Many hats make difficult work
Many hats make difficult work
It's hard to stay on the path when there is more than one path.
Do I contradict myself?
Very well then I contradict myself,
(I am large, I contain multitudes.)
—Walt Whitman, from “Song of Myself”
Sometimes when you’re managing a creative team or an arts organization, you can feel pulled in many directions at once. The work at hand demands creative attention on the present. The need to build and refine healthy systems demands thoughtful reflection on the past. And the challenge to thrive in a changing world demands deep imagination about the future.
Entrepreneurship author Michael E. Gerber claims that balancing this trinity is a primary challenge for anyone starting a business. And it holds true for anyone trying to lead one, as well. Says he (Gerber 2004) :
“…everybody who goes into business is actually three-people-in-one: The Entrepreneur, The Manager, and The Technician. And the problem is compounded by the fact that while each of these personalities wants to be the boss, none of them wants to have a boss.”
He defines these people/roles, in part, by their orientation to time:
The Entrepreneur “is the visionary in us…our creative personality – always at its best dealing with the unknown, prodding the future, creating probabilities out of possibilities, engineering chaos into harmony.”
The Manager “is pragmatic. Without The Manager there would be no planning, no order, no predictability… The Manager lives in the past… Where The Entrepreneur invariably sees the opportunity in events, The Manager invariably sees the problems.”
The Technician “is the doer… lives in the present… loves the feel of things and the fact that things can get done… To The Technician, thinking is unproductive unless it’s thinking about the work that needs to be done.”
Or, as Gerber summarizes:
“The Entrepreneur wakes up with a vision. The Manager screams ‘Oh, no!’ And while the two of them are battling it out, The Technician seizes the opportunity to go into business…”
“The E Myth,” according to Gerber, is the dominant assumption that businesses are started by The Entrepreneur. More often than not, he suggests, businesses are founded by The Technician. And unfortunately, deep technical knowledge and proficiency provide only one leg of a three-legged stool. Imagining otherwise is a fatal assumption:
“That Fatal Assumption is: if you understand the technical work of a business, you understand a business that does that technical work… The technical work of a business and a business that does that technical work are two totally different things!”
While most nonprofit arts organizations aren’t start-ups, but rather established ventures, their leaders face a similar challenge. Anyone who rose in the ranks of the nonprofit arts ascended through a functional specialty: artistic creation, production, marketing, development, or any other of the Ten Functions that make arts organizations work.
That means that almost all arts managers begin as some form of Technician. As they earn responsibility over larger teams and gain authority to determine organizational direction, they face the challenge of nurturing and integrating The Entrepreneur and The Manager within them.
Of course, some of that challenge can be mediated by assembling a team with diverse experiences and skills. But even then, team members need to navigate and negotiate their competing time horizons and dominant concerns.
Philosopher Amelie Rorty defines “worldliness” as the “ability to enact, with grace and aplomb, a great variety of roles” (Rorty 1976). And while we often emphasize the importance of managing the team around you, it is worldly and worthy to take care of the team inside yourself.
p.s. For a similar framework but with four primary roles instead of three, see Ichak Adizes’ PAEI framework.
p.p.s. If you enjoy this weekly resource, refer a friend to enjoy it along with you!
From the ArtsManaged Field Guide
Function of the Week: People Operations
People Operations involves designing and driving systems and practices that attract, engage, retain, and develop people within the enterprise (also called human resources).
Framework of the Week: Adizes Four Management Styles
The framework discussed in this Field Note can also be used to understand management style and team dynamics. For a video overview, watch “Which Style of Arts Manager Are You?”
Photo by Pixabay via Pexels.com
Sources
Adizes, Ichak. 2004. Leading the Leaders: How to Enrich Your Style of Management and Handle People Whose Style Is Different from Yours. The Adizes Institute Publishing.
Gerber, Michael E. 2004. The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It. Updated,Subsequent edition. New York, NY: Harper Business.
Rorty, Amélie Oksenberg, ed. 1976. The Identities of Persons. Revised edition. Berkeley, Calif.: University of California Press.
Thank you for this - have been dealing with the challenges of managing so many roles within the scope of my work, and this was useful and encouraging to read.