Why Cultural Sites Must Invest in Leadership Development

At the start of each year, I eagerly anticipate my annual leadership retreat. I refer to it as "my retreat" not out of ownership, but because it has become an integral part of my professional and personal growth. Since completing the Museum Resilient Leadership (MRL) programme in 2017, I have attended the ‘Be the Change’ leadership retreat in North Yorkshire almost every year. The pandemic was the only interruption. Yet, it strikes me that this commitment to continuous development should be commonplace in our sector. Reflection, networking, and growth should be embedded in our professional lives. But they aren’t—and that is why I’m writing this.

Image: Be The Change Leadership Retreat at Malham Tarn

The Lack of Leadership Development in Museums

It is surprising that for many professionals in the museum sector, formal development effectively ended after university—if they are among those who attended. The assumption seems to be that experience, informal discussions with colleagues, and occasional self-reflection are enough to refine leadership skills over time. For some, self-help books fill the gap. However, compared to other industries and even international counterparts, leadership development in UK museums is often neglected. The question is: why?

A Gendered Approach to Leadership Growth?

Reflecting on my experiences during the MRL programme and subsequent leadership retreats, I’ve noticed a recurring pattern: men are significantly outnumbered by women. While this may partly reflect the gender balance of the sector, the real difference is in long-term engagement. Many female leaders I’ve worked with return year after year to refine their skills, build resilience, and support one another. Male leaders, however, usually attend once, speak highly of the experience, then never return.

Why is this? One theory lies in differing perceptions of leadership. Many men seem to view leadership as a static state—something that can be "topped up" rather than continuously developed. In contrast, the women I have worked with embrace leadership as an evolving journey, requiring constant investment and reflection. This contrast may also be linked to attitudes towards vulnerability.

The Value of Vulnerability in Leadership

Leadership development requires honesty—not just with others, but with ourselves. It demands that we acknowledge our weaknesses and confront difficult questions about our values, decisions, and impact. In many professional settings, particularly among male-dominated groups, vulnerability is perceived as a weakness. Conversations become competitions rather than explorations, and the goal is to win rather than to grow.

But real leadership thrives on self-awareness and openness. If someone resists vulnerability, they can only strengthen the skills they already have, rather than develop the ones they lack. This may explain why some leaders never return to development retreats—they may not be ready to embrace the discomfort required for real growth.

The Illusion of CPD in Leadership

Most museum leaders advocate for Continuing Professional Development (CPD)—but primarily for their teams. We support training initiatives, team-building exercises, and learning opportunities for staff, yet often overlook our own development. Many leaders attend high-level meetings and conferences, but these environments rarely challenge their personal growth. At conferences, attendees often wear their "corporate masks," representing their institutions rather than focusing on personal reflection. Learning is often passive—listening to innovative ideas without necessarily integrating them.

Why Museums Fund Conferences, But Not Leadership Retreats

Museums are far more willing to fund attendance at conferences than leadership retreats. The reason is twofold: first, conferences offer visibility, ensuring that an attendee represents their institution in a public arena. Second, there is an unspoken assumption that senior leaders were appointed fully formed and do not require further development.

This creates a paradox. Leadership retreats, which offer deep personal growth and long-term benefits to both the individual and their institution, are often self-funded. I personally struggled with the transition from employer-funded development to paying for it myself. But after my first self-funded retreat, I realised the return on investment was invaluable. Though our sector is not known for high salaries, I have prioritised leadership development—even borrowing money at times to attend. Not once have I regretted it.

The True Value of Leadership Retreats

It is difficult to explain why leadership retreats are so transformative. On paper, they include presentations, networking opportunities, and reflective exercises—nothing particularly groundbreaking. But the depth of the experience lies in its execution. Over time, relationships deepen, discussions become more profound, and the learning environment fosters genuine introspection.

One of the most powerful aspects of the retreat I attend is the structured walks. In small groups, participants take turns playing the role of the speaker, the listener, and the observer. The speaker shares their fears and challenges, the listener asks thoughtful, non-judgmental questions, and the observer provides insight at the end. This process—simple as it may sound—leads to profound personal breakthroughs. The final walk of the retreat is dedicated to tackling a specific leadership challenge, drawing on the collective wisdom of the group to find solutions.

Be the Change, Leadership Retreat

This experience is why those of us who return year after year describe the retreat as "where the magic happens." Growth, when done in a supportive and challenging environment, is transformative.

Leadership Development is an Investment in Museums

Leadership retreats do not just benefit individuals; they benefit entire organisations. Self-aware leaders create healthier workplace cultures, foster innovation, and develop the next generation of talent. Investing in leadership is not an indulgence—it is a necessity. Strong leadership ripples outward, influencing teams, institutions, and the wider sector.

If we, as museum professionals, claim to value learning and development, we must extend that same ethos to leadership itself.

Final Thoughts: Are You Investing in Yourself?

So, I return to my original question: why should museums invest in leadership? The answer is simple—because leadership is not static. It requires continuous growth, reflection, and renewal.

If you do not have a leadership development strategy, then by default, you already have one—it just might not be the right one. Whether it’s through mentoring, structured training, or retreats, I encourage you to reflect on what you need and how you will achieve it.

If you are ready to explore leadership development, I would be happy to discuss mentoring opportunities. Visit my website to learn more, and let’s start a conversation about your growth.

The best leaders never stop learning. The question is: will you?

Paul Baker

Link

Heritage Thinking Differently - Mentoring