ABSTRACT

In this chapter, the author have tracked down the author John Durel on a website devoted to a community of consultants serving museums and cultural non-profits. It makes sense that someone who worked in our world would create a more useful list than many of the "must do" lists written from a for-profit perspective. His list is: stop hogging all the work, stop managing people, stop telling employees how to do their job, stop trying to change people, stop trying to solve problems, etc. Mike Hudson is another interesting writer with a non-profit perspective. He offers an equally good list of things that shouldn’t do: fail to take decisions, talk too much in meetings, allow team members to talk too much, blame the board, etc. Most management and leadership education is about learning new things and how to do things better but sometimes the best answer is to stop doing some things.