The Search For Arts Leadership

Quite simply, the great arts leader, through the organization they lead, changes the world. Using the SEARCH for Arts Leadership model, hosts James Abruzzo and Svenja Kluckow have elucidated the six characteristics appreciated and applied by the great arts leaders of the world. The arts leaders of the future will continue to be guided by these six characteristics, their emphasis becoming even more critical in a cultural climate that demands more from our leaders and institutions, including those in the arts. In fact, the arts have a unique and much-needed contribution to make: the importance of art in people’s lives cannot be overlooked, its ability to inspire and transform should not be under-appreciated. Great arts leaders believe in and harness this transformative power – they are motivated to make a difference.

And finally, the sixth and last characteristic in the SEARCH for Arts Leadership model is explored: Humanity. The importance of humanity in arts organizations is only beginning to be fully appreciated, as we are coming to see that these organizations play a key role in contributing to a civil and humane society. The great arts leader understands the importance of Sustainability, Ethics, Access, Relevance and Creativity, yes, but they also know that these characteristics only reach their full potential if the organization looks past its own wellbeing and has an eye on a higher purpose: the greater good. At their best, arts organizations exist to change society – they champion integrity, right injustices, uplift us and help us confront uncomfortable issues, as well as bring us all together to share experiences as a community.

The fifth characteristic in the SEARCH for Arts Leadership model is explored: Creativity. Creativity…there is probably no other word as often used and freely interpreted in the context of the arts. And yet, it is not usually something we ascribe to leadership and organizations, even those in the arts. As will be seen, though, creativity is key to the success of the arts organization. The arts leader is different from leaders in other fields because they are dealing with a unique product – art – and it is those leaders who have artistic sensitivity and sensibilities that are best poised to understand it. The creative arts leader inspires the activities of the organization like a conductor with the orchestra: with a vision in mind, they bring art to the public stage using all the resources at their disposal, and ultimately create an artistic brand for the organization that speaks to all stakeholders.

The fourth characteristic in the SEARCH for Arts Leadership model is explored: Relevance. Arts organizations have a responsibility to speak to the most important themes of our day and confront contemporary issues, and to encourage this productive discourse within their audiences and communities, and the public at large. Relevance in arts organizations is also necessarily reflected through the art it presents and produces – art that is relevant is often innovative, and the organization must be willing to test boundaries and take a chance. The great arts leader recognizes and nurtures the art and artists that can make an impact.

The third characteristic in the SEARCH for Arts Leadership model is explored: Access. The question of access in arts organizations has many levels. Organizations must not only think about if they are financially accessible, but also probe deeper to the more subtle issues of psychological, programmatic, and even “architectural” accessibility. Arts organizations must create an environment that “feels good” to the community and provides a safe space for the artists and performers, they must engage all stakeholders through programming, and use the architecture of their physical spaces to communicate their message of accessibility. As will be seen, accessibility means embracing a wide definition of community, and a wide array of means of doing so.

The second characteristic in the SEARCH for Arts Leadership model is explored: Ethics. The subject of ethics in arts management has increased in importance and attention in recent years. Organizations are held accountable by their publics and are expected to operate in a socially responsible way. But even so, the ideal ethical arts organization, and the means of arriving there, are far from clear-cut. One thing is clear, though: an ethical organization begins with an ethical individual – its leader – who plants the seeds of altruism and has the moral courage to make difficult decisions.

The first characteristic in the SEARCH for Arts Leadership model is explored: Sustainability. A sustainable arts organization is often understood to be one that has the financial resources to sustain itself over time. While this is essential, true sustainability means that the organization has the resources to take risks – artistic and financial. The great arts leader understands the value of risk in the arts - the importance of fostering creativity, even in the face of controversy - knowing full well that it is not the “easy way.” Ultimately, there is a balance to be found between financial security and creative nourishment.

Before delving into the six characteristics of the SEARCH for Arts Leadership model, some foundational concepts surrounding the leadership of arts organizations are explored. Firstly, we don’t always realize how crucial it is to understand the cornerstones of organizational structure in the arts in order to then be able to locate the centers of power within it. Within that framework, we can then ask question such as: Is there ultimately only one leader? How does the Board of Directors come into play? And what is the concept of the “three-legged stool,” anyway? Leadership isn’t a “concept.” It needs a context – the organization.

Meet podcast hosts international arts consultant, James Abruzzo, and corporate and arts communication consultant, Svenja Kluckow, as they introduce and explain the SEARCH for Arts Leadership model – based on the belief that great arts leaders are defined by the organizations they shape, and that all great organizations have six characteristics in common. And that these six are often in a dynamic push-pull with each other. What are those characteristics and how does the arts leader help balance that dynamic push-pull to actualize all six? The journey towards those answers begins here.