Ideally, the Artistic and Executive Directors of an arts organization value the unique contributions each makes to the enterprise, come to agreement on all important matters affecting the organization and present a unified front to the staff, Board, press, donors and audience.  But this ideal rarely is achieved.  Artistic Directors typically, but not always, have a wealth of ideas and plans; Executive Directors frequently are scared by the financial implications of the wealth of these ideas and plans.  All too often, therefore, an unhelpful dynamic develops: the Artistic Director of an arts organization plays the role of the naughty child, asking for more than is possible, while the Executive Director plays the angry parent, always saying "no!"

 

The Executive Director is responsible for making the relationship between the two leaders function smoothly .  The Executive Director's job is to make the Artistic Director’s vision a reality. Frequently, this may take some time; rarely can any arts organization achieve everything the Artistic Director wants in a short amount of time.  The Executive Director, therefore, must take the time to create a plan that achieves all the Artistic Director desires but in a responsible time frame.  You are unlikely to find an Artistic Director who will not be patient if it is clear the Executive Director is truly trying to find a way to make the entire vision possible.