A leadership model for the future

Why do we believe artistic organisations need one artistic director? Doggedly following a singular artistic vision – often channelled through an older white male – seems at odds with the collaboration, community and diversity of voice that makes creating art so magical. And for the lone artistic director, it’s often a high-stress, high-pressure role with a real risk of burnout.
 
Last summer Unlimited put out a call for a new co-artistic director. They were looking for a mid-career artist to share the leadership with J Spooner who was, at the time, sole Artistic Director and CEO. The offer was for a part-time, ongoing contract to create work with the company in an ACE National Portfolio Organisation (NPO). 

For artists at this stage of their career, working for an NPO is the holy grail. So it’s not surprising there were close to 100 applicants. What was surprising was the offer that five of us received a few months later.

A radical shift requiring trust

As a result of conversations and interviews with a long list of shortlisted applicants, J was inspired to re-imagine the role as a shared artistic leadership model with five other artists: Rachael Abbey, Jamie Fletcher, Tyrrell Jones, Ali Pidsley and Lauren Nicole Whitter.
 
Jamie: “I was really excited about that original brief, to learn more about how to lead a company with that sort of infrastructure. I did have reservations about this change in offer though; sharing artistic leadership with a group of artists I had not met or worked with before. I had to place my trust in J that this particular combination of people sharing the responsibility could work.”

It was a radical shift, and certainly not without risk. The six of us had never worked together before, and all have completely different styles of work and theatre practice. The challenge for us all was how we would come together to lead a cohesive vision for the company.

Imagining leadership

Sharing artistic leadership between six people needs a new model, and a new title. Out with ‘Artistic Director’ and in with ‘Core Artists’. We still lead Unlimited’s creative direction, but as a conversation, rather than a declaration, giving us the opportunity to grow as artists and leaders.  

Ali: “Where this has really worked is as a talent development programme that’s targeted towards organisational upskilling for the individual. But excitingly, it’s also an imaginary leadership programme – it’s imagining what leadership might be like. What COULD an organisation led by six core artists be?”

Structurally, Unlimited is now working as a producing house for six distinctive projects being led by the individual artists, generating more new work and employing diverse teams to deliver them.

But more than the professional support that this model has offered, it is the space held for each of the artists involved. The six of us are all in different places in our lives and careers, but we have come together to be critical friends and absolute champions of each other's work. There is no internal competition, no power struggles, no need for one person to ultimately lead. 

Learning to be vulnerable

Rachael: “I’ve never been interested in the pyramid of power that so many organisations adhere to. This feels like a way of valuing more voices, more people, therefore creating more interesting things. I’ve learned how to be vulnerable because especially in the arts you’re expected to get on with things, keep your head down. This allows me to be more authentically me.”

It’s not all been smooth sailing but working through difficult conversations has led to positive changes organisationally, as well as in the work. Unlimited’s inclusive policies were part of what attracted us to apply, and by having more perspectives and backgrounds, we’ve been able to develop this further. For example, switching from written board reports to having the option to send them as voice notes has made the process more accessible (and even… fun).

Really empowering

Lauren: “As someone from the Global Majority, it’s important that we continue to learn – that I continue to learn – that I can bring my authentic self, instead of worrying or holding back on what I think wants to be heard. This group is really empowering. Lots of experiences and identities and being part of each other’s journey is really nice.”

As this process began mid-pandemic, we are still focussing on spending time together, getting to know each other and each other’s artistic practice. In the coming weeks, we’re heading out on a retreat together, to dig deeper into what makes each other tick. 

A year in, we don’t have all the answers on how this will work. We are still imagining what this shared leadership will look like and taking the time to allow it to grow – a luxury primarily afforded by being a non-building based NPO. 

Building would benefit from this model

Tyrrell: “I think a lot of buildings would benefit from this model – diversity of voice, experience, practice. I would bet many artistic directors would secretly be relieved if their boards told them they had to share leadership.”

Leading together needs mutual trust and strong relationships. By sharing the leadership, you multiply the diversity of experience and knowledge of both the world and your artform. 

Further, this collaborative model is much more sustainable for the individual and the organisation – ensuring that we are breathing life into the careers of younger artistic leaders while safeguarding the future of longer established NPOs. 

Rachael Abbey, Jamie Fletcher, Tyrrell Jones, Ali Pidsley and Lauren Nicole Whitter are the Core Artists of Unlimited Theatre.
 www.unlimited.earth
@untheatre