Entrepreneurship And The Arts

Michael Kaiser, Chairman of the DeVos Institute of Arts Management, shares the meaning of entrepreneurship and the arts, and the university's commitment to fearless ideas.

As many of my consulting clients seek to move in new directions, I am increasingly involved in helping arts organizations select their leaders. This has forced me to consider what characteristics are essential for a strong arts leader. I am consistently drawn back to the realization that the best arts managers are, at heart, entrepreneurs. They have a strong sense of direction and clear plans, but they are able to adapt the implementation of their plans to the opportunities that present themselves. They are ever-watchful of possibilities to create exciting programming, events and announcements and to engage their institutional families in that excitement. These managers run the most dynamic, visible and fun arts organizations with which to engage. Not surprisingly, these organizations also have the happiest and most engaged donors and board members.

But can one learn to be an entrepreneur? Is this a God-given talent or can one develop these skills? The answer is probably: a little bit of both. Some people can innately appreciate the potential of a new opportunity and seize it. But most people would benefit from practicing their entrepreneurship skills and developing confidence in their ability to take advantage of each situation as it arises. Over time, entrepreneurship can become a habit, a way of doing business.

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