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Courageous Change: What This Moment Demands of Cultural Institutions and Their Leaders
- Shelli Herman
- 5 days ago
- 6 min read
Children's museums, science centers, and cultural institutions have earned their place among the most trusted spaces in our communities. They are also facing pressures that are testing even the strongest among them: declining attendance, tightening budgets, and audiences with expectations at an all-time high.
I wrote this piece in conversation with three leaders at the forefront of this work: Christofer Nelson, CEO of the Association of Science and Technology Centers; Mat Sinclair, CEO of Kiewit Luminarium; and Linda Tsai, the newly appointed President and CEO of the Children's Discovery Museum San Jose. The question at the center of every conversation was the same: How do institutions honor what has made them valuable while adapting to a world that's changing faster than ever? As an executive search firm that finds leaders for these organizations, we've learned that how an institution answers that question often hinges on a single, consequential decision: who guides them through it.
Understanding the Issues
Three changes are reshaping the landscape simultaneously, and their combined impact is more disruptive than any one alone. The first is a declining audience: many of these institutions were founded during eras of steady or accelerating population growth. That is no longer the case. Populations are aging, birth rates are declining, and the communities these institutions were designed to serve are shrinking. Another challenge is the gap between affinity and action. Even among families who love their local museum, goodwill alone isn't enough to increase visits. Additionally, there's a common tension in children's museums and science centers: what excites a seven-year-old and what parents value in that experience often differ, and both are evolving as technology changes how we connect with the world. The last challenge is financial. The economic model that has supported these institutions for decades is strained. Few museums can cover operating costs solely through admission revenue. These institutions have long supplemented admissions with a robust mix of earned revenue, donor contributions, and government funding. Currently, alternative funding sources are becoming increasingly tenuous: government support is shrinking, and philanthropic priorities are shifting, creating uncertainty about contributions amid rising operational expenses. Minor modifications will not be enough to close this financial gap in a landscape that has fundamentally changed. As Linda Tsai noted, “One overriding thought for me recently is that the search for an effective fundraising model is more elusive than ever. We put a lot of effort into identifying what works for an organization in its community, but it isn’t a predictor of success for another. We must define and own our own way.”
These dynamics are testing assumptions that have guided these institutions for decades. They are also creating a clear opportunity. Organizations willing to rethink their audiences, experiences, and funding are finding new ways to deepen their impact.
The Board's Role
Board leaders approach our firm during pivotal transition periods; there is always both excitement and fear. We've found that successful organizations begin by accurately diagnosing the core issue, not just its symptoms, early in the process. Many cultural institutions haven't updated their conversations to match current realities. While leaders recognize that the old model is under strain, there's little clarity about what should replace it, resulting in lost time. Organizations often proceed without full alignment on their central challenges, leaving the ideal leader undefined. Teams tend to make minor tweaks rather than reinvent when a major change is needed. The Boards we collaborate with are composed of dedicated, capable individuals who truly care about their institutions. The real challenge isn't commitment but navigating an unprecedented level of disruption. Their usual decision-making playbook doesn't always apply. As Christofer Nelson pointed out, “Helping Boards truly understand what they need starts with a deeper understanding of the organization itself." Most Boards underinvest here because of pressure to fill seats, restore stability, and move forward quickly. However, rushing to fill positions without understanding the organization can be costly. Investing time to understand the organization is the best predictor of selecting the right leader for the current needs.
The most successful Boards frequently conduct self-assessments: Do we have the right skills and perspectives to implement the needed change? While these questions can be uncomfortable, they are always crucial.
What This Moment Demands
Institutions that serve families in their communities
For a long time, success focused on getting people through the door. While that still matters, it's no longer enough on its own. Leading innovators now ask: not "how do we attract them to us?" but "how do we engage where they already are?" At Kiewit Luminarium, Mat Sinclair exemplifies this approach through initiatives such as a new summer camp and dedicated homeschool events. "My primary goal every day is to get as many people either into our spaces or meet them in their own communities through outreach." Rethinking ongoing outreach, community partnerships, and programming that meet families where they gather is key to differentiating institutions that remain relevant from those that don't.
Leaders who continually ask questions
Ceasing to ask questions suggests you believe you already know everything, which is risky during times of rapid change. Linda Tsai embodied this mindset from her first day as CEO of the Children's Discovery Museum San Jose, dedicating much of her initial week to engaging directly with visitors on the museum floor. She would pull parents aside to understand why they visited and what they valued. Tsai explained, "Every time I ask a question, I find out something different—sometimes a gem, sometimes something just a little frightening. But we need to know both."
Mat Sinclair practices the same discipline in a different way. He maintains his OSHA 10 and forklift licenses so he can work on exhibit installations alongside his team and lead sessions with kids as often as his schedule allows. His counsel is consistent: Stay connected to the work at every level. Walk the galleries. Talk to your teams. Never let the distance between the corner office and the museum floor grow too wide.
The right leader for this moment
What I observe too often is that institutions recognize they need change yet still hire for stability. They look for someone to manage complexity when what's truly required is a leader capable of guiding through uncertainty—someone who can advance without a perfect plan and bring others along. This profile differs from what many Boards typically select, and recognizing that difference is one of the most critical decisions they make. If the Board misjudges the timing or defines the role incorrectly, they risk wasting valuable time. Once the right leader is appointed, the Board's role becomes equally vital: providing the mandate, space, and runway for the new leader to succeed while resisting the urge to revert to familiar ways. As Christofer Nelson shared, “If Boards, executives, and staff at every level aren't truly committed to change—recognizing opportunities and actively experimenting with new models—then we simply won't meet the challenge."
Why This Work Matters
Science and technology have transitioned from being peripheral to central in our daily lives, and their influence is rapidly increasing. Christofer and I find the core paradox of this era intriguing: as the world becomes more technical, the most valuable skills are increasingly human. As Christofer points out, "The skills that matter most are the ones informal learning environments have long excelled at providing: creativity, critical thinking, collaboration, teamwork, empathy, and curiosity."¹ These institutions have been cultivating these very skills long before discussions about AI became pressing.
But the issue extends beyond skills. These institutions have always served everyone, including children, older people, long-standing residents, and newcomers—and they ensure accessibility for all, regardless of background or financial situation. Strong cultural institutions foster more connected, engaged, and resilient communities. They are also consistently among the most trusted entities nationwide.² Such trust is uncommon, built over decades, and must be safeguarded.
A Final Thought
The challenges are undeniable, but so is the growing momentum in the field. Leaders are reexamining traditional beliefs, exploring innovative strategies, and advancing with purpose. The mission is more crucial than ever, and those who act now will shape the future of these institutions for the next generation.
I'm grateful to Christofer Nelson, Mat Sinclair, and Linda Tsai for their candor and hope in these conversations, and for leading change while it is still unfolding.