Leading Through Change
Part of the 2024 GIA Conference Blog
Rachel Dukes
Every organization at some point is faced with the challenge of sustaining through change in leadership. Yet through these organizational changes, and the challenges of adjusting to changing leadership and dynamics, a foundation must remain unwavering in their commitment to the artists that they are supporting. This panel conversation raised three key perspectives
What is the responsibility of the board during these times?
What is the responsibility of interim leaders?
How do organizations overcome what is commonly referred as “Founders Syndrome” to ensure that the work continues after a charismatic founder moves on?
F. Javier Torres began by grounding the room in the work that we’re all doing. He mentioned that in his experience, transitions are never linear; it’s not about how many years a transition takes place over, it’s about the conversations and preparation that take place prior to, during, and after a major transition takes place. Heading into the conversation, he invited us to think about ways to hold the history, present, and future of an organization simultaneously across both the board and the executive leadership team.
Michelle Coffey, the Executive Director and co-founder of Lambent Foundation in New York, joined the conversation from the perspective of a board member for various arts organizations across her career. The uniqueness of her board appointments is that she stepped in during the transition period. While in these roles, she stressed the importance of focusing on internal practices that can sustain through transitioning leadership to ensure organizations remain aligned with their strategic trajectory. Leadership happens across levels within the organization and it is equally important for the executive team to create a strong partnership with board members.
Suzy Delvalle described herself as a “rebound director” as she stepped into an interim role after the organization's founder moved on. She described that what often happens with founders is that they are more focused on the programmatic elements of an organization and maybe don’t put as much emphasis on the administrative procedures to ensure that the organization thrives. Instead of doing a complete overhaul, she stressed the importance of making tiny adjustments, a nudge here and there, so as to not completely rock the organization but instead, ensure a smooth transition once a new leader has been determined.
Lu Zhang, the Executive Director of Blade of Grass in Baltimore, an organization that nurtures socially engaged artists, stepped in as Executive Director at a unique time. She described the exciting model that the organization assumed which was to delegate leadership tasks across the artist and artist worker board. Shared power and the disintegration of hierarchies is what allowed this organization to remain strong during the transition phase. They were thinking very critically about ways to share power which was a strategy that ensured continued growth for the organization. She also talked about moving away from the ableist framework of having one or two “exceptional” people and instead recognizing and leveraging each individual strength as a foundational part of the bigger picture.
The panel consistently made reference to the role of a doula after Lu Zhang shared her journey through pregnancy while also stepping into a leadership role at a point of transition. A doula is someone trained to advise, inform, and offer emotional and physical support throughout the course of pregnancy. In this conversation, transitioning leaders were encouraged to act as a death doula which is to provide care and comfort during an otherwise trying time. To be strategic during these transitions is to also be thoughtful, with a spirit of humility and patience.
ABOUT THE SESSION
Leading Through Change: The Importance of Transitionary Leadership in Arts Philanthropy
Michelle Coffey, Suzy Delvalle, F. Javier Torres-Campos, and Lu Zhang
Transitionary periods in leadership within arts, culture, and philanthropy present unique challenges and opportunities for organizations to preserve and archive history, strengthen systems, innovate, and thrive.
This panel explores the importance of transitionary leadership in place of an immediate executive search for a permanent new leader. Panelists discussed emerging trends and identified strategies for navigating transitions successfully in the context of arts and culture philanthropy.
