Cultural leaders feel ‘under siege and overwhelmed’, research finds

More than a dozen organisations, including the Museums Association, have backed a rallying cry for change in the sector after research showed the cultural workforce is under increasing pressure.

Research by Clore Leadership, the support organisation for cultural leaders, found that 87% of cultural leaders felt demands on them had become worse, and many are feeling "increasingly stretched, under siege and overwhelmed".

The World of Work research was based on a series of face-to-face discussions with cultural leaders, as well as an online survey.

It identified multifaceted challenges facing the sector driven by external pressures including the legacy of Covid, financial constraints, new technology and changing workforce dynamics.

Clore Leadership outlined its vision for how the sector can respond to these pressures in a report published earlier this month, Imagine it Different – Interventions for Change, which was produced in partnership with Arts Council England, UKRI Arts and Humanities Research Council and the Paul Hamlyn Foundation.

The report's recommendations are intended to drive "genuine systemic change", said Clore Leadership. They include:

• enshrining values-based leadership within everyday practice;
• addressing issues and gaps around professional development (CPD);
• creating shared resources;
• more flexible and open commissions for funding;
• re-establishing the arms-length principle for non-government department bodies;
• strengthening advocacy for the sector.

Arts Council England has pledged to address the findings with new initiatives focused on coaching, networking and learning resources.

Cultural organisations including the Museums Association, National Lottery Heritage Fund, the Arts Marketing Association, Attitude is Everything, Cultural Learning Alliance, Living Wage Foundation, Inclusive Arts Alliance and 64 Million Artists have pledged their commitment to help drive forward the recommendations.

Clore Leadership says it is "actively seeking further individuals or organisations to collaborate on the initiative" in order to create further change.

“This is an important and timely ‘state of the nation’ piece, centred around the cultural sector, an opportunity for reflection as well as, crucially, creating space to stimulate a future focus," said Moira Sinclair, the chair of Clore Leadership.

“Our research shows the cultural workforce and its leadership feel under-siege and overwhelmed, with problems being internalised: they are operating in survival mode. That’s why we are seeking partners and collaborators to make long-term change. We believe the report provides us all with practical and informed glimpses of how together we might reach towards a thriving, hopeful and well-equipped cultural sector.”

Mags Patten, executive director of public policy and communication at Arts Council England, said: “We’ve heard from the Assemblies just how stressful it is being a leader at the moment. Clore Leadership have produced a frank and insightful report and our pledge in response is to help with coaching, with networking, with learning resources and in challenging ourselves about the administrative asks ACE makes of them.

“Our sector leaders are committed to creative ambition and creating opportunity and we value them hugely. We also pledge to keep on listening to their needs and concerns.”

Clore Leadership's executive director, Hilary Carty, said the change in government had brought a “new sense of optimism and ‘possibility’ for the cultural sector”.

“However, the underlying issues and challenges remain, and the solutions demand strong and sustained investment as well as fresh thinking to create a healthy, resilient, and vibrant cultural sector," said Carty.

“Clore Leadership is championing this work alongside key sector partners, collaborating for dynamic and positive change. We hope the Interventions spark the actions needed by the sector to make a lasting difference for culture and society.”

Headline findings from the World of Work research

The World of Work research has identified multifaceted challenges facing the arts and culture sector. These include:

• Cultural organisations have struggled due to austerity measures and many leaders are feeling increasingly stretched, under-siege and overwhelmed
• Leaders seem reliant on traditional, hierarchical leadership styles – rather than a systems leadership approach
• A lack of sector workforce diversity is still of concern, particularly in leadership roles
• The rapid growth of social media presents challenges, exposing staff to negative external feedback and polarising perspectives
• Recruitment and retention concerns are prevalent, with many cultural sectors struggling to retain staff – resulting in a loss of organisational memory
• New models are needed to foster a culture of wellbeing and compassion within organisations
• Board development and succession planning is suffering from under-investment
• Partnerships with local authorities are undermined by crucial financial uncertainties
• Advocacy is critical for driving meaningful change and recognition – unified voices that advocate for value and impact
• The need to enhance digital literacy and establish principles for the ethical use of Artificial Intelligence (AI)

 

Headline recommendations from Imagine it Different – Interventions for Change

Recommendations are clustered around four core themes: continuing professional development (CPD), boards/governance, model/organisational development and advocacy. They include:

• Refocusing and strengthening CPD for leaders and board members
• Strengthening peer networks to facilitate knowledge sharing, capacity building and collective problem solving
• Investment in shared, accessible resources, best practice case studies and frameworks for areas related to partnerships, governance, diversity, equity, justice and advocacy
• Prioritising workforce care and development
• Strengthening the sector through advocacy of unified voices, and a diversity of voices and perspectives
• Improving shared accessible data and collaborative practice for the sector
• More flexible and open commissions for funding with shorter decision-making cycles
• Expanding and deepening the range of tax relief benefits for cultural activities
• Exploring avenues of payment to trustees