Learning From Adversity (or, Acquiring A Skill Set I Never Thought I Would)

 

As Executive Leadership we are often expected to “have all the answers.” We are the miracle workers, ego massagers and cajolers often tasked with challenging our worlds by coming up with solutions to what may seem like insurmountable obstacles. Our worst nightmare is coming to the conclusion that the best course is to “fail” as it is perceived by the outside world. Sometimes the answers aren’t what we’d hoped for.

As founding Executive Director of 10 Hairy Legs dance company this is what I faced during the COVID pandemic. The shutdown in March 2020 ended all of our earned revenue and special event income for the remainder of the season on June 30, including our all important New York season. There was widespread fear and panic among stakeholders that reflected their own personal uncertainties related to the pandemic yet initially they were committed to our survival. We did have some funds in the bank but went into preservation mode, stopping all pay to artists and staff as of April 1, 2020. We attempted to use the time wisely by focusing on the future (who knew in person arts activities would not resume until Fall 2021!), doing DEIA work, strategizing and seeking relief funds.

 4 solid legs down to 3.

Then our founding Artistic Director stepped down, effective July 1. This was a huge blow and ultimately became the death knell of the company. A ship without its Captain.

 3 solid legs down to 2.

Our dancers remained optimistic and loyal, firmly believing that our mission, vision and reputation for artistic excellence could move forward with new artistic leadership. Unfortunately the remaining board members did not agree. Ultimately we legally dissolved as of December 31, 2020. I was forced to admit to myself that despite any expertise I possessed no amount of my hard work was going to overcome these obstacles.

I committed to ensuring that our demise would be managed with the utmost care and respect to everyone who had worked with us during our 8½-year tenure. Working with the remaining board members, I accomplished the following:

• The work of our company is fully archived in the Library of Congress. Current and future generations will be able to view our works (16 commissions, 5 of which had originally composed scores as well as 20 curated works). It includes Oral Histories by the 5 founding members of the company, the 5 final members of the company, a dance critic who followed our work closely, a Board Co-President, the founding Artistic Director and myself. I am thrilled that current and future generations will be able to learn from what we did right and what we didn’t.
•  Facilitated the actual legal process of dissolution of our 501 (c) (3).
• Informed people before the information became public. I personally spoke to:

o   Every dancer who had ever danced with our company.

o   Every choreographer with whom we had worked.

o   All stakeholders and funding partners.

o   Major presenters.

o   Key education partners.

• We were able to provide the 5 remaining members of the company with “Fair Recompense” prior to dissolution.
• Facilitated gifting of funds remaining to a New Jersey organization that underwrites an annual Emerging Choreographer Award that will carry our credit forward in perpetuity in recognition of our renown for commissioning new work.

Fast-forward to now – 8 months after wrapping up our portion of the Library of Congress Archive. I am still grieving and keep in touch with many of the dancers and board members who stuck it out. I plan to support the dancers personally in any way I can, and am pleased to watch their continued artistic growth with great admiration for what they have endured. All remain in the field, miraculously, save one who is working towards his MBA. I certainly miss those amazing men and the thrill of seeing them perform.

 I have been sought out to provide insights into our process of closing down, having presented a session to colleagues at Dance USA, and was interviewed by Performing Arts Readiness/National Coalition for Arts Preparedness & Emergency Response for an upcoming webinar for their program The Arts Organization at a Crossroads Toolkit: Managing Transitions and Preserving Assets.

 Most important things I learned:

 

•  Ask the hard questions.
•  Consistently assess the status of your “legs.”
•  Beware the “Cult of Personality.”
•  Sometimes the right thing to do is let go.

 

So now I have this surprising skill set that I never dreamt (or had a nightmare about either) that I am bringing to all of my work for Organizations by Design.

Who knew?

Image Credit: Laura Otten (Director at La Salle University - The Nonprofit Center)