Management through Decentralized Decision-making

Boston Center for the Arts

Boston, MA

Contact Name
Anne Norton
Post date
October 16, 2012
Project Dates
2009 - Present
Workshop Leader
Creative Communities Exchange (CCX) 2011
Tags
Business Planning, Workforce Development
The team leadership structure at the BCA was implemented in 2009, when Veronique Le Melle joined the organization as its Executive Director. Like many not-for-profit arts organizations, the BCA staff was under resourced and overloaded, and the organization did not have the mechanisms nor the money to support management training for mid-level or entry-level staff. The team leadership structure was introduced as a way to leverage capacity of the existing staff, dismantle the "silo" approach to program and project management and offer the staff opportunities to learn management techniques.
Project Goals
What were the project goals?
The Executive Director convenes and oversees a senior staff comprised of the five Directors from the BCA’s organizational departments that assists in the day-to-day decision-making as it pertains to staff, programs, earned and contributed income, marketing and operations of the BCA and its related facilities. Team leadership complements this traditional management structure. Each team is comprised of representatives from each department, and Team Leaders guide their respective teams to annual organizational goals and are empowered to make operational and policy recommendations to the Executive Director.
Have they changed over time?
Each year, the Executive Director convenes 4-6 teams that are assigned organizational goals for the next 12 months.
Who are the project partners and stakeholders?
There are several standing teams, including: Program, Marketing and Operations, and ad hoc teams that are established for a year or two, depending on the BCA's priorities. For example, this year there is a Transition Team, whose primary focus is to translate the priorities outlined in the organization's strategic plan into recommended action steps for departments and individual employees.
Project Specifics
How was the project implemented? What were the steps taken?
Each team has an appointed leader who is responsible for managing the team for one year and for keeping the team on track to reach the goal(s) set forth at the beginning of the year. Team Leaders meet with the Executive Director quarterly as a group to discuss challenges, successes and ideas around managing the team. Senior staff are not on on teams, but two senior staff serve as "facilitators." The role of the facilitator is to serve as a sounding board for Team Leaders or Team Members who are having issues with their team, with their leader or with another team. The facilitator does not resolve issues; he or she helps the staff member identify possible steps to a solution and is focused on helping that individual map out his or her own path to success. When teams are ready to make a recommendation for action around their goals, the Team Leader sets up a meeting with the Executive Director to present the team's recommendations and next steps. Teams offer updates to the rest of the staff at the monthly staff meeting and at the end of the year, the teams present their successes and suggested next steps for the team to the whole staff. At this meeting, the teams for the next year are announced and the next set of goals are outlined
Have they been refined over time?
Answer included in above.
Obstacles
What were your major obstacles?
The major obstacle to a decentralized management structure is that it is a new experience for most staff - including those who are senior or seasoned - and needs to complement the organization's more traditional, hierarchical structure.
Who or what was instrumental in overcoming these obstacles?
Having a new Executive Director who was clear in the value of this approach, had implemented this strategy in other organizations and most importantly, understood where the structure offered flexibility to respond to the existing staff culture of the BCA was instrumental in infusing this layer of management successfully into the organization.
What top three suggestions would you give to others attempting a similar project?
create a structure that is flexible; respond to existing staff culture; have leadership on board
Project Impact
How has this project contributed to creative community building?
Management through decentralized decision-making contributes to creative community building in two ways as it: 1. brings and fosters diverse perspectives to problem-solving by not tethering goals to job descriptions or titles; 2. gives mid-level or entry-level staff management training in a real and hands-on way
Why do you consider the project successful, as related to your project goals above?
The BCA is committed to building a nimble and flexible organization and the staff is the cornerstone of this effort. Management through decentralized decision-making helps to empower staff to be more engaged and confident in their capacity, which in turn, strengthens the organization.
Were there unexpected impacts?
The unexpected impact has been in discovering talents and skills that staff possess outside of their jobs that add value and capacity for the organization.
CCX Workshop Handout
todo_bostonctrforthearts_0.pdf (5.1 KB)

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