Gulf of Pride

I was at a client’s Special General Meeting last night.  The organization’s members (it was a volunteer orchestral organization) called this meeting because they didn’t like what the Board had done.  Specifically, they didn’t like that the Artistic Director had been fired.  The issue was hotly debated for a couple of hours and the two positions were this:

1. The Board had no issue with the AD’s artistic ability, but he was a disaster on the administrative side.  He didn’t provide a vision, he wouldn’t take the Board’s input, he wouldn’t close on key decisions that were necessary to finalize the season, etc.  And he was rude and dismissive in his dealings with Board members.  He was impossible to work with.

2. The Orchestra loved the AD because he was ambitious and got them to play together beautifully.  They didn’t care about administrative issues, they only cared about making beautiful music.  He was heavenly to work with.

What became apparent is that a gulf was created between Board and Orchestra.  Neither side could see the other’s position.

In the end, a vote was taken and the Orchestra was successful in bringing back the AD.  The Board resigned en masse in response.

The organization is in turmoil with no apparent leadership in place, just 4 weeks before a major recital.  Disaster!

What could have averted this?

1. Better communication between the Board and the Orchestra.  While both sides should have reached out, the onus has to be on the Board as the acknowledged leaders to ensure that they convey their thoughts and plans and get sufficient input before making a move.  After all, firing an Artistic Director is a huge upheaval and not one to be done lightly.  By communicating, the Board would have had a better sense of how people would react and might have changed their approach to resolving the situation.

2. Focus on the important things and compromise.  Each side felt they had the angels on their side and refused to back down one inch.  Perhaps the AD could have been left to finish out the season, rather than being fired in the middle of it.

3. More connections.  The Board and the Orchestra did not meet regularly and the result was a lack of civility, understanding and respectful behavior.  No, the outcome does not constitute a tragedy by any stretch of the imagination, but it was fully avoidable.

Pride goes before a fall, yes.  At one point in the meeting, I asked both the Board and the Orchestra if being right was more important than putting the organization through turmoil and uncertainty in the middle of their season.  Nobody answered.