Machiavellian Arts Management

What does Machiavellian Arts Management Look Like? Part 3

2008-05-08T08:20:00.001-07:00

Maintain Adequate Assistants
The next key idea is Machiavelli’s advice that Lorenzo surround himself with able minded assistants. “The first impression one forms of a ruler’s intelligence is based on an examination of the men he keeps around him.” (Milner, pg. 116) The abilities of an assistant are a direct reflection on the prince. “When they are capable and loyal, he can always be thought wise because he recognizes them as capable and keeps them loyal. When they are otherwise, it always gives a bad impression, since the first mistake he makes, he makes in this choice.” (Milner, pg. 116)
Machiavelli stresses the importance of a ruler surrounding himself with men who are strong enough to have their own opinions and ideas. “There is no other defense against flattery than letting men know that they do not offend you by telling you the truth.” (Milner, pg. 117) It is very apparent that it would be better to have an assistant who will tell the prince that he is unclothed, than to let the ruler go before his court naked and shamed.
Machiavelli then says that it is the prince’s responsibility to cultivate this type of relationship, which would be beneficial for all parties involved. “He should comport himself with each of these advisers in such a way that each knows that the more freely he speaks the more readily he will be accepted.” (Milner, pg. 118) The benefits to this type of relationship are obvious. The prince would receive counsel from trusted and respected men, which reiterates learning from the experiences of others, while his assistants are made to feel that their opinions mattered and were respected.
According to Machiavelli, as part of this union, it is the prince’s responsibility to make the valuable assistant, or anyone who works for the benefit of the kingdom, feel appreciated. “A prince should also demonstrate that he admires the virtues of other people, encouraging men with ability and honouring those who excel in a particular field. For a prince should prepare rewards for….anyone who thinks of any way to make his city or state greater. In addition, at the appropriate time of the year, he should entertain the people with celebrations and performances.” (Milner, pg. 115)

What does Machiavellian Arts Management Look Like? Part 2

2008-05-08T08:19:00.000-07:00

Prepare for War, Even in Times of Peace
Next, Machiavelli addresses what he considers to be the most important aspect of leading a country. “A prince, therefore should have no concern, no thought, or pursue any other art besides the art of war, its organization and instruction. This is the only art that those who command are expected to master.” (Milner, pg. 86)
The major benefits of preparing for war, as presented by Machiavelli, are physical and mental strength. Physical strength for endurance, and mental strength for strategy development. He starts by addressing the physical aspect. “He should never, therefore, cease to think about the occupation of being a soldier, and should exercise more vigorously in times of peace than in times of war. This he can do in two ways, physically and mentally. As far as physical exercise is concerned, in addition to keeping his army well organized and trained, he should always be hunting. This will help him both to accustom his body to discomfort and to learn something of the lie of the land, so that he knows where the mountains rise up, where the valleys narrow down and how the plains extend, and observes the characteristics of the rivers and marshes.” (Milner, pg. 87)
Machiavelli then addresses the mental benefits. “This knowledge is useful in two ways. Firstly, he becomes familiar with his own country and better understands how to defend it. Secondly, through his knowledge and experience of those areas, he can more easily understand every other area that it might be necessary for him to spy out. For the hills, the valleys, the plains, the rivers, and the marshes of Tuscany, for example, have a certain similarity to those of other regions, so that from a knowledge of how the land lies in one region, he can easily come to understand another. The prince who lacks this skill, lacks the first attribute that a commander must possess, since it teaches him how to locate the enemy, where to strike camp, how to lead armies, plan battles and besiege towns to his advantage.” (Milner, pg. 87)
Machiavelli also compares a prince’s ability to stay prepared for war to that of a farmer or a town of people who are faced with drastic weather conditions. The time to prepare for such conditions is not when water is beating at your front door. The time to prepare is during the peaceful season when resources are plentiful and can be safely stored to use in the future. Dry, preserved wood can be used to build a barricade to keep most flood waters at bay, or to construct stilts for a home to sit upon. In Machiavelli’s mind, it is inevitable that a prince, a state, or a nation will face difficulties or uncertainty at some point.

What does Machiavellian Arts Management Look Like?

2008-05-02T00:20:00.000-07:00

What does Machiavellian Arts Management Look Like?
The Prince was addressed to Italy’s new ruler. After the young prince’s ascension to the throne, Machiavelli deemed it his personal responsibility to enlighten the prince about the skills and knowledge that would be needed to successfully keep his throne. It is no secret that several of Machiavelli’s suggestions were, and still are, considered barbaric and brutal. In the midst of these negative instructions, there can be found several positive points that can be taken and emulated by arts managers in their individual organizations. These points are as follows:
§ Learn from the examples of those who have come before you.
§ Prepare for war, even in times of peace.
§ Maintain adequate assistants.
§ Be aware of alliances.
I will now elaborate on each of these points, individually, and later show how they relate to arts managers.

Learn From the Example of Those Who Have Ruled Before You
Having knowledge of the prevalent electoral process, and possibly Lorenzo’s lack of leadership skills, Machiavelli starts out by advising him to closely watch the footsteps of rulers who came before him in order to see who was a success and who was an utter failure. “Given that men always follow the paths set down by others and proceed in their actions by imitation, a prudent man should always follow in the footsteps of great men. He should imitate those who have been outstanding despite the fact that he will be unable to follow their paths exactly or aspire to their personal ability. Even if his personal ability fails to match theirs, at least it will benefit through comparison.” (Milner, pg. 53)
Machiavelli concedes that following the example of someone else would not guarantee that Lorenzo would be as successful as that ruler had been. However, Machiavelli does suggest that Lorenzo would be seen in a positive light as being a capable ruler and strategist because he took his plans from a successful leader. Machiavelli also says that the fact that Lorenzo may not be as successful as any of the people who he was trying to emulate should not stop him from having high hopes. “He should follow the example of the prudent archers who, when the target they want to hit seems too far away, bear in mind their bows capability and set their aim considerably higher than the intended target, with the intention, not of shooting above it, but of reaching it with the help of high trajectory.” (Milner, pg. 53) As the old saying goes, “If you shoot for the stars and miss, at least you will land on the moon”.
Machiavelli later implies that by learning the successes and failures of former rulers, Lorenzo would be able to sift through their tactics for war and leadership, extract successful actions, while leaving their failed ideas, and combine them with his own tactics in order to become a formidable leader. “As regards the training of the mind, the prince should read histories, and observe the actions of outstanding men contained in them, noting how they acted in times of war, examining the reasons for their victories and defeats in order to be able to imitate the former and avoid the latter. Above all, he should do what certain outstanding men did in the past, in taking someone who has been praised and glorified before them as a model for imitation, always keeping their actions and deeds close at hand.” (Milner, pg. 88)
Machiavelli implies that a new ruler will be held in high esteem, if for no other reason than that he was familiar with the abilities and accomplishments of those who came before him. Lorenzo would be considered wise, studious, and formidable if he paid respect to other people who conquered the land before him. In Machiavelli’s estimation, a ruler’s public image was of the utmost importance, especially that of Lorenzo’s, “for the actions of a new prince are under far more scrutiny than those of a hereditary one.” (Milner, pg. 119) As I previously stated, Lorenzo was likely placed in his position of power as a political favor. Therefore, he probably had much more to prove as a leader.

Why Do We Need Machiavellian Arts Management

2007-09-23T22:54:00.000-07:00

Why do we need Machiavellian Arts Management?

Artists and arts managers must be able to demonstrate to a consumer that what they offer is just as emotionally exciting and mentally stimulating as a sporting event or concert, as well as being affordable when compared monetarily. Events such as baseball and football games, places such as parks and movie theaters, and people such as rap super stars and country music artists vie for the attention and incomes of consumers. I believe that the management style that will most prepare arts managers for this competition can be found in the philosophy of Niccolo Machiavelli.

A writer once said, “As a whole, the strategies of Machiavelli are even more applicable to the world of business than to the present day world of politics.” I believe that Machiavelli’s thoughts can be adopted by arts leaders to design and implement strategies that will level the playing field with competitors and make the arts a viable option for consumers.

The plans of managers for their organizations must be directed first, and foremost, by information that is based on well-researched data, or other available criteria, instead of basing their decisions on traditionally held feelings for the arts. Arts managers who lead their organizations as if they would any other business, managing in the ‘is’ and not the ‘ought’, will be better able to position their organizations as valid choices for consumers’ attention, time, and money.

Machiavellian Arts Management can be summed up in one sentence containing four principles. If an arts manager is willing to make use of proven business techniques, hire and retain appropriate staff, ensure that partnerships and/or collaborations are mutually beneficial, and mentally prepare for future emergencies, then he will find success for his organization.

Former New Jersey Governor Thomas H. Kearn said, “Art is indeed an absolute necessity, an essential part of life.” Unfortunately, a large number of people with purchasing power, as well as those with the ability to distribute funds to arts organizations, have not held to this idea. Gov. Kearn went on to say, “The arts have been hard hit by shrinking audiences and rising debt. Cuts in government funding have become severe, and many sources of funding--especially government agencies and private foundations--have been earmarking grants for specific programs so that less is available for general operating budgets. Corporate, foundation, and business support is often provided on the condition that the arts organizations become leaner, more business oriented, and supportive of the donor’s marketing objectives. At the same time, arts organizations face a constant upward spiral of operating costs.”

Arts managers are faced with the task of making and keeping their organizations viable in a culture that is sometimes hostile, short sighted, and fickle. Past “transgressions”, such as the infamous Mapplethorpe exhibit, the “Piss Christ” and the controversial Brooklyn Museum “Sensations” exhibit, have left a lasting grudge against the arts in the minds of many critics and funding agencies. Due to events such as these, artists and arts organizations have been considered irresponsible, arrogant, and opportunistic elitists who waste money and time on pornographic material that passes as art. It would bode the arts community well to shed these misconceptions and show that they are financially and creatively responsible. This can be done through the adoption of certain key principles from Machiavelli’s philosophy.

Where Do We Get Machiavellian Arts Management?

2007-09-14T16:59:00.000-07:00

Where do we get Machiavellian Arts Management?

As you read this, you may question the need for, or usefulness of, understanding Machiavelli’s management philosophy as presented in The Prince. Does Machiavelli’s philosophy really apply to arts management in the 21st Century? Can his theories, as presented to Prince Giuliano in 16th Century Italy, be applied to established arts organizations in America? Can an organization with entrenched board members really find advice in Machiavelli’s writings? Can a fledgling dance troupe that may not have enough funds for the remainder of its season find benefit from reading and applying
Machiavelli? I believe that the answer is yes.

The Prince applies to all of these situations because of one common trait held by all of these organizations, as well as all organizations in general. That common trait is transition. It is inevitable that all arts organizations, regardless of age, size, or location, will experience a time of change. That change can take several forms.

According to Carter McNamara, all organizations have at least four stages of life:
Birth- when an organization is conceived through the efforts of a person or group, the function and form not being fully developed;
Youth- when an organization has been in existence for a small amount of time, a direction has been established and efforts are geared towards reaching set goals;
Midlife- when an organization has been in existence for some time, gaining momentum and clientele;
Maturity- when an organization has reached its original goal(s), and has begun to set new ones.

The connection between the life cycles of most organizations and Machiavellian Arts Management is that the advice given in The Prince by Machiavelli was built on the experience of watching transition occur. Transition that occurred in the political culture of Italy, and transition in the life of Machiavelli.
Fifteenth Century Renaissance Italy was the volatile setting for the conception of The Prince. Composed mainly of city-states, Italy was being divided internally by warring families, empires, and religious leaders. These cities vacillated between being republics that were friendly to its countrymen and tyrannies ruled by power hungry monarchs.

During these transitions of power, Machiavelli became the target of political retribution. Machiavelli wrote The Prince, after being exiled to his family farm. He was sent there after being tortured by the Medici family and subsequently forbidden from holding any public office. During this exile, Machiavelli never faltered in his love for his country or his desire to help her regain her former splendor and freedom. He continued to conceive ideas and plans for doing this. He ultimately decided to write to the new prince, in order to advise him on how to return Italy to her former glory.

Artists and arts managers face a similar landscape of transition. Sales and funding sources have shrunk while overhead costs have increased at a steady pace. Public opinion about the arts may be improving, but its contribution to public school education and curriculum has diminished, if not disappeared. Artists and arts organizations have to change how they position their time honored crafts to the masses. Machiavellian Arts Management provides arts managers and their organizations with techniques to survive the present climate of transition.

What is Machiavellian Arts Management

2007-09-07T01:39:00.000-07:00

What is Machiavellian Arts Management?

Niccolo Machiavelli was an Italian statesman who made his mark in history by writing books and plays that dealt with political and social philosophy. Many of his writings were geared towards instructing kings and princes on how to operate in hostile environments and rule their kingdoms effectively. Through various books, such as The Prince and The Art of War, Machiavelli introduced and advocated forms of management and leadership that were, and still are, controversial, self-centered, seemingly divisive, and manipulative.

Historically, the name Machiavelli has come to stand for a negative style of leadership and behavior. Webster’s Unabridged Dictionary defines Machiavellian as, “being or acting in accordance with the principles of government analyzed in Machiavelli’s The Prince, in which political expediency is placed above morality, and the use of craft and deceit to maintain the authority and carry out the policies of a ruler is described.”

As other definitions show, as well as in his own personal writings, Machiavelli told his readers how to gain and retain political power by any means necessary. In spite of this flawed moral leaning, I advocate that the arts world adopt some of the core philosophical principles of Machiavelli’s leadership philosophy. I believe that certain portions of Machiavelli’s thought can be positively adopted by the arts community today, in order to make us more competitive and relevant when compared to other organizations and businesses. Artists and arts leaders can find these principles timeless in their application.

I believe that it is not feasible for artists and arts managers to lead their careers and organizations in virtual vacuums. We must begin to manage our careers and organizations in the ‘is’ and not the ‘ought’. Machiavelli wrote, “But since my intention is to write something useful for the understanding reader, it seems to me more beneficial to go behind to the effectual truth of the matter, rather than focusing on the imagining of it. For many writers have depicted their own republics and principalities which have never been seen or known actually to exist. And since the distance between how one lives and how one should live is so great, he who discards what he does for what he should do, usually learns how to ruin rather than maintain himself.”

In light of this, what I am suggesting is that artists and arts managers effectively manage their careers and organizations in the reality of “what is” actually experienced on a daily basis, instead of directing their actions based upon ideas and techniques that are geared towards “what ought to be”. The task of the arts manager is to avoid the downfall of his career or the destruction of his organization and to be committed to strengthening his organization in order for it to continue the presentation of its artistic craft.

Arts managers must manage their troupes, artistic companies, and other agencies based on the realities that surround any business in the 21st Century. The arts are just one option out of many that consumers may choose from to gain enlightenment, education, or escape from the pressures of life. Arts managers and artists will benefit from adopting an educated and competitive style of organizational and career management that strives to attain a higher level of quality, productivity, and value. This is Machiavellian Arts Management.

Introduction to the blog

2007-09-07T01:31:00.000-07:00

This blog exists to discuss the ideas espoused in the book that I have written titled Machiavellian Arts Management: Timeless Advice for 21st Century Arts Managers. My hope is to post a regular column here for discussion and interaction with other arts managers, artists, and people who appreciate the arts and what they mean to our society. The book Machiavellian Arts Management is available for purchase at my website www.booksbycarter.com. It is available for $15 as a paperback book, or $7 as an ebook. Any purchases made through the website are secure, and through Paypal. The book is also available at Amazon.com. I am currently negotiating a distribution deal with a to be named distributor, in order to gain a larger audience of booksellers and purchasers. Thanks for visiting, reading, and responding.

Without further delay, welcome to Machiavellian Arts Management.

Terrell