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The Founder’s Curse

November 6, 2013

by:

Joe Patti

We here at Butts In The Seats blog, (okay, me), are not afraid to admit when we may have been wrong. This summer, Elizabeth Schmidt, wrote a piece on Non-Profit Quarterly challenging the myth of the Founders Syndrome.

There have been times in the past when my posts have played into the notion that Founders tend to hold their organizations back in various ways. As Schmidt enumerates:

The label seems to be applied if one or more of the following symptoms are present. The first is a sense of grandiosity—that the organization is the founder’s, and it exists to serve his or her ego (or pocketbook). The second is an inability to delegate—poor management on the part of the founder. The third is an inability to make a smooth transition from the founder to new leadership. And the fourth is an unwavering dedication to the original vision for the organization.

Schmidt makes the common sense observation that you don’t need to be a founder to exhibit these characteristics and gives a few examples of non-founders who have damaged their organizations by manifesting them. She also notes that being normal human beings, not all founders possess these traits, nor do they suddenly become infected with these inclinations upon deciding to found a company.

She notes the inability to plan a smooth leadership transition is so widespread it is more of an organizational failing than attributable to the influence of a single individual.

The worst in Schmidt’s mind seems to be the fourth stereotype of not allowing the organization to evolve beyond the original vision.

“This symptom is particularly disturbing, however, because it has the potential to squelch necessary dialogue among the stakeholders of the organization. To say, as soon as a disagreement arises, that the party who conceived of the initial mission suffers from founder’s syndrome, severely handicaps that party’s standing in the discussion.”

Schmidt acknowledges that there is always some basis in truth to the anecdotes that form these generalizations about founders and it is likely that many organizations have encountered troubles for just these reasons.

However, she points the lack of research providing evidence that this is a particular problem for founders. The only study she found that attempted to collect empirical data concluded that there was ““considerable truth to some of the rumors and stories about founder’s syndrome.” However, Schmidt feels the following data does not support this assertion and is at best, inconclusive.

-Founder-led organizations tended to have smaller budgets.

-Term limits for board members existed in 31 percent of founder-led organizations and 49 percent of non-founder organizations.

-Eighty percent of founder-led organizations held at least quarterly meetings, compared to 87% of non-founder organizations.

-Three-fourths of the respondents in both groups thought either the executive director or the board chair was the most influential person during a board meeting, but founder-led organizations were more likely to say the executive director was the most influential.

-On the other hand, founder-led organizations were more likely to have reviewed the mission in the past year than organizations led by non-founders; they were more likely to attract full board participation at meetings, and they were more likely to set and mail the board agenda ahead of time.

I haven’t read the study she references, but on the face of the data, I would probably lean toward saying non-founder organizations employed better governance practices. Still Schmidt makes a strong argument about resisting the inclination to automatically dismiss a founder as the source of problems for a company and instead evaluate all elements potentially contributing to the organization’s weakness.

Business Models, Leadership

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Info You Can Use: Examining The Critical Path

November 5, 2013

by:

Joe Patti

Yesterday, Seth Godin made a post that seemed aimed at a few of the companies and organizations I have volunteered or worked for/with throughout my life. He addressed the importance of understanding the critical path to achieving a goal. He defined critical path as “The longest string of dependent, non-compressible tasks.”

He uses wanting to create a garden as an example.

“For example, in your mind’s eye, the garden has a nice sign in front. The nice sign takes about a week to get made by the sign guy, and it depends on nothing. You can order the sign any time until a week before you need it. On the other hand, you can’t plant until you grade and you can’t grade until you get the delivery of soil and you can’t get the delivery until you’ve got a permit from the local town.”

He notes the logical step is to take care of that permit first. “And yet most organizations focus on shiny objectives or contentious discussions or get sidetracked by emergencies instead of honoring the critical path.”

He discusses how important it is to identify the parts of a process that end up being the choke points of the critical path. He gives an example of how a company he worked for used color coded buttons to identify the people who were important points along that path for a project upon which the success of the company hinged. Everyone not identified as part of that potential choke point, including the president of the company, knew not to impede the progress of those who were.

This resonated with me because I recently discovered that the piece of software I use for tracking my task list has a pull down menu with “Waiting on Someone Else” as an option. When I started using that option to keep the list from periodically squawking that those tasks were overdue, I realized that nearly every task was waiting on action from the same two offices. At least in terms of the functions of my operations, those offices were part of my critical path.

As I read Godin’s post, I was reminded of the oft heard statement: fast, cheap, quality, choose any two. There are staff members that are frequently given tasks with competing priorities and are left to ask which of the crucial tasks are slightly less crucial.

Analyzing the critical paths by general project types would assist decision making about resource and time management within the organization. One notable thing about Godin’s example is that the project, rather than the organization chart, determined who were the most important staff members. If it took the president fetching coffee for the graphic designer to make the project succeed, that is what happened.

The president does play a crucial role in the organization and can’t be spending all their time fetching coffee, but their work may not represent a crucial juncture in the overall process upon which other activities depend. (Except for signing payroll, of course!)

Think about the critical paths in your organization. It may surprise you to learn what your critical paths are and may reveal some awkward truths about where resources really need to be allocated to meet the mission of your organization.

Though remember that this is more than just needing a lot of hands to help out with a process, it is about a chain of events that definitely depend on the prior step being completed. Needing 10 people to stuff envelopes on Wednesday isn’t part of the critical path if having six people start on Monday will accomplish the same goal of getting it all out by Friday. It is, however, if you are mailing out W-2 tax forms which, by law, need to go out by January 31 and the forms can’t be printed out until Tuesday because the payroll data isn’t available until Monday, because…

Info You Can Use, Leadership, Management Philosophy, Working In The Arts

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Is This An iPad I See Before Me?

November 4, 2013

by:

Joe Patti

Last week we hosted an Immersive Game + Simulations Technologies conference in my facility. This is an area in which I am only generally familiar so some of the speakers had some very interesting things to so. The keynote speech given by Simon Solotko provided me with an immediate vision of a likely intersection between live performance and technology.

Fair warning: Don’t read any further if you can’t tolerate the idea of cell phones and iPads being used in your arts facility.

Solotko addressed the idea of augmented reality where technology overlays some sort of information upon the “real world.” For example, if you pointed the camera on your cell phone down the street, an arrow might appear on the screen over the image of the street showing you which way to turn to get to a bakery.

Solotko’s thought was that you could use this technology to provide whatever information you wanted people to know about you, and only that information. If you were at a writers’ conference you might put information out on the Cloud that you were doing research on a book about the Civil War. When someone pointed their phone/iPad in your direction they would see that information, but know nothing more about you than that. So if they shared your interest or had some resources you were seeking, they might come over and speak with you.

Solotko noted that you wouldn’t want to use facial recognition to connect yourself to the information you put out there because it is far too permanent and identifiable to be able to retract. Not to mention that there would be problems in low light environments. (This has a lot of social utility and you might want to put some information out there while you are in a dance club, after all.)

According to Solotko, this is really what the Samsung Galaxy Gear is all about. Its utility is about more than just moving the functions of a phone to your wrist, but providing an platform to deliver the augmented reality experience Solotko envisions.

As he describes it, you would put some information out there on the Cloud then program your wristband with some distinctive pattern of color. When someone pointed their camera at you, it would pick up the pattern and provide whatever information you chose to share.

I immediately recognized live performances could use this to provide supplemental information about the artist performing; the character they are playing; provide stream a real time translation of Shakespearean speeches or Italian aria being delivered; and perhaps even offer another layer of characterization by revealing a character’s internal thoughts that belie their spoken sentiments. (Though if an actor is any good, they shouldn’t need a virtual thought bubble to communicate, but it could definitely have its uses.)

Of course, orchestras had this idea a long time ago with the ill-fated Concert Companion project.

As I noted earlier, this means actively encouraging people to hold up their phones or wear their Google Glasses and ceasing to worry that they are recording every moment on stage. Whether audiences and venues are ready to embrace this shift in the viewing environment is likely to depend on a number of factors.

Arts in an Age of Technology, Audience Relations, Info You Can Use, State of the Arts

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Welcome To The Emporium

October 30, 2013

by:

Joe Patti

There is a method of teaching math colleges have begun using called the Emporium Model. Basically, it is an inversion of the usual classroom experience. The student spends time watching videos of lectures or interacting with teaching software outside of the class period. During the class period, students essentially do “homework” with assistance from each other or the professor. The approach has shown some respectable success, especially with remedial classes.

I was wondering if a similar approach might be constructive for the arts. One of the things audiences say they value most about an arts attendance experience is the social aspect interacting with friends and other people.

It got me to thinking if there might be some value in setting up a situation where people could watch a performance or participate with some sort of massive open online course (MOOC) before gathering in an interactive setting. This interactive setting probably wouldn’t be a full live performance, but rather some sort of workshop/master class/discussion where people would have close contact with an artist/facilitator while also having informal social interactions with their friends.

This is sort of an imperfect application of the Emporium model idea because who would want to spend a few hours viewing a performance or participating in an online class of some sort in preparation for a social occasion with their friends?

Except, maybe they would. To those of us closely involved with providing live performances or opportunities to experience visual arts in person, it may seem absurd to set up a situation where we encourage people to substitute a recording or picture for the full live experience. But if people are increasingly interested in having these experiences on their own schedules, rather than ours, there may be some logic to this solution.

People can watch something in 20 minute segments throughout the week and then have fun with their friends at one of three facilitated sessions scheduled every day over the course of a week.

While this may eliminate the full live performance as we know it, it could also provide an entree to eventual attendance by making it seem like something you would inevitably do at some point. You have been going to workshops and discussions with friends for months now, why not actually attend one of those performances some time?

Peer pressure may not only motivate people to attend, but to pay closer attention to the materials they review in advance. If your friend asks why you fast forwarded past a particularly interesting section, you might be more apt to watch the video all the way through the next time and pay closer attention.

Those discussions about what was skipped can also provide hints about programming decisions to the arts group facilitating the sessions — a workshop and focus group in one!

I don’t claim this idea is full developed. It just struck me as an alternative way to use people’s desire for a positive social experience. Probably the biggest hurdle for arts organizations is making what is now seen to be their central focus ancillary to the education and social mingling.

But if colleges can make the homework the focus of the in class experience and the “lecture” portion secondary, it can be accomplished. Since it will require artists who have the skills to teach and interact as well as perform, it could provide more employment opportunities to artists.

I haven’t looked at the full active offering of MOOCs, but one benefit of this approach that I see is that a fair portion of the educational material and media has already been developed and placed in accessible locations. If the internet doesn’t already host suitable content, the distribution channels are available for anything you might create yourself.

Art(ist) Education, Arts in an Age of Technology, State of the Arts

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