In the world of arts management, we often get caught up in metrics, budgets, and strategic plans. While these are essential, they are not the heart of an organization. The heart is the people.
My time leading the Arts & Culture Trust and working with various cultural organizations has reinforced my belief in Ubuntu—I am because we are. This philosophy is not just a cultural catchphrase; it is a practical framework for leadership.
Leading with Ubuntu means recognizing that my success as a Director or leader is inextricably linked to the well-being of every artist, administrator, and stakeholder I work with. It means listening more than speaking. It means making decisions that prioritize the collective good over individual glory.
In a sector that is often under-resourced and high-pressure, this human-centric approach is what sustains us. It builds resilience, fosters loyalty, and ultimately leads to more impactful and authentic artistic output.
The Tension Between Ubuntu and Accountability
But here is where it gets complicated: how do we maintain Ubuntu-centered leadership while also holding people accountable? In my experience, there is sometimes a tension between creating a supportive, communal environment and making the hard decisions that organizational sustainability requires—letting someone go, redirecting resources, or saying no to a project that does not align with strategic goals.
I have seen organizations struggle with this balance. Some lean so heavily into consensus-building that decision-making becomes paralyzed. Others prioritize efficiency at the expense of the very community values that make arts organizations special in the first place.
Where is the line? How do we practice Ubuntu without sacrificing the clarity and decisiveness that effective leadership demands? I am still working through these questions myself, and I would welcome perspectives from other leaders in the sector. What has worked in your organizations? Where have you seen this philosophy succeed or struggle?