Case study: Navigating and welcoming new leadership at Australian Dance Theatre

^{ADT’s Tracker. Performers: Tyrel Dulvarie, Rika Hamaguchi, Kaine Sultan-Babij. Photo by Pedro Greig.} 

Australian Dance Theatre (ADT), located on Kaurna Yerta in Adelaide, is Australia’s oldest continuing contemporary dance company.

ADT recently underwent a transformative process, including significant changes in its board and artistic leadership.

The process of leadership succession at ADT was multi-faceted and needed to align with the company’s vision for the future. The key challenge faced by ADT was to appoint one of its two co-CEO positions (Artistic Director) in tandem with reshaping the board’s composition.

On this, Nick Hays, Co-CEO and Executive Director, says: “It’s really important to have structure around that whole process. Not only to ensure that we got the best [Artistic Director] candidate, which we did, but also to ensure that there was that accountability around the process.”

ADT also needed incoming Artistic Director, Daniel Riley, to work closely with Nick, to navigate these organisational shifts from the outset. As co-CEOs, they shared a deep and unwavering commitment to carrying out the vision for change.

“Change management needs to be collective and respectful and come from everywhere.”
– Nick Hays, ADT Executive Director

Initiating and facilitating a shift in creative direction, or a shift in the board, of any arts organisation is an enormous feat. New leaders bring fresh perspectives, which can be met with resistance from those attached to the previous ways of working or artistic identity. However, these changes are vital to infuse new creativity, innovation and relevance into an organisation’s governance and work.

“Boards have to understand that when companies undertake succession planning, while we are moving towards the future, we are not disrespecting the past… Moving forward doesn’t mean we destroy or forget legacy, but that you acknowledge it and move forward,” Nick says.

Through considered planning and open and transparent conversations with all parties, ADT managed to successfully navigate two simultaneous transitions. This reinvigorated the company, creating stronger alignment between the board and management and contributing to a culture that supports and embraces its new artistic vision.

Ways ADT approaches succession planning

• Recognition of governance needs and planning for the future: The succession process began with a comprehensive analysis of governance needs within the organisation, supported by an external consultant engaged through investment from Arts South Australia. This identified the necessity for board composition changes that prioritised diversity, inclusion and alignment with the artistic vision. [Note: See Creative Australia’s Guide to Board and Organisation Succession Planning here].
• Engaging an HR consultant: To inform the succession process, the organisation engaged an external HR consultant to assist the transition and support a national and international search for the best candidate. [Note: See Creative Australia’s Guide to Developing a Board Review and Evaluation Policy here].
• Recruitment of new board members and Artistic Director: A subcommittee comprising board members and external experts reviewed applications for the Artistic Director position, interviewed candidates and ensured alignment with ADT’s objectives. In parallel new board members were actively recruited, considering cultural fit and skills in various domains such as legal, marketing, HR and finance. ADT aimed to align board members with the organisation’s vision and goals. As Nick explained:

“A transition was required to move the board from being more like a management committee to being actively involved in the company… Yes, we want people who are marketers and lawyers etc, but it’s not just like, oh, there’s any lawyer or marketer; our new board are excellent generalists who have a deep commitment to the company and the art form, but can also offer those practical skills when we need them.”

[Note: See Creative Australia’s Guide to Board Recruitment and Induction here].

• A collaborative transition plan: ADT developed a transition plan for the Artistic Director role, outlining responsibilities for both incoming and outgoing directors. This plan included an overlap period for knowledge transfer and a smooth handover of artistic leadership, ensuring continuity within the organisation.

Learnings for other organisations

• Re-evaluate board composition: Reassess board composition, giving weight to skills, alignment with values and a commitment to the organisation’s mission. Consider potential and passion when appointing board members, not solely traditional board experience. Emphasise continuous improvement in succession planning efforts.
• Leverage external expertise and ensure leadership commitment: When needed and feasible, engage external experts for unbiased assessments and recommendations to drive change. Ensure the organisation’s leadership is committed to ongoing improvement in organisational culture and diversity.
• Manage change collaboratively: Acknowledge that succession planning entails a cultural shift and involves a collective effort from various stakeholders. Avoid either top-down or bottom-up approaches.

Read more case studies at our Governance Hub.