Apparently there is a growing concern in the museum world about the reluctance of younger generations to assume leadership roles given the challenges museum leaders face. This has been something I have seen pop up for at least 15 years for non-profits in general in the course of writing this blog.

On the American Alliance of Museums site, Ariel Waldman, writes a companion piece to research about generational perceptions of leadership roles. Waldman collects some anecdotal responses from colleagues and other Millennial and Gen Z professionals.

Many responses reflect expectations that administrative roles will take them away from enjoyable interactions with visitors and art works. Some that had made the transition found that their practical interactions were valued when it came to discussing changes in policy and procedures and that there was a degree of satisfaction in being able to contribute in that manner.

Waldman makes a number of recommendations about cultivating younger leaders that include supporting them through mentorship and allowing them to gain experience applying their skills on a larger scale or challenge than they might encounter in their current role.

One thing that caught my eye was the discussion of professional development opportunities being siloed by role and/or job title. Waldman notes that often funding is only available to expand skills and knowledge in an employee’s current role. She advocates for earmarking funding to cultivate an employee’s general leadership capacity.

I often read about the need to break down the silos between departments in arts and cultural organizations so that staff in roles like development, marketing, and front of house are unified in providing a consistent and informed level of service and experience to visitors.

I hadn’t really considered that the siloing can also result in fewer professional development opportunities for the staff in those roles, constricting their opportunities to grow in their careers.