I knew when Dawne passed the hat around the room that I would end up with museum director. So, as predicted, that's what I got. And to tell you the truth, I was not exactly thrilled. I liked the idea of the exercise, and I liked the experience it would give the class, but I was just not on the museum director bandwagon. When my other fearless leader Sarah and I met to discuss what to do for the board meeting, we were both a little nervous, just because our class is not known for holding their tongues (which is definitely not a bad thing -- just a challenge for the two of us after this controversy). But we made up some responses to questions we thought you all would ask, and we tried to include everyone as best we could. I felt like I was preparing to go talk to the UN or something.
Last night while Clay was talking (he was awesome, by the way -- and it was so cool of him to stay through the board meeting, too) I was wringing my hands and just wanting to leave. I did not want to let any of you down as your director, even if it was just a mock board meeting.
However, as soon as I got into the role, I found myself really trying to sell the position Sarah and I took. I wanted to get it across to you all that this was the best thing for this museum, and I was hoping you would all believe me. And a lot of you did, about which I was extremely surprised. I figured everyone would just completely disapprove of this plan, and I would be facing opposition all night.
I think this activity was eye-opening for everyone; however, I learned three specific things from it, and I think you all could relate to these too.
1. If I were a real museum director, I think the board meetings would be a lot less stressful, just because I would know intimately the details of my museum's struggles, and have detailed plans to present to the board. That was one thing I wish I would have had last night -- a detailed financial plan that I could have shown. But I'm not good with those kinds of things, and I figured you all would be understanding of that.
2. I think I said this last night, but being able to explain your position clearly and politely is a huge advantage. Yelling and screaming gets everyone nowhere. This is not only a skill to have in dealing with a board, but in dealing with people in everyday life. I mention this because I had a dream before this board meeting that you all would be yelling at me -- but no one did, so I had nothing to worry about!!
3. Just because we prepared stock responses, does not mean we were absolutely prepared for all the questions. Some of the questions just threw me for a loop, and I felt a little helpless at times. But that probably comes with the territory of being a museum director -- every aspect of the job is unpredictable.
In conclusion, I do not want to be a museum director anytime soon -- not until I get more experience, anyway. But I appreciate the job, and I have great respect for anyone that does it successfully, like Clay Johnson. I'm happy the board meeting is over, and I came out of it mostly unscathed; but that definitely doesn't mean I want to have mock board meetings every day.
I think you and Sarah did an amazing job handling all the questions thrown at you. After listening to Dr. Johnson's presentation I know that I would rather be in a director's chair.
ReplyDeleteYes, thanks for doing such a fabulous job. You owned that board meeting! *dramatic bow of obeisance*
ReplyDeleteI think one of the biggest things I've gotten out of my classes this semester (other than the fact that public historians wear a lot of hats and I fail at multitasking) is the realization of just how PUBLIC public history is. That probably sounds pretty obtuse, but what I mean is that there seems to be very little room (and opportunity for career advancement) for someone to hide out in the dusty stacks or barricade themselves in collections storage, never having to speak to a soul, quietly processing things for posterity. Which is a little depressing, because that sounds right up my alley.
In the long run, however, it's a good thing, because how can you present history to the public unless you can communicate with them, see what they want and need, figure out what makes the cogs of their brains turn, and explain/defend yourself to the (sometimes hostile) masses? How can you run a museum or archives (or just function within it) without at some point attending a meeting (board or otherwise) and making a case for your department? Nobody is immune from some degree of interaction, and I think that this meeting showed (at least it showed me) the importance of communication skills, public speaking, composure, and dealing with pressure (which you so skillfully demonstrated). It's been a bit of a rude awakening, and I'm sure it will only get ruder outside the classroom. We should offer a class on public speaking for public historians. So I can avoid it.
Overall, despite the humiliation, I'm glad we did this activity. However, if given the chance to go back, I'd have surreptitiously swapped my slip of paper out for something suitably less important.
I think you summed up our chosen profession pretty well in this comment! And let's be honest, you were the mastermind behind the board meeting.
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