As arts managers, we try to keep up with technology changes and upgrades. Adopting technology to support a mission and vision is critical, whether it is to serve an audience directly or make a workspace more efficient. Yet, even when the best strategies are put into place, life derails us, and even the strongest organizations are put to the test. The coronavirus pandemic is no exception.

In the past couple of months, numerous companies and organizations had no choice but to quickly adopt to social distancing mandates. For some, that meant that employees suddenly transitioned to remote working for an indefinite amount of time. Other attempted to adapt with virtual exhibitions and tours.

As suggested in a previous article on technology adoption, time is a major resource needed to successfully implement a change, especially a technological change. In addition, employees may suffer from a lack of resources or emotional strain from isolation and living during a pandemic. Moreover, art organizations must look towards reopening in a sustainable way. What can an arts manager do to help?

How are Arts Organization Employees Currently Doing?

The nature of arts organizations is that some programming is impossible to do without human interaction. According to an ongoing research study called “COVID-19’s Impact on the Arts” conducted by Americans for the Arts, out of 11,000 arts sector responses, 95% of arts events were cancelled, and 24% had to reduce staff, although 42% are likely to reduce staff as well. At the same time, 65% of surveyed arts organizations are still delivering content to help the community during the pandemic. In turn, out of the 15,700 artists and creative workers who were surveyed, 95% have reported income loss. In addition, their top four priorities for survival during unemployment include unemployment insurance, forgivable business loans, food/housing assistance, and affordable healthcare.

Alice Anne Schwab, the Executive Director of the Susquehanna Art Museum at The Marty and Tom Philips Family Art Center (SAM at The Marty), is one of the many arts managers working to adapt to the current times and keep the museum going. In an interview with the author, she mentioned Sam at The Marty’s response to COVID-19 restrictions was to ramp up their social media and showcase their Artistic Expressions exhibit online.  Out of the two programming responses, she found social media engagement to be more effective. In addition, like many institutions, the museum staff increased phone usage and is using Zoom with varying degrees of success.

How to Help Employees Now

There is no denying the immediate help many arts organizations, artists, creative workers, and administrative staff need now to survive the pandemic. Funding, employee benefits, successful programming, and an audience are vital to sustaining an arts organization, and the crisis has made the need more critical. These needs are the first priorities for an organization’s long-term survival.

If arts managers can keep their employees by having them working remotely, one major obstacle is supporting them amid a pandemic. The shift to remote work was quick and unexpected, and many organizations are struggling with it. Several challenges include:

• Zoom Fatigue

• Issues from the replacement of in-person interactions with video calling, including:

  • Lack of physical cues

  • Potential video delays

  • Self-awareness of self in camera

  • “Non-verbal overload”

  • Lack of attention & potential multitasking

• Significant worries that come with the pandemic, such as:

  • How can I get food?

  • How will I pay for healthcare and/or other benefits?

  • What if I need to go to the doctor?

  • How can I keep my family/kids sane?

  • If there is a significant loss of household income due to the pandemic, can we continue to afford what we need?

• Pandemic-specific remote work issues, such as:

  • Less physical activity

  • Lack of social spaces

  • No change of scenery

None of these are the employees’ faults; this is simply a matter of human nature in response to the pandemic. However, something unusual is the different reactions that employees had to remote work during the pandemic. Cramer and Zaveri of The New York Times interviewed a couple of employees who are happier working from home and are thankful to escape the office. Others like Roose of The New York Times are getting cabin fever and desperately wish to return to the office space. Either way, employees have unique responses to the pandemic and remote work, which may need to be addressed on a case-by-case basis.

Recommendations for Employers

According to Susser and Tyson of Harvard Business Review, as an employer, it is your duty to care for employees who are feeling stress and pressure. An investment in your employee’s health yields a high return on investment.

The following is recommended for helping new remote employees adjust:

• Establish check-ins: If you are not already utilizing one-on-one meetings or have check-ins established, now is an ideal time to implement them. This can be used to figure out where employees are in their work or see if anyone is actively struggling.

• Establish ground rules for virtual meetings: Neeley of Harvard Business Review recommends asking employees to put cell phones away or refrain from checking emails during virtual staff meetings.

• Establish social channels and events: Staff may miss some of the social and casual conversations that took place in the office. Inviting folks to after-work virtual events or establishing virtual water-cooler conversations within a virtual communication tool (such as Slack) may help employees socialize, relax, and feel less isolated.

• Relay calmness: Fear is also viral and can spread quickly among staff. Practicing and acting calmly will help your staff in the transition to remote work. Relay stress and the staff will become stressed as well.

• Be mindful of inclusion: As Stewart and Menon of the World Economic Forum mention, it’s easy to feel left out if remote workers do not have access to up-to-date equipment, internet access, web cameras, or the knowledge to navigate it all. Employers should be prepared to actively listen, address these inequities, and intervene for the sake of equity and flexibility. This might mean helping with broadband costs or temporarily adjusting a job description.

• Provide help to employees who need to learn new tech quickly: Assigning a worker to be a Technology Ambassador can help other employees who might struggle with remote technology, such as video calling, document sharing, and communication tools. Making a communication strategy or creating a channel for questions or technology feedback can also serve as helpful outlets to employees.

• Be open and honest: Susser and Tyson of Harvard Business Review also note that communicating honestly is essential if the organization needs to make necessary cuts. Additional recommendations to this strategy are to consider other places to cut first, such as halving the work and time rather than the staff. Employers should also refrain from acting too fast, and they should prepare to crowdsource ideas from employees if necessary.

Many of the sources provided above are from the Harvard Business Review, who is providing free downloads of their business insights e-book on navigating work during the coronavirus.

Special Mention: Employees with Children

Working remotely in the same space as kids provides a unique and sometimes difficult hurdle for workers to overcome. Schools and daycares are closed, and some kids also must transition to learning remotely. Workers may have domestic partners that are also working, either remotely or outside of the house as an essential worker. Every situation is unique and comes with a variety of challenges to overcome. 

As an employer, it is necessary to prepare for these conversations and get ready to offer support. Hastwell of GreatPlaceToWork.com suggests asking parents directly what their needs are. Employers should also prepare to extend benefits or provide extra time off for families to adjust. Ariel Rule of the Trello Blog recommends that parents nail down a routine and communicate frequently with the team.

Overall, flexibility and understanding are key. Whether a kid video-bombs a conference call or the worker just needs to regain their Friday afternoon to spend quality time with their family, going the extra mile to help establish a new work-life balance can help employees go the extra distance.

Recommendations for Employees

There are several steps that employees can individually take to help transition to remote work life. Recommendations for adjusting to remote life include the following:

• Find a routine & rhythm: It helps to schedule specific time slots for food, cleaning, and personal time. Focus on your most basic needs first, such as food and cleaning, and build your routine from there.

• Dress for success: Wearing work clothes when at work and casual clothing away from the desk may help your body and mind fall into a work routine.

• Find or create a workspace: If possible, the space should be outside of the bedroom, in a quiet space, and in a non-cluttered, non-distracting environment. Bryan Robinson of Forbes also suggests identifying and eliminating stressors or even adding in a deliberate distraction, such as background music.

• Use time-management techniques: a healthy balance of work and rest may be necessary to help jumpstart a routine or keep an employee from going crazy. The Pomodoro Time Management Technique of 25-minutes work/5-minutes rest is one example. The online Tomato Timer can be used to help time and maintain this method.

• Exercise: A body in motion tends to stay in motion. If you can walk outside safely during break, you can include it as part of your routine before work, during lunch break, or after your workday concludes.

• Ask for help if necessary: Many emphasize taking care of yourself as a priority during work life in the pandemic. However, there is only so much an employee can do alone. Do not be afraid to reach out to a coworker or supervisor is you are struggling with an aspect of your work.

The Fractured Atlas Blog has a variety of posts available from their employees and their separate routines for remote work. Specific tips and tricks can be found here for stylizing a personal remote workspace and routine.

Even when an employee has an ideal workspace and routine, it might still be difficult for an employee to get the day started. In Aisha S. Ahmad’s article in The Chronicle of Higher Education, some steps to help keep moving and “salvage a disastrous day” include restarting and bookending a day. Even accomplishing 10% of goals in a day is better than accomplishing 0% of them.

The Transition to Post-COVID-19

Arts managers spent some time in the past few weeks to adjust to pandemic life and regain the workspace by utilizing remote technology. Now, managers are beginning to think about the next step: what comes after restrictions are lifted and the virus is under control.

Several organizations are attempting to tackle reopening in several ways. For example, the American Alliance of Museums has put together a guideline called Considerations for Museum Openings. The resource suggests strategies such as developing a timeline, establishing cleaning protocols, providing staff training, and restricting contact. The Museum of Modern Art (MoMA) is already taking steps to reopen by reducing staff, slashing the exhibition budget by $8 million, enforcing social distancing, and removing wall labels that crowds gather around, according to Claire Selvin of ArtNews.com. Domenica Bongiovanni of IndyStar cites local organizations who are considering reduced capacity by performing outdoors, in larger venues, or by restricting the number of audiences who can enter a building. Finally, in the long-term, discussions and considerations for contact tracing are beginning to surface to track anyone who tested positive for the virus. 

In an interview with the author, Alice Anne Schwab mentioned that the current priority of SAM at The Marty is what reopening the space may look like. Sadly, data is showing that virtual exhibition tours are beginning to lose attention, although there are still ways to utilize them, as mentioned by Michael Alexis of MuseumHack. Therefore, museums such as SAM at The Marty must focus on what comes next: getting people back into buildings to view and experience art. Considerations are being made for maintaining social distancing while allowing people in the exhibition space.

How do audiences feel about returning to arts performances, shows, concerts, museums, zoos, and theaters? According to Colleen Dilenschneider, the Chief Marketing Engagement Officer for IMPACTS, out of a survey from a total of 5,805 adults, the number one factor that will make audiences feel comfortable returning is the availability of a COVID-19 vaccine. Other considerations include lifting government restrictions, viewing others visit an art space, the ability to be outdoors, and the availability of hand sanitizer. The data adjusts slightly depending on whether audiences are surveyed on visiting a performance or exhibit, but the top reasons remain the same. The information is consistently updating along with a few other surveys that Dilenschneider is reporting on, such as intentions to visit arts organizations by region and why members and subscribers are a key factor in reopening.

Is Remote Work Here to Stay?

As of the day in publication, it is hard to predict whether a large portion of companies and organizations will adopt remote work permanently. However, many are beginning to ask questions on if we are experiencing a new technological transition that will reshape our working society. 

Verbeeman and D’Amico mention in an EY article that “after the coronavirus crisis, remote working will become the new normal.” They also suggest using the right remote equipment and maintaining employee sentiment with planned virtual breaks and activities. Cramer and Zaveri of the aforementioned New York Times mention that 60% of U.S. workers do not wish to return to the office from remote work, even after the pandemic officially ends. This is due to fear of catching the virus, but also because of the elimination of long commute times, more time for fitness, greater productivity, introverted preferences, and more time spent with family.

One point to note is that remote work during a pandemic is different from remote work pre-COVID-19. Differences include:

• Most pre-COVID-19 remote employees were able to choose to work remotely if the option was available

• Pre-COVID remote employees could travel freely to another place (such as a coffee shop or library) to work

• Schools and daycare were not cancelled pre-COVID-19, which means that kids were out of the house and therefore would not potentially distract an employee during the day

• Pre-COVID-19 remote employees could still travel and see friends and family, as opposed to social distancing and self-isolation

As for keeping other virtual technology, the response is still mostly unknown. Alice Anne Schwab of the SAM at The Marty commented that a technology staff is necessary to pull off a good virtual exhibit. Unfortunately, in the museum world, some museums simply do not have the bandwidth for this. However, the story may be different for a museum in a metro area who might need more online possibilities. Regardless, technology has incredible uses and can help accomplish an organization’s mission, but it does not fully replace the in-person experience.

Final Recommendations

As Akingbola, Rogers, and Baluch mention in their book titled “Change Management in Nonprofit Organizations: Theory and Practice,” change is all about the people. Like many parts of society, the resiliency of arts organizations is being tested. Yet, a crisis has the capacity to bring out the best in people and spark creativity.

As we learn more about the ongoing situation, be sure to gather news from trusted sources. Turn to data to make informed decisions, and keep the conversation going between staff, audiences, and the organization. We are in a historical period, and the intersection between the art world and technology is interlocking more closely than ever. Keep to your organization’s mission, yet remain flexible, and your organization shall surely survive and thrive.

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