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people-operations

Do less, better
Does your mission statement inspire or exhaust you?
Doing the wrong thing righter
"The more efficient you are at doing the wrong thing, the wronger you become." – Russell Ackoff
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E. Andrew Taylor
1
Finders, minders, and grinders
Consulting firms typically balance three groups of workers. Some arts organizations do the same.
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E. Andrew Taylor
Why artists confuse economists
Artists work longer hours at higher levels of effort than economists think they should – defining a persistent puzzle for Arts Management practitioners.
 • 
E. Andrew Taylor
GenAI and the GPS problem
Generative AI invites us to outsource our thinking. We need to know when to refuse.
 • 
E. Andrew Taylor
Many hats make difficult work
It's hard to stay on the path when there is more than one path.
 • 
E. Andrew Taylor
3
Composing your day to fit your rhythm
Your body has a rise and fall throughout the day. Dance with it.
 • 
E. Andrew Taylor
Does your team flourish? Or just your audience?
Arts organizations often celebrate their role in flourishing communities. But are your workers included in that work?
 • 
E. Andrew Taylor
The job description multiverse
"So, what do you do?" is a trickier question than you might imagine (or prescribe, or disclose, or actually demonstrate).
Minimum viable process
As a nonprofit arts organization, your business systems need to be as simple as possible…but not simpler.
 • 
E. Andrew Taylor
Turf, trust, and time
The Collaboration Continuum offers a roadmap to shared practice in the arts.
 • 
E. Andrew Taylor
Where board and staff collide
Clear division of labor is one way to hold the middle ground between rubber-stamping and micromanaging boards.
 • 
E. Andrew Taylor
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