What does resilience mean in our organisations and in ourselves? This question was explored at a Museums Association (MA) seminar in November last year entitled Museums United: How to be Resilient and Have an Impact.
Speakers and participants were seeking a clear sense of purpose, grounded in our value to others. What do we do for others? What does society get from us?
For Mark Robinson, founder of the Thinking Practice consultancy and whose 2010 report prompted Arts Council England to adopt adaptive resilience as a strategic priority, a culture of shared purpose underpins organisational resilience.
It creates focus; grows audiences, partnerships and services; and potentially reduces costs. It is at the heart of governance, too. And when we align our personal values with those of our organisations, we are more productive and fulfilled.
Participants recognised that nurturing relationships with a broad range of stakeholders is crucial. Stakeholder engagement comprise both advocacy and intelligence: how do we make the case for continuing support? How do we learn from stakeholders in an equal exchange? What new value can we create for people?
Financial resilience is important but needs to connect with purpose, too. How can we find profitable ways to interact with visitors and customers?
And finally, leadership is needed from more and more people, no matter where they are in a hierarchy. This requires us to step forward with courage to lead others and explore fresh opportunities to fulfil our purpose.
Gaby Porter is an MA board member and a consultant
Speakers and participants were seeking a clear sense of purpose, grounded in our value to others. What do we do for others? What does society get from us?
For Mark Robinson, founder of the Thinking Practice consultancy and whose 2010 report prompted Arts Council England to adopt adaptive resilience as a strategic priority, a culture of shared purpose underpins organisational resilience.
It creates focus; grows audiences, partnerships and services; and potentially reduces costs. It is at the heart of governance, too. And when we align our personal values with those of our organisations, we are more productive and fulfilled.
Participants recognised that nurturing relationships with a broad range of stakeholders is crucial. Stakeholder engagement comprise both advocacy and intelligence: how do we make the case for continuing support? How do we learn from stakeholders in an equal exchange? What new value can we create for people?
Financial resilience is important but needs to connect with purpose, too. How can we find profitable ways to interact with visitors and customers?
And finally, leadership is needed from more and more people, no matter where they are in a hierarchy. This requires us to step forward with courage to lead others and explore fresh opportunities to fulfil our purpose.
Gaby Porter is an MA board member and a consultant
