‘We Need a Renaissance of Leadership in the Arts’

When did you last have a ‘eureka’ moment?  For me, it was around 2016, sitting in a bustling room in Washington D.C., soaking up wisdom from the titans of arts management, Michael Kaiser and Brett Egan, at a board intensive. The air crackled with passion and purpose. Afterwards, Michael himself handed me a signed copy of “The Art of the Turnaround.” Little did I know, that book wasn’t just a gift; it was a prophecy of the challenges and triumphs ahead, and a roadmap for why I do what I do today.

Let’s be real: “board meeting” can sound as exciting as watching paint dry. But in the arts, and indeed in any organization, a board is the absolute heartbeat. It’s not just a collection of names on a letterhead; it’s a strategic brain trust, a passionate advocacy group, and a critical financial steward. Good boards don’t just rubber-stamp decisions; they ask tough questions, set the vision, ensure ethical governance, and yes, champion the cause. They’re the guardians of an organization’s mission, ensuring it not only survives but thrives and delivers on its promise to the community.

Fast forward to today, and headlines like the ZIMURA crisis hit hard. The allegations of mismanagement, the cries for accountability – it’s a story we’ve heard far too often, not just in Zimbabwe but globally. Viable projects stalled, talented artists disheartened, and vital organizations crumbling, not because of a lack of talent or audience, but because of a gaping hole in leadership and financial oversight.

I’ve seen it firsthand, and heard countless stories: the promising theatre company that dissolved due to unchecked spending, the community arts center that lost funding because its board didn’t understand grant compliance, the vibrant music festival that vanished after years of internal power struggles and on top of that in Zimbabwe, the system itself is pushing us in a corner (but that’s a story for another day). These aren’t just business failures; they’re cultural tragedies. They represent lost opportunities for artists, lost experiences for audiences, and a chipping away at the very soul of a community.

What these scenarios underscore is a profound truth: we have a leadership crisis. It’s not just about finding someone to sit at the head of the table; it’s about finding leaders with the right mix of heart, capacity, and a genuine willingness to serve.

The Heart to Serve: True leaders in the arts aren’t in it for personal gain or glory. They are driven by a deep love for the art form, a commitment to the artists, and a desire to enrich society. They prioritize the mission above all else.

The Capacity to Lead: This is where the rubber meets the road. It’s about understanding financial statements, strategic planning, fundraising, governance, and people management. It’s about knowing how to navigate legal landscapes and build sustainable models.

The Willingness to Grow: Perhaps most crucially, it’s about humility. Great leaders never stop learning. They invest in themselves, seek mentorship, embrace new ideas, and understand that the world is constantly evolving, and so must their leadership. They recognize that “we are only as good as what we know.”

This is precisely why my passion, my drive, my very reason for being in this space, revolves around capacity building in the arts. That intensive with Michael Kaiser and Brett Egan wasn’t just a learning experience; it was a revelation. It showed me that with the right knowledge and tools, even struggling organizations can be turned around, and flourishing ones can reach new heights.

We can’t sit back and watch our cultural institutions crumble. We need to empower current and future leaders – board members, executive directors, artistic directors, and project managers – with the knowledge and skills they need to excel. This means workshops on financial literacy, training in strategic governance, mentorship programs, and fostering a culture of continuous learning.

Imagine a future where every arts organization, big or small, has a board that is not just functional but exceptional. Imagine leaders who are not just passionate but profoundly capable. Imagine a vibrant arts landscape where mismanagement is a distant memory, replaced by innovation, sustainability, and unparalleled artistic expression.

It’s not a pipe dream. It’s an achievable reality if we commit to investing in our greatest asset: our people. Because when our leaders know better, they can do better. And when they do better, our arts, our artists, and our communities truly shine.

This year and beyond, let’s build that future, one informed, inspired leader at a time. It’s time for a leadership renaissance in the arts.