent for change and innovation for the arts.

Over at Gratuitous Violins in Rocco, this won’t play in Peoria calls the Peoria comment “snarky.”

Rocco, was it wise in your very first interview to pick a fight with Peoria? Which, as a native Midwesterner yourself, you must know is in Illinois, home state of the president who nominated you to head the NEA.

I don’t know whether there’s a theater there or not. And if there is, maybe it’s not as good as Steppenwolf or the Goodman. But that’s not the point. The point is introducing more people to the arts. And not everyone can get to Chicago or New York.

The point is, good theatre, music, dance and other art is being made all over this country in communities large and small. As NEA chairman, you should be celebrating that fact and building it up, not tearing it down with a snarky comment.

I have to say,  I think Landesman knew exactly what state he was using examples from.  Readers can see the results of my quick google search above there are theaters in Peoria.  Unfortunately, I couldn’t find easily if there were any N.E.A. grant recipients in Peoria – but via the Illinois Arts Council they would likely benefit from federal funds. I have to say again merit and quality do mean more to me than geography.  I don’t think the comment was ruling out geographic diversity, just quotas and I fully agree with that.

I also don’t think the “point” of the N.E.A. is to “introduce people to the arts.”  It is a government agency that should be a helluva a lot more than what it is – a “Good Housekeeping Seal of Approval,” but it isn’t an advocacy or social service agency.  Let’s not kid ourselves, the N.E.A. has never had a big enough budget to make any kind of sweeping national impact.  The capacity is just not there, and I don’t really care to focus on what frankly can not be achieved and probably shouldn’t be.

If Landesman achieves the increased budget he is looking for I would be happy if it didn’t end up in the grant program budgets, if it was used to create new models and partnerships within the arts industries.  I don’t think it is about more “funding” the status quo or for organizations to keep on being dysfunctional (see Funding Models/Saving Theaters).  The regional theater model never was functional and it is time to admit it.  It is outrageous that so many theaters, orchestras, etc. have structural deficits year after year without making any changes to how they are run and how they produce their work.

Now I am a big fan of Scott Walters and an even bigger fan of his <100K Project.  It is nothing short of amazing. It is actually an innovative new collaborative model.  I got my start as a Outreach Director in North Carolina, and I am VERY familiar with the types of communities and arts that Scott is advocating for.  In Time to Blast Rocco Landesman, Scott is starting an outright campaign in response to Landesman’s geographic comments.

Now we have this interview, a clear indication that he is the Ny-centric, high art (or rather, high budget — despite his talk of quality, what he is really talking about is big budget, high prestige institutions) proponent I thought he was. I call on all readers of this blog to communicate your outrage to Landesman. He can be emailed at chairman@arts.gov, called at 202-682-5414, or sent a letter at 1100 Pennsylvania Ave. NW, Washington, DC 20506.

The arts must be for everyone, not just people who live in the big cities in this nation.  If you really want to see the NEA budget slashed because legislators don’t see any of the money coming to their home districts, just keep trumpeting this elitist nonsense. Landesman needs to read Grassroots Theatre by Robert Gard and learn about the long tradition in this country of democratic, widespread creativity. Theatre historians during the past 35 years or so have virtually ignored this, despite the fact that some of the most important art of the first half of the century came from it (Provincetown Players, for instance, was part of the Little Theatre movement, for crying loud; the Pulitzer Prize winning Paul Green wrote regional based plays in North Carolina).

Now Scott has always taken issue with what he calls the ‘”Myth of Broadway.”  I am at a disadvantage because I grew up without any Broadway influence in my life and actually never imagined myself in New York, as a matter of fact I even through graduate school I said over and over again I was never even going to visit New York.

Of course after a dozen years living in New York and the immediate area, I am grateful for all that New York has to offer.  However, it has never occurred to me to think of theater in other cities or regions as less valid or less important because know the value of the arts as community-building and engines for personal growth firsthand.  I have also been lucky enough to live in 6 different states in 4 different regions of the country in my lifetime.  I know folks tend to be myopic about New York and other major cities, but Landesman’s comment doesn’t bother me as much as others including Scott although I certainly see why what they read into it irks them.  I also just don’t see the comment as being about “big budget, high prestige institutions.”

My thinking is a bit more in-line with Isaac Butler over at Parabasis who responds to Scott’s post at <100K Project – Cue Scott Waters Outrage.  I think there is a place for geography but not at the top:

…while I’m sympathetic to the point about making “merit” a primary guiding value of who gets money, and while I’m certainly happy to hear Rocco say that there are some larger institutions that should be allowed to fail (that sounds harsh, but I think the system needs some shaking up), it seems to me that it’s a myopic strategy to not spread arts money around geographically, or to use geography as part of the calculus. Maybe not as much as merit, but up there.

First off, if we truly believe that the arts are a good economic engine, then certainly Peoria deserves that engine as much as Chicago.

Second, if you’re trying to build widespread support for the arts, spreading the federal pork around a bit is not a bad strategy. During the fight over the $50 million in the stimulus (this is if memory serves, so i could be wrong here) one Republican who tried to demogogue the bill by saying that the arts created no jobs in his district was met very quickly with a list of how many arts jobs there actually were in the area he represents.

Third, the NEA should probably be addressing some of the calcified structural advantages that certain geographic areas have.  Our system of farming actors out from New York creates a structural advantage in New York– it’s filled with very cheap, abundantly talented labor, because people work for less money in New York and make up the difference in TV, Film and Regional gigs, which tend to pay better (this is particularly and shockingly true for directors once you are working at large LORTs). There is, however, some evidence that this isn’t good for the system of theatre as a whole in America, and if someone is going to have their eyes on the broader interests of theatre in America, there’s a far better chance that that person is going to be Chair of the NEA as opposed to, say, chair of the board of MTC.  Or, to put it another way, there is no (immediately obvious) reason why Lynne Meadow should give a shit about the health of theatre in another part of the country. And many artistic directors act accordingly. The ultimate goal of an institution is its own perpetuation. The NEA has a better vantage point to try enact positive change in the industry.

Now call my cynical, but I don’t think spreading the $50M around is going to get us anywhere.  When it comes to the arts I think that getting money into their congressional districts is of smaller concern and weight than with other industries and initiatives.  First, it isn’t much money – yes, of course something is better than nothing, but more importantly it is just that the arts aren’t that important or valued by some (most) politicians.  This circles back to the idea of how we make an case for the arts.

More commentary on merit and/or geography can be found at Createquity Landeman Confirmed as NEA Chair:

I have to admit that I kind of love the idea of a tough-talking NEA Chair, and feel that it will be a helpful weapon in the culture wars that the right seems itching to start up again. The fact that Landesman both has artists’ priorities at heart and is willing to fight for them is very promising indeed. The one quote out of the above that worries me a bit is his attitude toward arts in regional areas — sometimes it’s not all about artistic merit, and there’s certainly something to be said for developing local talent rather than continually losing it all to New York or LA…. On the other hand, Landesman does recognize the arts’ importance to downtown urban economies–presumably, whether they’re in Peoria or anywhere else–and says that he wants to make this focus a “signature” element of his tenure. Landesman promises to be an entertaining figure at the helm if nothing else, and hopefully will end up accomplishing far more than that.

Moss is absolutely right about Landesman’s tenure will certainly be entertaining, but I think and hope he will much, much more than that.   And another perspective on the Peoria comments over at Real Clear Arts Landesman’s Big Risk: Cocky Remarks May Come Back to Haunt Him

Much of the arts community is euphoric about what Rocco Landesman told The New York Times the other day: It was straight talk; he said many things that needed saying; with a few remarks, he extracted the cultural world from the defensive crouch arts organizations always seem to be in. Artists do need to be considered in economic policy matters, though Landesman shouldn’t ignore the fact that investing in arts generally doesn’t have as large an economic multiplier effect asinvesting in manufacturing….

His remark about Peoria, even if true, will come back to haunt him surer than the “wise Latina” remark messed up Sonia Sotomayor. It’s going to make budget requests and hearings much more difficult.

So while Landesman is right to try to alter the national debate about the arts, I hope his cocky first interview doesn’t hurt the cause, rather than help it.

Judith H. Dobrzynski from Real Clear Arts continued commentary in her Forbes Magazine column:

Some of this is refreshing. It’s meant to alter the terms of the debate, to give the arts their due–which does include consideration of their role in the economy. The arts should not be an afterthought, or no thought at all.

In some ways, Landesman is living up to a standard for appointees that many Obama voters expected when they pulled the Democratic lever last fall–only to be disappointed by the president’s mostly conventional picks (some of which encouraged those who didn’t vote for him, but that’s another story). Landesman wants to dispense with business-as-usual at the NEA, and that’s a good thing.

But plenty of other people have gone to Washington with similar forthrightness only to be felled by their hard-charging methods. It would be a shame if Landesman unnecessarily reignited the vicious culture wars of the 1990s. He is taking a big risk, in a town that all but requires compromise and coalition-building, even when the majority is as large as it is today. Let’s hope he doesn’t make matters worse for the arts.

I don’t think Landesman will make things worse, and I hope he doesn’t tip-toe too much.  Risk tends to pay off in the arts – Landesman certainly should understand building alliances and should be able to navigate Washington waters based on his life experiences.  Of course there could have been a less biting way to make the point about geography, but I don’t think it is as big a deal as it is being made out to be, but hey I could be wrong.  But, I am still looking forward to Landesman shaking things up a bit and enacting some real change.  I am going to remain more than upbeat about his appointment, I am downright hopeful.

Don’t succumb to conservative theater!

August 4, 2009 • 2 Comments

Isaac Bulter’s recent post Here Come The “Rock Solid”s could be a depressing but necessary read, but I prefer to think of it as a challenge to the field.  He talks about the conservative leanings of institutional theatre in response to a crisis.  I would argue the tendency towards conservative, safe choices began far before the economic implosion of Wall Street but that is another post.  But however we got here Issac puts his finger on the proverbial button by pointing out:

Looking over season after season and theaters all over America is not exactly inspiring to say the least.  I’m not saying this to draw some comparison between New York, which has plenty of theaters doing uninspiring work, don’t get me wrong. But I’m on a regional theater beat right now, and its a little depressing. …you get no sense looking over the seasons that they are serving their particular communities wants/needs, and many of the seasons look remarkably similar.

Certainly Issac is right New York City theatres are not immune from the issue.  But the key here is if a theater isn’t serving a specific community and looks like handfuls of other theaters, are we (1) doing our jobs and (2) the least bit surprised that raising money, engaging audiences and selling tickets are such challenging tasks?

After looking at one theater’s safe choices for the upcoming season (even including a production of The Odd Couple), Issac goes on to portray the dilemma of the leaders of said theatres:

I’m even sympathetic to theatre’s plight right now.  AD and EDs have a responsibility for the survival of their theaters.  They have employees whose livelihood depends on the theater.  They have boards to satisfy. There’s a lot of needs pushing and pulling their decisions other than “what is the best work we could be doing right now?” and I imagine most people are trying very hard to do the best work they can given the environment we have right now.  Or at least, they think they are.  No one wakes up in the morning and goes, “wow, I can’t wait to devote my year to doing uninspiring work that will at least make sure we don’t lose too many subscribers this year!” and I’ve spoken to an artistic director or two who took a bath over the last couple of years trying to move their theaters in edgier directions.

That it’s understandable doesn’t make it less depressing. Or, frankly, less frightening for those of us who care deeply about the future of theater in America.

Here’s the thing, to me the situation is understandable as in of course I get how we landed here – I lived it day and night for years, but there is a difference between understandable and acceptable.  I think as theater artists and leaders we have to realize this isn’t acceptable.  And before we blame anyone including our boards we need to look at our own place continuing this unacceptable course.  The reality is the conservative, safe route is just that SAFE.  It is easier.  It allows us to bemoan the situation rather than doing something about it.  But what can we do about it?  Actually we can do several things:

1.  We can understand our local community and its relationship to the national and global community and actually pick plays that are relevant to the issues of that community.

2.  We learn to address the unrealistic expectations that are place on shows.  Artists, audiences, press, and leadership have all placed ridiculous expectations of what we and a show are supposed to be versus looking at who we are and what a show needs.  Guess what, Director X doesn’t get a huge set budget just because he is Director X.  Some shows require a minimal setting.  The audience and critics shouldn’t feel the show is under-produced because the bells and whistles they have gotten used to every production having are more often than not now-a-days are simply excess fat.  The rest of the nation is putting an end to excessive consumption – shouldn’t the theater reflect that.  As leaders of these institutions we need to assess whether our own expectations are about the work or about ourselves.  Is the big enhancement project because we want to be players and have tricked ourselves into thinking it helps the budget or is it an important project for the company to producer that happens to help the bottom line.   And as we strip away the expectations that have been handcuffing our organizations we need to publicly and eloquently debunk said expectations.

3.  We have to stop making excuses and roll up our sleeves and create change.  There are so many opportunities out there!  The theater can do so much to address our community’s needs.  We need to reset our minds.  Find a way to break those bad old habits.  We need eliminate the concept of structural deficits, we need to produce in a manner we can afford, and most important we must take artistic risks.

The good news is that there are a decent amount of theaters that are doing just that.  Unsurprisingly, they are also weathering this economy a bit better.  Issac pulled a random example to evaluate in his post, I want to point out the first theater that popped into my mind that is breaking the mold.  It happens to be one of my local theaters (and yes, my definition of local included NYC).

There is nothing generic or boring about Hartford Stage’s 2009-2010 season – a nine play Horton Foote cycle, a gospel musical, a new theatrical experience exploring motherhood, and even their choice of Tom Sawyer for a family oriented show is spot-on in its tie in to Twain’s relationship to Hartford.   I will certainly be heading up to see at least four of their shows this season and I am familiar enough with their work to know that the plays will likely be produced beautifully and simply.  I congratulate Michael Wilson and Michael Stotts for a creative, intelligent and relevant season!

McLennan and Taylor – are we selling tickets or building community? Good Question

July 28, 2009 • No Comments

Last week there was some interesting discussion around Doug McLennan’s post on diacritical Pay Attention! If Selling Tickets Is Your Business Model, You’ve Got A Problem about the “Attention Economy” and Andrew Taylor’s response What, exactly, do you sell.  I think this discussion is a great companion to yesterday’s post on recovery consumer trends.

McLennan kicked off the discussion by addressing the shifts from manufacturing to transportation to experience to attention economies.  McLennan states “In the infinite choice marketplace, ideas and products only get traction if they get noticed.”  He notes as usual that the arts are behind others in addressing the shifts:

If you believe your business model is the classic consumer transaction (I make the performance, you buy the ticket) then you’re done. Sorry. That’s a Manufacturing Economy mindset, and while it worked when choices were limited, now that you’re competing in the infinite marketplace offering 8000 or 8 million choices, it’s increasingly unlikely that your “audience” is going to choose you as often as they did in the past.

In the Attention Economy it isn’t enough to be the best orchestra or theatre or dance company. People aren’t comparing you with other orchestras or theatre or dance companies; they’re measuring whether classical music or theatre or dance is something they want to choose at the moment. They’re deciding whether they want an active or passive experience; they’re trying to determine what level of social encounter they feel like today. They’re weighing whether they want a predictable, known, comfortable quantity or whether they want to be adventurous and try something new. They’re figuring out whether they want to learn something and are willing to work for that or whether they’re looking for pure entertainment that costs them little. Price matters – if it’s going to cost, it’s got to be better than the free alternative. It doesn’t matter that there are 47 varieties of spaghetti sauce on the shelf in front of me if what I really want is pesto.

The choice is bewildering. Paralyzing, even. You can’t compete with such overwhelming choice with a consumer transaction model, no matter if you’re the Philadelphia Orchestra, the Metropolitan Opera or the Guthrie Theatre.

The responses to the post address key issues – power imbalance between consumers (audiences) and manufacturers (arts orgs), stepping beyond marketing, the inevitable focus on the bottom-line and traditional earned revenue ideas, institution-building over creation of art, relevancy (perhaps the word that appears most in this blog) to our communities, and the need for human to human live connection in addition to virtual communities.

Andrew Taylor of Artful Manager (another daily must read) quickly posted his response addressing a key point that the audiences we have had for years and the work we have produced may be outdated or holding us back:

The deeper challenge for arts organizations is that they DO sell a product, even as they DON’T. That is, an important segment of any arts audience doesn’t recognize the complex bundle they’re seeking when they buy a symphony or theater ticket. They’ve come to use that event as a placeholder or proxy for that bundle, without even knowing it. To this core group (often the most passionate about the art form, the most loyal buyers, the most committed donors) the bundle IS the product. And as you innovate around the delivery or context of your creative work, you challenge their passionate connection to the discipline’s tradition.

It’s not necessarily a generational divide, although generation cohort likely plays a part. But rather it’s a challenge of serving multiple audiences with widely varying interests and expectations.

McLennan posted a follow-up Ticket Sales, Business Models & Community – Five Ideas To Build Community the next day expanding on the thought that community (as exemplified by social media) is key to building relationships and elevating an organization above the plethora of choices available to fill their time.

This all circles back neatly to yesterday’s post on consumer trends because community is the key to addressing all of those trends as well.  The strength of the performing arts is in bringing people together to share something, we create community by creating art.  This has to be applied to how we run our organizations and how we interact with the world around us.  We MUST define and enact how we will do this in the near and distant future.  We cannot cling to the old ideas or methods.  It is up to the current generation of leaders and those rising in the ranks to take charge and re-center our institutions large and small.

Post recovery consumer trends via HBR and what they mean to the Arts

July 27, 2009 • No Comments

I spend a lot of time reading business journals, nonprofit studies, seemingly unrelated non-fiction because I actually find that these sources inform my thinking as much as if not more than traditional periodicals and studies of the arts.   In last month’s Harvard Business Review an article, Understanding the Post Recession Consumer did an interesting analysis of current and future consumer trends. For days after reading the article, I found myself jotting down notes as to how the articles key points related to the arts.

I was especially intrigued because I often feel the arts are behind the rest of the working world in realizing or adopting new trends even though I know this can’t be true considering the creativity and intelligence in the field.  Perhaps we just don’t do enough analysis – who has time or the money – or we just don’t realize the trends until after they happen – see the note about time and money.

So what happens if we steal a page from corporate America and look at what consumer trends are?  We have to keep in mind of course we aren’t selling shoes – wouldn’t that be easier?  Of course this means looking beyond a single ticket sale or donation.   We have to look at our institution as a whole (Doug McLennan and Andrew Taylor addressed this nicely last week – as my next post will cover).

But back to consumer trends and Understanding the Post Recession Consumer…the researchers note a methodology of assessing past recessions, consumer surveys and other impressive details that I will not enumerate so I can get to the meat of the article:

Four key trends are being accelerated by this recession: consumer demand for simplicity, a call for ethical business governance, a desire to economize, and a tendency to flit from one offering to another.

Four other important trends are slowing: green consumption, a decline in respect for authority, ethical consumption, and extreme-experience seeking.

So what the hell does that mean for the arts?  Well, good question.   First we have to understand the accelerating trends:

A demand for simplicity.

Downturns are stressful and typically increase people’s desire for simplicity. Even prior to this recession, many consumers were feeling overwhelmed by the profusion of choices and 24/7 connectivity and were starting to simplify….  The recession is accelerating this maturing trend. Consider the rise of edited retailing (consumers are offered limited collections of coordinated product choices), a growing demand for trusted brands and value, an increasing desire for advisers—ranging from social networks to product ranking web sites—that can simplify choicemaking, and enthusiasm for less complicated, more user-friendly technologies.

If consumers are really searching for simplicity and are turning to their peers to help them eliminate choices, are the arts positioned to address this need?  We should be, after all what is more simple and natural than a community gathering to share an idea or experience.

Are we the “trusted brand” in business terms?  Have we built the relationships that are necessary to make us vital to our audiences?  Are we producing and creating relevant art that provides a valuable experience for our community?  Many an organization is a cornerstone in their community, but I have to wonder if each art organization pulled five random names from their databanks, called them and asked one simple question, “would you recommend to a friend that they participate in our programming,” what would the answer be?  This might inform us about the quality of the relationship.  Another key component for the arts is that the organization must be trusted to produce art that reflects the community, both large and small.  This often rests in the trust that the community has in the leadership of the organization.

As arts organizations we build as much of our brand on our leadership as our programming, and many have reaped the benefits of engaged, charismatic, community-building leaders, but some  leaders have become absentee in the day to day or aren’t even members of the community the organization interacts with.  Of course there are organizations this can work for if the leadership is at the top of their field and the organization is aligned with the idea that the artist’s association is enough, but it seems more and more like attendance is not mandatory for many of the field regardless of their stature, and we are falsely elevating many of the artist’s stature simple because they don’t want to be tied down to the institution.  Is this really helpful in creating a brand for the organization or is it serving the brand of the artist?

Many organizations are utilizing social networks – they have a facebook page and twitter account, the key is of course what are they communicating with these platforms?  Some are presenting additional perspective on their work or insights about the process of creating arts.  But some are simply offering another discount offer?  It is important to really assess what we have become in our communities and than strategize about how and what we are communicating in response.  We have to move away from just sending out the message and skipping the conversation – how else will we build trust?  A few months ago I addressed the idea of trust and trust issues, and each day this becomes the absolute key to surviving and flourishing – after all isn’t the basis of every relationship trust.  It is precisely this idea of trust that will prevent Eric Dillner from ever successfully running Milwaukee’s Skylight Theatre.

Which brings us to the next  consumer trend:

Call for ethical business governance or a focus on the boardroom

Like the simplicity trend, the focus on the boardroom has been building for years, spurred by notorious governance failures at companies like Enron and WorldCom early in the decade. The huge, taxpayer-funded bailouts of badly managed businesses will accelerate this trend, with two important effects: Government intervention will intensify, and the consumer backlash against companies with unethical or ineffective governance will worsen. The growing interest in the boardroom builds on an older instinct, the public’s well-established reflex to punish companies for unethical labor or customer practices is potent

From bloggers to print media, we are seeing more and more stories about arts organization’s leadership salaries and boardroom antics.  It is not just the new I.R.S. 990s that are searching for examples of quality leadership.  It is easier to attack nonprofit governance over corporate giants.  Frankly, some of the salaries at the top are ridiculous when compared to others in the organization, and I am not one who thinks that because you work in nonprofits you have sworn off having a livable or prosperous wage; however all one has to do is look up on Guidestar the gap between key leadership (and development directors) and the middle manager/department head level, to see the discrepancies – often double in scale.

Those in the performing arts are familiar with the arguments about performers pay usually falling far below livable wage and again out of scale with staff positions.  At this point it doesn’t matter who is right or who is wrong, the arguments and discrepancies are no longer internal or private.  We must take control of them as we must also deal with the issue.  As our consumers become more and more educated and are looking for simplicity, why bother with an organization embroiled in any kind of controversy.  Perhaps more prevalent and obvious is a board out of control or an organization without a clear sense of purpose, mission and vision.

Lack of strategy is visible to the outside world.  It is time arts organizations realize that scattered programming (often grant-driven), stop-start initiatives, inconsistency in quality, and endless changing/cancelling of events makes it very clear that there is no clear identity for the organization and no relationship to the community.  When this happens, it is the board and leadership that has failed the organization.  The board, as keepers of the long-term vision as well as fiscal trustees, should work WITH leadership to center, and the board should properly govern the organization.  Too often a board is entrenched in the day to day (they shouldn’t be at all) or kept at bay by the leadership so the result is that they are ineffectual, and therefore they are not governing.  Too often drastic changes must be made in the board make-up or membership that go ignored.  Better to act, right the organization, and deal with the fall-out rather than damage the organization, drag it off course, or worse – and this is what often happens – trap the organization in a cycle of repeating the same tasks and conversations over and over with no action or forward movement.

Trend number three is no surprise as a result of the severe recession.

Discretionary thrift or a desire to economize

Some consumers have no choice but to be thrifty. Increasingly, though, many affluent consumers are economizing as well, even though they don’t always have to. This is a relatively new trend, having emerged in the final three years or so of the prerecession boom. Our research among more affluent consumers has revealed mounting dissatisfaction with excessive consumption….Initially, many of these newly frugal consumers were reluctant to admit their attraction to thriftiness, concerned that others might see them as dull and austere. But the recession has made discretionary thrift acceptable—even fashionable….Recoveries typically unleash pent-up demand, and we expect that people will celebrate this one by buying a few indulgences and replacing their aging durables. But, as President Barack Obama observed on his way to the G-20 summit in March 2009, even the famously gluttonous United States is unlikely to reemerge as a “voracious consumer market.” Many postrecession purchases, we suspect, will be less extravagant versions of the originals. The discretionary thrift trend should regain momentum over the long term as consumers continue to find personal and practical satisfaction in it.

After all those discussions about whether discounts were bad and not don’t matter.  We can’t deny that we have trained our audiences to look for a deal – as has every other industry.  The entire field is rethinking/restructring the subscription model and bulk ticketing to address package price points and advance ticket sales (here are my thoughts – halfway down the post – on throwing out the model).

We also can learn to better state our value and help our donors, as well as community leaders, understand the continuing effects of the organization– education programs, quality of life, community improvement, economic impact, etc.

But if discretionary spending is going down, we do need to address ticket prices (at least in the performing arts) and continue exploring delivery methods.  This does mean addressing costs and business models.  We have to assess whether the expectations we, artists, and audiences place on production and the institution are realistically attainable – notice I didn’t say cut.  Each organization needs to assess what it’s financial model should be and what it can be.  We also have to understand the perception of our company, most arts organizations don’t have discretionary funds to spend so can’t we turn the eye on ourselves and take a look at what our consumers might be seeing.

This of course brings us to the final rising trend:

Mercurial consumption or a tendency to flit from one offering to another

In the prerecession boom, consumers became agile—and fickle—shoppers. They could instantly find a profusion of brands or products to meet their needs but would just as quickly abandon any choices that somehow fell short. They have brought this increasingly erratic loyalty into the recession…. The instantaneous spread of word-of-mouth through online social media has only accelerated the trend.  Technology- and social-network-enabled shopping strategies will allow this trend to pick up steam well into the recovery and beyond. Exactly what consumers buy may change, but their facility in navigating the options will prove durable—as will their readiness to shift allegiances.

Perhaps the most obvious and the scariest of trends.  The arts have many competitors for attention, support, and funds, and if allegiances are going to shift rapidly do we have strong enough bonds to supporters and the staff to maintain and grow the bonds.   The arts rely more on loyalty then one would assume from the discussions in blogs and print media.   This lesson is learned over and over again when a company has veers off path and the audience feels betrayed or a move into a new building causes huge upsets amongst subscribers regarding their tickets.  Audiences and long-term donors demand loyalty from the organization, and we rely on their loyalty to help our cash flow, create word of mouth, and simply to show up.  As these bonds fade, what can we as arts organizations rely on?  What new models will we have to create?  We know about the fly-by-night audiences (the choosers) who show up when there is a good review and then disappear until the next one.  If we are not focusing on maintaining the allegiance or an alternative, can we survive in between the hits?  Already we have seen the attempts to address this – star casting, event/festival programming, etc – but what are the achievable adjustments (sacrifices?) that we can make to bridge the potential losses of our most loyal and repetitive customers.

We need to understand what activities pull people away.  It is not as simple as saying what is our competition.  We need to know what the competition offers.  How the experience compares to ours and how they are similar.  We can’t simply declare all entertainment, the internet and the world our competition.  We must focus on the immediate draws and the true alternatives first.  Perhaps this will even lead to further evolution of our programming.

What goes up must come down?

And what about those declining trends: green consumption, a decline in respect for authority, ethical consumption, and extreme-experience seeking?

How do they affect the arts?  Declines in green and ethical consumption present a concern for price and ease out-weighing the supposed “good for you and the world.”   The kick-back was going to happen with or without the recession, after with all of the products labeled organic, energy-efficient or some other qualifier that lets the consumer know they are doing good well shopping and the increasing high prices for said products there was bound to be consumer revolt sooner or latter.  I know I have bought every organic cleaner, as well as, organic food (for the dogs and cat too).  I drive a Prius – which I love.  But we are embracing being “green” and internalizing it into simple day to day tasks, we waste less, recycle, and conserve water.  The articles researchers felt that that green consumption had stalled and would take off again post recession while ethical consumption would recover at a much slower rate.

“When people are focused on feeding their own kids and keeping a roof over their heads, concern about children in other parts of the world, or about animal welfare, drops on the list of priorities.”   It is this idea that many in the arts are struggling with, after all, when it comes down to feeding hunger or the feeding the soul, hunger will always win.  Of course we need both, but base human instinct will take over in times of trouble.  So how do the arts acknowledge this but still voice their value so that when the trend reverses the arts are not lost in the vast number of options?  We do only what we can do, focus on creating great work that is relevant.  We take a serious look at how we run our businesses.  We partner with and assist other groups in our community who are addressing the more immediate needs.  The institution becomes an activist in its community and serves the community in an unselfish way.  We can use our own education programs and community libraries as a example.  We all know that the programs that work in schools are the ones that enter into an equal partnership that addresses the needs of the students over the needs of the organization and shows educators the utmost respect and appreciation rather than condescending attitude.   We have all seen the amazing way that libraries have become the living rooms to many communities and have embraced technology and have maintained being a resource to the community.

As for the decline in respecting authority (“the decline of deference”), this has to be the one thing the arts can immediately turn into an opportunity.  After all the arts traditionally question authority and challenge the norms!  And the downward trend in extreme experience seeking has a companion effect of an increased local presence and awareness that surely we can capitalize on.

When I look around at several of the organizations out there and read the wonderful thinking that is happening out in the field, I have to believe that we can clearly address these trends.  Awareness is half of the battle after all.

This week’s interesting articles and blog posts!

July 5, 2009 • No Comments

 

 

    From the papers and websites:

     

  • Now, Sarah’s Folly – NYTimes.com – http://shar.es/Gj5o

  • Female playwrights find it’s still a man’s world — Newsday.com – http://shar.es/GvPV

  • ‘Girls Night,’ Bachelorettes plays – WSJ.com – http://shar.es/G7al

  • Summer tourism to NYC down sharply. Tourists forgoing Broadway for less pricey atttractions. http://tinyurl.com/n6zegy

  • Mayor Michael Bloomberg – A public insurance plan will help heal a broken health care system – http://shar.es/cj5u

  • How Not to be Hated on Facebook – TIME – http://shar.es/cjaT #fb

  • BackStage on the amazing Bernie Telsey http://bit.ly/EkA1b w/actors Telsey tales-note 1st one http://bit.ly/tQGlP

  • City’s Funds For Film and Television Tax Credits Run Out http://bit.ly/DeLkn

  • Critic Peter Marks says that the power of the critic "theater, like most politics, is local," http://is.gd/1lpVZ

  • Bravo, Sarah Jessica Parker launching art-themed reality series http://bit.ly/ayTQZ

  • Playbill profile of MCC Artistic Director Bernard Telsey’s double life as a casting director – http://bit.ly/11dlAF

  • Kaiser on Arts in Crisis http://bit.ly/hQfwE H

  • Nonprofits Employ Tougher Measures as Downturn Deepens http://bit.ly/18ud9h

  • Twitter Revamps Following and Followers Pages – http://bit.ly/LFlWJ

  • Male Nonprofit Executives Earn 27% More Than Female Leaders, Study Finds http://twurl.nl/hfkofm

  • Kennedy Center to Spread the Knowledge http://bit.ly/1gwGiq

  • Productive but Neurotic New York – Crain’s New York Business – http://shar.es/5W13

  • Charles Isherwood of the NYT on the NT Live Phedre http://bit.ly/lbi00

  • It’s official: T.R. Knight is headed to Broadway http://tinyurl.com/nqz2vz

  • Guthrie Theater Wraps Up Highly Successful Kushner Celebration http://tinyurl.com/mdxv5f

  • Recession Taking a Toll on Nonprofits, Bridgespan Survey Finds http://bit.ly/LMxYt

  • Facebook Could Create a Revolution, Do Good, and Make Billions – NYTimes.com http://ow.ly/fYGc

  • Variety – interesting business/creative model for the musical "Ella": http://bit.ly/OpU1z

  • Bard Stars Esparza, White Help Raise $1.3 Million for Public – Bloomberg.com – http://shar.es/74rL

  •  

     

      From the Blogs (For a daily update check What’s being talked about on the Blogroll regularly.  It is updated several times throughout the day.  Follow me on Twitter to receive a tweet whenever it is updated.)  If there is a blog I am not following and I should please let me know.  You can see the blog roll by category here.:

       

       

      • *’Bums on Seats’ * "PR folk are always asking how… from Hannah Nicklin – Blog

      • The Huffington Post says The Skylight is following… from Artsy Schmartsy

      • Be careful what you say from The Mission Paradox Blog

      • Acceptance Video for the ITBA’s Citation for Excellence from Flux Theatre Ensemble

      • On Theatre Etiquette from Theatre Bay Area Chatterbox

      • July 1, 2009 – Can we practice empathy together? from SEE Blog

      • Paneled on July 8th! from Parabasis

      • What? A Panel About Theatre Blogging? from The Playgoer

      • Ohio Theatre Update from The Playgoer

      • Here’s how to solve the arts funding crisis  from Stage: Theatre blog | guardian.co.uk

      • Have we seen the last of the looooong running musical? from PRODUCER’S PERSPECTIVE

      • Women Actors Make Way Less Money Than Men from Women & Hollywood

      • Valuing Cultural Diplomacy and Engagement for the arts from ARTSBLOG

      • Creative risk pays off for the Guthrie from Carolyn Jack

      • Gender Bias Gets Confusing! (But Poetic) from Parabasis

      • My last e-mail to Emily from The Hub Review

      • Microphilanthropy from Createquity.

      • Thinking Bigger with your Vision, your Board and your funding from For Impact Daily Nuggets

      • Are Nonprofits Good At Social Media? from The Agitator

      • Is Michael Kaiser a Demigod or Merely Superhuman? from Clyde Fitch Report

      • As Mayoral Control of Schools Lapses, Will Arts Education be affected from Clyde Fitch Report

      • On Quality, Value and Criticism from Flux Theatre Ensemble

      • Goodbye and Thanks from AmericanTheaterWeb

      • First Rehearsal to the Third Power from Steppenwolf Theatre Company Blog

      • Free, Says Gladwell: Such a Little Word… from Clyde Fitch Report

      • How is Tony Voter turnout? from PRODUCER’S PERSPECTIVE

      • Gentle Persistence from A Small Change- Fundraising Blog

      • Gender Bias in Theatre — Digging a Little Deeper from Women & Hollywood

      • The “Turn-A-Round King goes National from off-stage right

      • The 500th Post: 16 Nonprofit Marketing (and Life)… from Katya’s Non-Profit Marketing Blog

      • Truth, beauty, trust from The Artful Manager

      • Around the horn: Thriller edition from Createquity.

      • Are Audiences Lemmings or Thinking Lemmings? from Clyde Fitch Report

      • Today’s Must Read from Parabasis

      • O, malignant and ill-boding audience! from Struts and Frets: Kris Joseph

      • I’m lost, but I don’t think I am the only one from off-stage right

      • A Balancing Act from The Halcyon Blog

      • Broadway (officially) lends T.R. Knight ‘Tenor’ role from Entertainment Weekly’s Ausiello Files

      • Why Every Nonprofit Is Accountable For A Vision from SPURspectives

      • And then it’s gone… from Theatre Aficionado at Large

      • How convenient are we? from One Producer in the City

      • Women Directors Breaking Through in Theatre from Women & Hollywood

      • Is the Curtain Closing on Live Theater in America? from Culturebot

      • Jerry Lewis, Marvin Hamlisch taking ‘Nutty Professor’… from Culture Monster

      • A ‘West Side Story’ for the Twitter set from Culture Monster

      • Saving Arts Programs? There’s an .App for That. from ARTSBLOG

      • What You Do Isn’t Worth Paying For: The Message Google… from Technology in the Arts

      • What You Do IS Worth Paying For, We Just Can’t: Non-Profit… from Technology in the Arts

      • New York Arts Fund Offers Cheap Rent to Charities from Give and Take

      • Femme Fight from Blank New World

      • Rock and a Hard Place 3: What Actors Want from a poor player

      • Theatre as Case Study? from Parabasis

      • Fisking Emily Glassberg Sands from The Hub Review

      • The Impact of Giving Circles from Nonprofit Law Blog

      • Politics Of Online Ad Targeting from The Agitator

      • Considering the Creative Ecology from The Artful Manager

      • Keeping The Passion Alive While I am Away from Butts In The Seats

      • Question For My Inside The Arts Family from Butts In The Seats

      • Rehearsing opposites from Struts and Frets: Kris Joseph

      • Breaking the ’5th Wall’… from NEA New Play Development Program hosted by Arena

      • Engaging Dissent from NEA New Play Development Program hosted by Arena

      • I Want To Make Something Really Clear from Parabasis

      • A Good Post From David Dower from Parabasis

      •  An Open Letter to Roundabout from Theatre Aficionado at Large

      • Box? What Box? from Entrepreneur The Arts Blog

      • The Norman Conquests – Table Manners from Everything I Know I Learned from Musicals

      • TWITTER’S TIME HAS COME from Jane Fonda

      • Twitter Guide Book… from Mashable!

      • Theatre is about more than comfy seats | Matt Trueman from Stage: Theatre blog | guardian.co.uk

      • How to Lose Your Audience in One Easy Step from Theatre Bay Area Chatterbox

      • How Broadway Talks to its Audiences Using Social Media from Mashable!

      • The “Turn-A-Round King” goes National

        July 1, 2009 • 2 Comments

        Michael Kaiser, the “Turnaround” King of the arts is out to create a nationwide movement.  For those who aren’t familiar with Kaiser’s put the money in art and marketing approach, I suggest reading his recent book The Art of the Turnaround.   His theory is simple.  Spend on the art and marketing.  Take artistic risks even in bleak times – even more so in bleak times.  It is the art that will save the organization not gutting the institution.  The lynchpin of the entire philosophy is that the arts have an issue with income generation.  I am drilling down here – it should be noted that the Kaiser lists 10 rules that are required that address things like mission, alignment, and most importantly a leader – he lists these among key ingredients for a turnaround.  All three are important but the last can not be underplayed so read the book – it is a quick read – at least read the first chapter for the 10 rules.

        A few months back Kaiser and his team at the Kennedy Center announced a peer counseling initiative Arts in Crisis.  The program seems to have had a lot of volunteer mentors and not enough volunteer clients so it is hitting the road according to the New York Times.

        As part of the program, Arts in Crisis: A Kennedy Center Initiative, which offers free emergency planning assistance to organizations that submit online requests at artsincrisis.org, Michael M. Kaiser, president of the Kennedy Center, will lead arts management symposia in all 50 states, Puerto Rico, and the District of Columbia. At each event, hosted by a local arts organization, Mr. Kaiser plans to address the challenges facing nonprofit performing arts organizations today in areas including fundraising, building more effective boards of trustees, budgeting and marketing.

        “There were a lot of organizations that weren’t signing up but who had lots of questions,” Mr. Kaiser said. “It seemed important to go face to face with many of them. So I’m going to just under 100 cities to talk about their problems specifically and to make sure they get the support they need.”

        In a Huffington Post piece, Kaiser summarizes his take on the current issue facing the arts:

        It is the decision-making of boards and staffs in response to economic challenges that has much greater long-term implications for the health of our arts ecology.

        While arts funding only fell 6% last year, many arts organizations are making drastic cuts to their programming. Many have canceled performances, eliminated educational programming, shortened seasons, or closed altogether. Others are “dumbing down” their product; there is a widespread call to make programming more accessible (read boring). Still more are cutting their marketing dramatically; after all, they argue, who will notice if we spend less on communicating our (reduced) programming?

        These approaches to dealing with the current recession all assume that cost is the underlying problem of the arts; conventional wisdom suggests that an arts organization can “save its way to health.”

        But this is wrong, dangerously wrong.

        Arts organizations across the world have a revenue problem, not a cost problem. We are a remarkably efficient industry, doing more with less. But we do not yet know how to create the revenue streams we need to do our work in a consistent manner.

        Now, I won’t go read every post I have written, but I would be shocked if any disagreed with Kaiser, his general thesis, or ideas.  In fact I have been a proponent of them and broadened the discussion based on this to include mission, vision, community and individuality.

        I think he is an important leader in the arts and I am glad he is at the helm of one of the most important performing arts centers in the country, but…come on you knew there was a but coming…

        I think the reason the Arts in Crisis initiative hasn’t taken off as much as the Kennedy Center thought it would and the reason why sadly it probably never will is that a lot of organizations don’t have the necessary leadership.  Not that the leadership makes bad decisions (there are certainly plenty that do) but simply there is a lack of organizations in the field that have quality, committed, and trained key leadership at the artistic, management and board level.  They might have two out of the three, mediocrity in all three or more likely one bending the others to his or her will.   Many organizations have to reach a crisis point to do anything about this – all of the organizations Kaiser has “turned-around” were in critical danger.  Kaiser took organizations that were lost and turned them into survivors.

        Kaiser in his book insists that someone must lead (it is actually rule number one), that organizations in trouble “suffer from a diffused leadership.”  Don’t mistake this as a dismissal of the relationship between artistic, management, and board for one almighty, all powerful leader who all else must bow to.  Quite the opposite.  It is about BALANCE and ALIGNMENT between artistic, management and board leadership.   It is about trust, authority and responsibility for the art, vision and health of an organization being placed in the proper hands.

        Today, the companies that I observe being innovative, growing, thriving or changing the landscape seem to have some version of this balance and alignment. Those that are on the cusp of bankruptcy seem to have leadership that is unbalanced, in conflict and sometimes at war with one another.    But most of the companies are in that middle area.  They aren’t on the at the risk of closing and they aren’t highly successful, they just are open.  As much as these company would benefit from Kaiser’s work or the work of several others out there (there are a lot of great thinkers and workers out there), those companies don’t seem to have leadership who will or can pull themselves up above the day to day to look at the bigger picture so they will simply stay flat, mediocre, unbalanced, or on the brink, choose your phrase, but they won’t reach the potential of the impact they can have.  I am not saying this is wrong.  It just simply is.  In any industry there is going to be a continuum of size, success, and quality – it is key to the ecosystem of the industry.   However there is a lot of room for improvement across the field the “top of the continuum” is not toppling over no matter what criteria you use for placement.  I do think if/when we have more quality leadership structures at more arts organizations we will see an increase in arts participation and the modern renaissance of the arts will flourish!

        Additional thoughts and reading:

        David Dower and Isaac Butler have been having an interesting dialogue about institutions, their responsibilities and their effect on continuing the status quo.  It all informs this key concept of Kaiser’s work and my feelings in this post and I recommend reading them.   I think both David and Isaac bring some great conversations to the blogosphere.  All of the discussion that has been happening around the next generation of leaders with some great thinking from Ian David Moss and others will be key to this as well.

        I’m lost, but I don’t think I am the only one…Deep Survival by Laurence Gonzales

        June 30, 2009 • One Comment

         

         

        I am reading Deep Survival by Laurence Gonzales.   I first heard about it via Diane Ragsdale from a speech she made at an arts marketing summit in Australia.  Last week when I was waiting for a train in Grand Central I saw the book in at a store and picked it up.  When buying the book I actually didn’t actually remember where I heard of the book.  But the day after I bought it Ben Cameron mentioned it on Facebook which reminded me of Diane.

         

        I am only half-way through the book but it is resonating with me in many ways.  The book is a scientific look at why and how people survive under extreme circumstances. I am looking forward to finishing up the book and letting it sink in.  I am very interested to see what thoughts are spurred by it.   However today, I read a passage that I can’t get out of my head.  I re-read it several times during the day.  I even read it out loud to Brian (and I am not the read aloud type of person).  It relates significantly to the the post cris-i-tunity that has been a source of momentum behind this blog. 

         

        I reread Diane’s speech today, and I am glad I did – it is filled with enough great ideas to write several posts about.  Which is probably why the book didn’t stick out in my mind, but when I went back to the post, I found Diane was quoting the same passage I was reading over and over today. 

         

        Gonzales writes about how one finds themselves lost:

         

        Being lost, then, is not a location; it is a transformation.  It is a failure of the mind. It can happen in the woods or it can happen in life.  People know that instinctively.  A man leaves a perfectly good family for a woman half his age and makes a mess of it, and people say, he got off the path; he lost his way.  If he doesn’t get back on, he’ll lose the self, too.  A corporation can do the same thing.

         

        The research suggests five general stages in the process a person goes through when lost.  In the first, you deny that you’re disoriented and press on with growing urgency, attempting to make your mental map fit what you see. In the next stage as you realize that you’re genuinely lost, the urgency blossoms into a full-scale survival emergency.  Clear thought becomes impossible and action becomes frantic, unproductive, even dangerous.  In the third stage (usually following injury or exhaustion), you expend the chemicals of emotion and form a strategy fails for finding some place that matches the mental map. (It is a misguided strategy, for there is no such place now. You are lost.) In the fourth stage, you deteriorate both rationally and emotionally, as the strategy fails to resolve the conflict.   In the final stage, as you run out of options and energy you must become resigned to your plight.  Like it or not, you must make a new mental map of where you are.  You must become Robinson Crusoe or you will die.  To survive, you must find yourself.  Then it won’t matter where you are.

         

        The stages of getting lost apply to more than just hiking in the woods….

         

        The stages of getting lost resemble the five stages of dying described by Elisabeth Kubler-Ross, the psychologist who wrote On Death and Dying; denial, anger, bargaining, depression and acceptance.  The end result is often the same. ‘Once the stage of psychological disintegration is reached, death is often not far away,’ John Leach writes in Survival Psychology. ‘[T]he ability people possess to die gently, and often suddenly, through no organic cause, is a very real one.’

         

        An over simplified summary of the  previous chapters – Gonzales explains how we live life through a series decisions and responses -  a web of feelings, emotions (physical responses to a stimulus we have learned to respond to), and logic.  This is more or less our survival extinct.  He goes on to note that accidents aren’t really accidents.  They are incidents that were bound to happen.  Life is a series of chances and luck – when you take risks the incidents including death are inevitable.   The slight environmental shifts will happen and they contribute to the system.  And most importantly, by training or attempting safeguards we often make the inevitable happen faster through a false sense of security.  Most importantly we live life creating mental maps of our environment and landscapes, this is how we find our way.  Now all of this is told in details analysis with several examples of how this plays out in wilderness survival and extreme sporting.  But the correlation to all of life’s situations is obvious. 

         

        The chapter on getting lost continues, using the story of a fireman who separated from his friend and truly lost in the wilderness fights for survival after spending two days going through the stages of being lost as described above:

         

        Killig pulled himself together.  He put on his fishing waders and started walking around to get warm.  He made a fire and built a makeshift shelter using his garbage bags. (Both were things he should have done the first day, but better late than never).  For the next two days, he staged put and attended to the business of adapting to the environment, keeping the organism in balance, the process called survival.  Killip had entered the final stage that separates the quick from the dead: not helpless resignation but a pragmatic acceptance of – and even wonder at – the world in which he found himself.  He had at last begun to model and map his real environment instead of the one he wished for.  He’d worked out his own salvation.  He had discovered the first Rule of Life: Be here now

         

        Having faced the reality of his situation, having created a mental map of where he was, not where he wanted to be, Killip was now able to function….

         

        One of the toughest steps a survivor has to take is to discard the hope of rescue, just as he discards the old world he left behind and accepts the new one.  There is no other way for his brain to settle down.  Although the idea seems paradoxical, it is essential. 

         

        Gonzales goes on to talk about those that have “the right stuff” to survive.  He points out there is no standard for who survives and who dies, but there are factors that affect the outcome and that each culture has its own form of survival rituals.  There is simple luck.  There is what a survival trainer who Gonzales works with calls “positive mental attitude.”  Heightened awareness of the environment and understanding that it is constantly shifting is key.  Making mental notes of landmarks along the way is a necessity.

         

        Perhaps you are wondering why I am writing this post.  How it relates?

         

        I have had several periods where I felt “lost in the wilderness of life” personally and professionally.  I am not ashamed to admit it, because I also know I have survived a lot in life.  Without question I am in a significant one right now.  Hence the cris-i-tunity.  Sadly, many of my friends are in the same whirlwind storm, for that matter a lot of people are trapped out in the wilderness right now.  [Happily I note that I did read ahead and in the next chapter Gonzales mentions that once one is a survivor he or she always a survivor and tend to seek situations to help others to survive].

         

        I believe the timing of reading this book is more than happenstance.  I think there was a reason that I picked it off the shelf of the bookstore a week ago.   Many would argue that I am simply reading my current situation into the book, and I say let the cynics be cynics.  Frankly I have no time or energy for the argument.  I am trying to focus on surviving.  I realized today that I have lived the last few months using an out of date mental map.  Deep in my heart, I have known it; I now have words to describe it better; and now I have to find the strength to re-map on a very personal level – where I am, not where I was or where I want to be.  I need to figure out where I am in the stages and move forward.   I have to take that very tough last step and discard my old world.  

         

        Ironically, over the last several months, my avoidance of accepting or seeing the mental map of my personal environment has made me focus on being even more perceptive about the re-mapping of parts of the theatre, arts, and nonprofit landscapes.  I have always been intrigued by the small shifts in my professional environment, hypersensitive and aware bordering on obsessive study.  In a way I am an eternal explorer of the theater wilderness.

         

        I have seen many organizations on the brink of being lost or that are lost using the definition above.  Certainly we can all think of organization’s with the “right stuff” who have done a great job of adapting to their environments.  But then there are others that are still trying to make the map work.   As we are now seeing clearly these organizations may have been lost for a while.   I think Diane Ragsdale summed this up wonderfully:  

         

        Many arts organizations appear to be bending the map, working from outdated mental maps of the cultural landscape, outdated conceptions about the value of their organizations to the community, outdated ideas about who lives in their communities, what those individuals value, and what role the arts do or do not play in their lives.

         

        According to what I have read so far in Gonzales’ book – in the wilderness, sticking to the outdated map, conceptions, and ideas lead to death. 

         

        But how you might ask can artists, those who are supposed to be most “in-tune” with their environment not able to create new maps.    I think we often unfairly mistake an artist’s understanding of their own inner struggle and the ability to frame and express it in universal terms with the idea of higher level of perception about the human condition.  I remember talking to a playwright and saying I thought he was brilliant and that his work said so much about life.  He laughed kindly and said he wasn’t brilliant, he didn’t really know what his plays meant while writing them, and I was the one placing meaning on them.  The is a common story among writers – I have read countless interviews with writers throughout time, denying any planned symbolism or metaphors in their work.  For some artists leading organizations I think this problem is two fold.  First the aforementioned issue, but also institutions breed a certain amount of ego and bravada – that isn’t an insult just a fact.  The same kind of ego that has an expert who is lost in the wilderness not seeing the world around them because their training getting in the way, I think there are some leaders of institutions who can’t see the environment clearly because a certain amount of humility and humbleness are required to admit you don’t know where you are that your expertise is at times useless.

         

        So what exactly should we as leaders do?

         

        I have always been a big proponent of “I don’t know” being a great answer, and truly I don’t know quite yet.  A lot of my posts over the last year speak to these issues, it is not like the book or a single incident triggered the thoughts and realizations in this post.  Certainly a lot of folks working in institutions, creating art as individual or groups, and out in the blogosphere are all talking about the varying facets of this complex situation (examples of each of the three perspectives can be found by checking out New Play Blog, Parabasis, and Createquity.  There are certainly many more on the ever-growing  blogroll).  I do know I can’t wait to finish reading the book (so don’t expect a post tomorrow!), and I hope to keep the conversation going.

        Gender Discussion Links – Emily Sands

        June 24, 2009 • No Comments

        Continuing the discussion on Gender Disparity in theater:  Emily Sands – notes and impressions from June 22 Presentation

        Women in Theater: Are all things equal?

        Emily Sand’s OPENING THE CURTAIN ON PLAYWRIGHT GENDER full thesis

        Emily Sand’s OPENING THE CURTAIN ON PLAYWRIGHT GENDER presentation from June 22