There is no need for alarm over an increase in churn of arts leaders, says Jodi Myers. But the sector should consider what support emerging leaders need to help prepare them for top jobs.
In response to Arts Professional's findings that arts leaders spend less time in post as jobs become "joyless", as someone with considerable experience of recruitment to senior roles, we need to get things in perspective.
I am concerned about repeated reference to an “exodus of artistic leaders”, as I don’t think it is accurate or helpful. I have heard ticket buyers referring to this when commenting on the general anxiety emanating from the sector – and perhaps this is not the best messaging if we want people to spend their leisure time and money with us.
Refreshing the sector
While it is indisputable that, for a variety of reasons, the jobs of artistic and executive directors have become more challenging and complex, leaders have always moved on - whether that be to join a new organisation, retire, achieve a better work-life balance or go freelance. And if they don’t, how do opportunities open up for aspirant leaders? I suggest churn is a vital part of refreshing the sector.
Arts Professional's research shows the average time artistic directors stay in post has dropped from almost 12.5 years in 2018 to just under nine in 2023, though it is not a straight year-on-year decline. Nine years is not an unreasonable period for an artistic director to be in post - and this is the average, with some staying longer.
Yes, a few have left after relatively short tenures - perhaps discovering that being an artistic director is not actually the pinnacle for all creatives and they wish to return to freelance directing, tough though that undoubtedly is, but at least you get to spend more time making work.
Fast-changing world
We work in a fast-changing world, so the days of artistic directors staying for more than 20 years may be over, which is probably no bad thing. In the past a few long-serving ADs probably stayed too long in post, which wasn’t good for them or their organisations. There does not appear to have been any decline in the number of people interested in applying for artistic leadership roles.
On the other hand, the reduction in the length of executive directors’ tenures to 6.7 and 4.5 years since 2022 may be of greater concern. Certainly, recruiting for executive directors/CEOs has become more difficult. These roles have become more stressful, and they have fewer support posts, so postholders are having to take on more and more. Since the pandemic some candidates have been reluctant to move to a job, however appealing, in a part of the country where they don’t have support networks.
Preparing people for leadership
Remuneration varies wildly, meaning some potential leaders find they are unable to consider new opportunities offering promotion but a significant pay-cut, so they end up staying put. And of course, there have been fewer opportunities to develop a management career through roles such as general manager.
While the figures collated by Arts Professional are part of the picture, the reality is more nuanced. I suggest the sector would benefit from reinvesting in associate director and general manager positions - not least to prepare people for leadership roles – address the impact of salary inconsistencies, and consider what support individuals need and have access to when they do move into the “top jobs”.
Jodi Myers is a consultant, mentor and coach in the arts sector.
jodimyers.co.uk/
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