August 26, 2025 / News & Blog
The role of a leader in today’s nonprofit and museum landscape has never been more complex—or more vital. As political polarization deepens, funding streams fluctuate, and communities wrestle with cultural and economic shifts, leaders of children’s museums and similar institutions are being called upon to navigate uncharted waters.
In a recent conversation on the ACM podcast Empowering Young Minds, Dr. Dan Julius—renowned expert in labor relations, leadership, and nonprofit governance—shed light on the challenges facing cultural institutions and the qualities leaders must cultivate to steer them toward resilience. His insights cut to the heart of what it means to lead with clarity, purpose, and adaptability in turbulent times.
Museums, particularly children’s museums, are not insulated from the seismic forces shaping today’s nonprofit sector. Financial sustainability remains the most urgent concern. Shrinking federal and state support, declining grants, and a shifting donor landscape have left many institutions scrambling for stability.
But the financial squeeze is only the beginning. Post-pandemic realities mean fewer volunteers, lower employee engagement, and rising costs for essentials such as transportation—impacting everything from school field trips to staffing. The cumulative effect is a leadership environment defined by scarcity and complexity.
And yet, as Julius emphasizes, these challenges must be seen in context. The impact of political climates, regional differences, and community demographics varies widely. A museum in a rural red state faces different headwinds than one in a large urban blue state. Still, the underlying message is clear: adaptability is not optional.
If the external pressures are daunting, the internal demands on leaders are equally formidable. Julius outlines a near “walk-on-water” list of competencies required for effective leadership today:
The truth, of course, is that no single leader embodies all of these traits. As Julius points out, the challenge is knowing where one falls short—and having the humility to build a team that fills in the gaps. Self-assessment, mentorship, and a willingness to learn from best practices become essential tools.
One of the most practical insights Julius offers is around delegation. Too often, museum leaders feel they must sit at every table, weigh in on every decision, and personally hold the threads of every project. This “all-things-to-all-people” approach not only fuels burnout but also undermines organizational growth.
Effective leaders, Julius argues, know what can be delegated and what must remain under their direct oversight. They avoid handing off politically sensitive or ethically precarious tasks but trust capable staff to take ownership of well-defined responsibilities. This approach not only lightens the leader’s load but also fosters staff development and organizational resilience.
Related to this is the question of “mission creep.” In a financially unstable environment, nonprofits sometimes feel compelled to shift their mission in pursuit of funding. Julius warns against this. While diversification of programming—birthday parties, afterschool programs, memberships, corporate sponsorships—is a smart strategy, abandoning core values in search of dollars leads to what he calls “the road to perdition.” The challenge is finding innovative revenue streams without compromising the heart of the mission.
Among Julius’s most hopeful notes is his emphasis on partnerships. From local healthcare systems to fire and police departments, from corporate sponsors to educational institutions, children’s museums have countless opportunities to forge alliances that benefit both sides. These relationships not only strengthen financial footing but also reinforce the museum’s role as a community cornerstone.
Expanding programming to reach beyond the traditional preschool demographic is another strategy. Engaging older children, teens, and even intergenerational audiences can deepen the museum’s relevance and broaden its base of support. Similarly, mobile exhibits and outreach initiatives can connect with underserved communities, ensuring equity and access while building goodwill.
If there is one theme that resonates across today’s leadership landscape, it is burnout. Julius cites data showing nearly 95% of leaders express concern about CEO burnout, and half report concern about staff exhaustion. For mission-driven professionals—people who care deeply about children, education, and community—this is a particularly acute risk.
The solutions, Julius argues, must come from multiple levels. Boards should institutionalize practices such as professional development, sabbaticals, and wellness initiatives. Leaders must learn to set boundaries, delegate effectively, and invest in cross-training so that institutional knowledge doesn’t rest on one person’s shoulders. And organizations must offer career pathways to retain and energize younger staff.
Ultimately, addressing burnout is not simply about individual self-care—it’s about building cultures of sustainability, empathy, and psychological safety.
Perhaps one of the more surprising threads in the conversation is Julius’s perspective on unionization. With decades of experience in labor relations, he challenges leaders to see collective bargaining not as a threat but as a potential framework for clarity and long-range planning.
While unions bring their own challenges, including standardized policies that may reduce flexibility, they also establish clear channels for conflict resolution and delineate organizational roles. Leaders, he suggests, must avoid taking unionization personally and instead approach it as another structured process to navigate.
This perspective reframes unionization from an adversarial process to one that, if managed constructively, can benefit both staff and institutions.
Beyond the immediate challenges, Julius also underscores the importance of succession planning. Identifying critical roles, developing internal talent, documenting institutional knowledge, and engaging boards in planning for leadership transitions are all essential steps. A strong succession plan, he argues, isn’t just for CEOs—it should extend to multiple mission-critical positions.
Equally powerful is his reminder of gratitude. Leaders, staff, and boards alike often operate in environments where criticism is plentiful and appreciation is scarce. A culture of gratitude—expressed strategically and sincerely—boosts morale, strengthens engagement, and fosters retention. Non-monetary gestures, from public recognition to symbolic rewards, can be just as impactful as financial incentives.
For those just stepping into leadership roles, Julius offers a set of grounding principles:
It is this combination of strength and humility that defines effective leadership in turbulent times.
Despite the daunting challenges, Julius ends on a note of optimism. His encounters with children’s museum leaders—particularly at the ACM InterActivity conference—left him inspired by their passion, commitment, and creativity. For all the pressures facing cultural institutions, the dedication of their people remains a wellspring of hope.
Museums, after all, are about more than exhibits. They are about children, families, communities, and the future. They are about belonging, imagination, and possibility. And as long as leaders hold fast to these values while adapting to the realities of the moment, there is every reason to believe these institutions will not only survive but thrive.
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This blog only scratches the surface of Dr. Julius’s insights. To hear the full discussion—including practical strategies, candid reflections, and thought-provoking ideas—we invite you to listen to the complete podcast episode:
👉 Listen to the ACM Podcast with Dr. Dan Julius here
Empowering Young Minds, the Association of Children’s Museum Podcast is available on all major listening platforms, including: Apple Podcasts, Spotify, Amazon Music and now YouTube!
