Top Ten Skills for Museum Leaders

Courage: Leadership anywhere isn't for the thin-skinned. Leaders need to be willing to choose the path less taken and bring followers along.
Humility: Leaders need to know how to say they're sorry; how to fail, get up and move on.
A respect and an interest in the power of the Internet, and comfort with social media: Not that all leaders have to be IT geniuses, but any museum leader who thinks Twitter is for politicians or the Kardashians needs to think again.
An understanding that whatever brought you into this field is not what has catapulted you to leadership, and a willingness to acknowledge your origin story but leave that work behind.
That mediocrity isn't enough. 21st-century leaders have to realize that for organizations to succeed they need to excel. Maybe not every day, but more often than not.
An interest in people, meaning the community your organization serves--since that is why you are blessed with the 501c3 designation; an interest in your board of trustees, your staff, departments, and volunteers. You do history or art or science with them not for them.
A moral code that means you are fair and equitable regardless. Just regardless. You mentor, you advise, you fire if need be. Your organization has a values statement and an employee handbook.
An excitement about the world. You didn't become a leader solely because of your passion for 18th-century English samplers, early airplanes, or abstract painting. Leadership requires an omnivorous interest in everything from your curator's daguerrotype exhibition to the best type of roofing shingle, to bear-proof dumpsters. It is all yours to think about, and most importantly, as a leader, you are the glue that guides and connects your organization to your community at a multitude of levels.
A sense of humor. Leaders need to laugh.
A vision and the ability to illustrate that vision so others can understand, whether they are the young gazillionaires or the Rotary Club lunch-goers. And the ability to strategize and make the vision a reality. If boards of trustees made genuine attempts to hire individuals with even half of these characteristics, organizations might be stronger, and new hires less surprised by the job of leadership. What's on your list? Joan Baldwin