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Hosting, guesting, and ghosting
Arts managers strive to be gracious hosts. But we are just as often, or even mostly, guests.
Competing ends in arts management
Holding space for creative inquiry while crafting flows of reliable revenue is a central tension in the business of art.
Ambition, capacity, and context
Arts organizations don't act in or on their environment, they act WITH it.
The job description multiverse
"So, what do you do?" is a trickier question than you might imagine (or prescribe, or disclose, or actually demonstrate).

June 2024

Reshaping your business model
The world is always changing. The assumptions behind your business model need to change with it.
2
Flipping the financial script
Your income statement tells the tale of how (and why) money drives your business. Don't share the wrong story.
The trouble with market research
Your conscious brain is an unreliable witness about what you do and why you do it.
Minimum viable process
As a nonprofit arts organization, your business systems need to be as simple as possible…but not simpler.

May 2024

The rollercoaster of cash flow
Even a budget that tells a positive story can have gut-wrenching plot twists along the way.
2
Two paths to better places
You don't always need to know where you're going to get somewhere good.
1
Auditing the visitor experience
Arts organizations are led and staffed by passionate insiders, which can leave them blind or blurry about everyone else.
Audience or algorithm, which do you serve?
Social media algorithms can leave you gambling your attention, money, and time – distracting you from what actually matters.
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