ABSTRACT
In order for Ariel to make significant and lasting changes in Beside-the-Lake Symphony Orchestra, she needed to define the issues the organization was facing. This chapter covers orchestra management from a leadership perspective with a focus on how strategy development can help an orchestra, such as Ariel's, get back on track. Although the context is leadership of symphony orchestras, the advice given is applicable to other types of arts organizations. The central focus is on how to confront existing problems as a new arts manager and what strategies one can put in place to address them. The chapter looks at issues such as marketing, diversity, and community relevance, working with staff composed of both artists and non-artists, as well as how the process of strategy development can help bring about change. But, since the chapter primarily concerns orchestra leadership, it provides definitions of key terms specific to orchestras.
