A generational shift in leadership

 The Australian Museums and Galleries Association (AMaGA) recently saw a generational change in their National Council. 

Many experienced Council members were stepping down, making way for a new generation of leaders.  

Most outgoing members were retirees giving back to the sector. Incoming ones were mid-career professionals with less time to spare. 

The need for lighter governance

Chief Executive Officer of AMaGA, Katie Russell, led this work.  

Her goal was to ‘drive effectiveness within the organisation and model behaviours for the sector’. This focus is important given AMaGA is the national association and peak body for museums and galleries across Australia.  

The small tweaks that made a big impact

The association made the following changes to lighten governance:  

• Shared papers and reports ahead of meetings – This made meetings more efficient and focused on making decisions and fixing issues.  
   
• Moved AMaGA’s financial year to – By moving the end date to 30 June instead of 31 December this strengthened financial governance and management controls. 

The salary challenge

AMaGA took a practical approach to the issue of salary parity.  

‘Succession planning can fail if advertised remuneration packages for leadership roles fall short of industry benchmarks,’ says Katie.  

‘Longer-term planning is tricky with unstable funding but with flexibility about operational as opposed to project-based roles, organisations can allow for incremental growth and more favourable salary outcomes.’ 

Making succession planning everyone's responsibility

‘We need to shift the collective mindset to understand that sharing knowledge and mentoring others is a fundamental part of our role,’ says Katie.  

AMaGA did this by setting up a sector-wide mentorship program.  

First, it lets people share knowledge, which helps individuals and the organisation grow.  

Second, it means progress continues even when key people move on.