2) Work towards creating a sector-wide standard for arts leaders to receive formal training in creating safe professional environments. Why? • Often, artistic directors are tasked with leading an organisation despite lacking formal training in people management. It seems to be common that hiring committees assume that high-level, complex skills such as facilitating teams and working relations can be learned ad hoc in addition to artistic responsibilities. • At times, artistic values (be they explicit or implicit) can clash with standards of professional behaviour. In certain disciplines, the perception of an artistic leader as an all-knowing “master” or a “creative genius,” can lead to situations in which abuse and harassment are tolerated in the name of art. • Interpersonal relations and emotions often play a significant role in the creative process and sometimes there is a perception that coworkers form “a family.” This mindset can hinder confronting situations of harassment and abuse.
Recommendations • Offer training for existing organisational leaders in the arts. Consider inviting highly experienced NGOs, artist-led movements (for example Engagement22) and fair practice initiatives (such as Juist is Juist23 or Fair Practice Code24) to facilitate them. • As part of the hiring process for top organisational leaders in the arts, ask candidates to demonstrate competencies related to their ability to create and maintain a safe workplace. When interviewing, ask questions that reveal how a person would concretely manage a situation of abuse or harassment. Consider offering executive training as part of a hiring package if the person you wish to employ in this position lacks key competencies in this area.
Discussion point • In your context, how widespread is the perception of an artistic leader as an all-knowing “master” or a “creative genius”? How does this mindset influence the way that arts organisations are structured?
Recommendations for European cultural networks
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