theatron
The #MeToo movement has caused many industries to face some uncomfortable truths about their values, ethics and leadership practices. The performing arts world has been just as affected as any other group - if not more. As a sector that aims to inspire creativity and change, the arts cannot afford to base their work on outdated, elitist, discriminatory or exclusive practices. To have a place in today's society, and to appeal to the multifaceted audiences they aim to attract, performing arts organisations have to review their leadership and business models. Here are some key reads to get the discussion started.
Leadership is practiced at all levels within an organisation; it is defined as the ability to conceive and articulate a direction and purpose, and to work with others to achieve that purpose in both benign and hostile circumstances.
On the one hand, creative leadership means competently managing the organisations of the cultural organisation, ensuring that its financially viable, legal and well-managed. On the other hand, it also means being a cultural visionary and social activist.
As cultural visionaries, a creative leader is expected to make work, productions and projects which show different ways of thinking, feeling and experiencing the world - bringing dynamism to a wider society and the public sphere. As social activists, creative leaders have to maintain a moral conviction and the ability to think outside the box and confront the status quo.
American Theatre surveys the industry after #MeToo:
Just as there were many people who enabled Harvey Weinstein’s behaviour, it is the theatre field itself that has allowed for women, men, and gender-nonconforming individuals to be harassed, then abandoned them when they spoke up.
Dieo Tran reports on the way individuals and institutions are working to address and prevent sexual harassment in the theatre industry in the US
The more we talk about sexual harassment, the more we create a culture where it’s unacceptable. In short: “The best medicine is constant, constant, constant conversation.” Judging from the many who spoke in that room, and the many artistic directors in the audience (including the Public’s Oskar Eustis), it seems the conversation is finally beginning.
What's a business model canvas? This video explains the popular strategic tool through the analogy of a theatre.
This toolkit aims to explain business models innovation, possibly overcoming prejudices in the process; it then proposes a business model canvas tailored to the specific characteristics of arts and cultural organisations, and illustrates how some cultural organisations across Europe have successfully innovated their business models
There's is more to theatre success than the optimal percentage of earned vs. contributed income and the expected capacity of seats sold per performance - a case study
With an emphasis on community engagement and education, a deep commitment to new work and commissions, these theatres seek a different relationship with the community. They want one that is not based on transactions such as ticket sales, but rather on community expression and empowerment. They have a social justice orientation, not just an artistic one.
To lead and inspire, we must create impact. From existing research we know there is no question that good leadership and management can have a truly significant effect on organisational performance. **Creativity and Constraint offers some insights on challenges and opportunities.** Read more HERE
