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Many arts organizations today find themselves in financial difficulties because of economic constraints inherent in the industry. While other companies can improve productivity through the use of new technologies or better systems, these approaches are not available in the arts. Hamlet requires the same number of performers today as it did in Shakespeare’s time. The New York Philharmonic requires the same number of musicians now as it did when Tchaikovsky conducted it over one hundred years ago. Costs go up, but the size of theaters and the price resistance of patrons limit what can be earned from ticket sales. Therefore, the performing arts industry faces a severe gap between earnings and expenses. Typical approaches to closing the gap—raising ticket prices or cutting artistic or marketing expenses—don’t work.
What, then, does it take to create and maintain a healthy arts organization?
Michael M. Kaiser has revived four major arts organizations: the Kansas City Ballet, the Alvin Ailey American Dance Theater, American Ballet Theatre, and London’s Royal Opera House. In The Art of the Turnaround he shares with readers his ten basic rules for bringing financially distressed arts organizations back to life and keeping them strong. These rules cover the requirements for successful leadership, the pitfalls of cost cutting, the necessity of extending the programming calendar, the centrality of effective marketing and fund raising, and the importance of focusing on the present with a positive public message. In chapters organized chronologically, Kaiser brings his ten rules vividly to life in discussions of the four arts organizations he is credited with saving. The book concludes with a chapter on his experiences at the John F. Kennedy Center for the Performing Arts, an arts organization that needed an artistic turnaround when he became the president in 2001 and that today exemplifies in practice many of the ten rules he discusses throughout his book.
- Sales Rank: #171116 in Books
- Brand: Brand: Brandeis
- Published on: 2008-09-30
- Original language: English
- Number of items: 1
- Dimensions: 9.14" h x .80" w x 6.30" l, .98 pounds
- Binding: Hardcover
- 204 pages
- Used Book in Good Condition
Review
“This book is a valuable management resource; arts administrators could do worse than emulate Kaiser’s work ethic, boldness of vision and ability to learn from mistakes. Those interested in keeping America’s arts institutions vital ignore his insights at their peril.” —Opera News
“To some, there may be a touch of irony: the man who presided over some of the Royal Opera House’s darkest hours has produced a self-help book aimed at pulling failing arts organisations out of trouble. Michael Kaiser’s The Art of the Turnaround offers 10 basic rules on how to save failing arts organisations, some of which were learned the hard way in London.” —The Guardian (London)
“Kaiser presents a ten-step . . . program to save or revive struggling arts organizations. The author’s program is . . . practical, and he follows it with a series of case studies in which he works his magic over and over again. . . . He offers . . . interesting anecdotes, and the portrayal of the logistics of traveling shows deserves particular mention.”—Choice
“[An] extraordinary book that serves as both cautionary tale and practical primer in crisis response. . . . Whether you are serving in an entry level or executive leadership position, from crew chief to executive director, there is much to be learned from in Michael Kaiser’s The Art of the Turnaround.”—Theatre Design & Technology
Review
“Michael Kaiser has a unique combination of artistic vision and executive talent that makes him one of the most capable leaders in the performing arts. This book tells the story of his impressive leadership. As my brother said in 1960, "The New Frontier for which I campaign in public life can also be a New Frontier for American art," and he'd be very proud of all that Michael Kaiser has accomplished." (Senator Edward M. Kennedy)
“There can be no one who has had the experience―the expertise―of Michael Kaiser in taking world class performing arts companies and reinventing them for the 21st century. This is a goldmine.” (Harold Prince)
About the Author
MICHAEL M. KAISER is President of the John F. Kennedy Center for the Performing Arts. Dubbed “the turnaround king” for his work at numerous institutions, Kaiser has earned international renown for his expertise in arts management. A Cultural Ambassador for the U.S. State Department, he advises performing arts organizations around the world, working with arts leaders in Mexico, Pakistan, China, Latin America, and the Arab nations. He has created an online education forum for arts administrators (www.artsmanager.org) where professionals and students in the field can share experiences, seek employment, and post opportunities.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Can arts organizations thrive? Yes! Here's the story.
By Terrence Walsh
Are you an artistic director, or the business manager for an arts organization? Perhaps you’ve been invited to join the board of a non-profit arts organization. Let me say: it is not for the faint of heart—but do it anyway. Go in with your eyes open. If you're already a director, dig into Kaiser's books for what you didn't know you needed to know. The Art of the Turnaround is an ideal place to start.
Michael Kaiser’s journey from one troubled arts organization to the next is, in a way, always the same. Disaster is in the air when he arrives. Money is in the bank when he leaves, plus thriving art. Some view repetition as boring. Perhaps more boring, once you look at it, is the constant crisis or near-crisis that characterizes many wonderful arts organizations. Maybe we take “starving artist” too much to heart. It can be different.
A few years ago I had the opportunity to attend a two-day "Boardmember Development Intensive" seminar at the DeVos Institute in Washington DC. The seminar was led by Mr. Kaiser, who was then the president of the John F. Kennedy Center for the Performing Arts. He had some high-octane assistants who also presented. A couple hundred attended from all over the U.S. plus some international travelers. The seminar was the "real deal" where people who did the seemingly impossible told you the work was hard, rewarding, and definitely doable, and you could do it, too. I had read Kaiser's books. The seminar was built on the same foundation. The details were the same, even while the in-person presentations added more oomph to the message. If you have the chance to attend, by all means do so. Meantime, read this book and his others.
Back at my non-profit's board meetings I was well-prepared to explain clearly why we should or should not take some action. Be prepared for skeptics to quickly reply “Yeah but you’re not Michael Kaiser and this ain’t the Kennedy Center.” Valid points but not on target. If you hit that brick wall, consider starting a book club with others at your organization. Start with this book.
As a mentor told me many times, “Whatever you’re doing, it won’t work big if it doesn’t work small.” He was right. So is Mr. Kaiser.
Mr. Kaiser's books include:
2015 Curtains?: The Future of the Arts in America
2013 (with Brett Egan) The Cycle: A Practical Approach to Managing Arts Organizations
2011 Conversation Starters: Arts Management Topics for Today (The Huffington Post Blogs 2009-2010)
2010 Leading Roles: 50 Questions Every Arts Board Should Ask
2008 The Art of the Turnaround: Creating and Maintaining Healthy Arts Organizations
Looking at Kaiser’s books as a set, The Art of the Turnaround is a great place to start. You get the story and the sweat. Persuading someone to a new point of view often works best with anecdotes. Here you’ll find dozens.
For the lessons he learned along the way The Cycle may be the best distillation.
Leading Roles and Conversation Starters cater more to the bite-size-nugget approach, easy to pick up whenever a few minutes are free.
I am also struck by Mr. Kaiser's humanity and leadership. It's not just management. When he says "we" he means it. He means the artists, the donors, the patrons, and the folks who keep the place clean. He means the whole team. Good stuff.
The Art of the Turnaround was a delight to read. It helped me as a director, over and over. It’s easy to give FIVE STARS. Thank you, Mr. Kaiser.
I hope you find this helpful.
0 of 0 people found the following review helpful.
A Must Read for any Arts Administrator or Board Member
By B. Grant
The Arts, especially the performing arts are a passion of mine and my family. Kaiser's work as described in his book serves as a guide that can be generalized to challenges and opportunities facing the arts in America and elsewhere. Many join Boards unclear of their role or the role of the CEO. And many likely have little grasp of the funding cycles and sources of funds and deficits. Arts operate on a model so different from the for profit sector. Organizational management often fails in their fundamental roles of understanding their numbers and Boards often fail in their governance, such that turnarounds and failures to achieve turnarounds are all too common.
The individual stories Kaiser shares and the group in aggregate serve as both good reading as well as a useful set of pointers that spell out the challenges and how he attacked them. As interesting as what was said, I was amused by what was left out and what lay between the lines on the human side. Also his own journey of self-discovery was clearly laid out.
Those who criticize the book for lack of depth or being too personal miss the point. This is a 180 page or so personal narrative about one man's journey to the highest ranks of arts management. It is not a course, though he teaches one at the Kennedy Center. It presents a number of contexts and challenges and helps frame the work of arts management in a most readable and entertaining way.
Anybody joining a non-profit board, especially in the arts would do well to read this book. Likewise anyone managing such organizations.
0 of 0 people found the following review helpful.
If your Arts organization is struggling, read this book.
By Bill Barksdale
As I work on helping to turn around two small performing arts non-profits, I keep referring to this book. It's a great place to start and points one in the right direction. I've passed it around to Board Members and others involved, some have purchased their own copies (my copy is highlighted and heavily sticky noted). Michael Kaiser has turned around some of the great performing arts organizations when they were down on their heals. Artists often don't know anything about operating a business, so they fail. Large or small organization, you will learn something from this book. You will need to supplement with other material, but begin here. Mr Kaiser is a businessman who loves the arts. If that's not who serves on your Board and Management, get rid of them and learn who should be on those Boards and Management. I highly recommend this book for your performing arts organization.
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