A community of consultants helping museums and cultural nonprofits. 
Qm² Management Briefings: Executive Leadership & Staff Development
Staff Development
Qm² has developed powerful tools and concepts to help you develop a strong and effective staff, characterized by creativity, discipline and teamwork. We work with organizational leaders to design and implement systems and procedures to assess and improve staff performance.

Executive Leadership
Qm² consultants assist executive directors and other leaders as they work to improve their organizations. Our client organizations range widely in their disciplines, missions, sizes, age, but one thing their leaders have in common is a commitment to get better at what they do. They are generally successful, but they know they can do better, and are eager to learn, to seize new opportunities, and try new approaches.

Staff Development

A New Way to Think About Employees
by John Durel 

The concepts presented in this briefing offer a new way to conceive of the relationship between your organization and its employees.  Download briefing.

Effective People Management Systems
by Will Phillips 

There are a number of distinct elements to managing people in an organization well. Here is an outline of the key ones. Download briefing.

Measuring an Employee's Value to Your Organization
by John Durel 

How can you measure the value the employee brings to your organization? Download briefing.

What Employees Need and Value
by Will Phillips and John Durel 

Once you have the right people, you must keep them or it becomes a never ending recruiting and training game. Here are the basics. Download briefing.

Hiring: Finding a Good Match
by John Durel

Hiring is a process through which we try to make a good match between the requirements of the position and the talents and traits of the candidate. Plan the process carefully to increase the likelihood of a good match. Download briefing.

Executive Assistant / Office Manager
The following traits are important in an office manager or executive assistant. Use this list for hiring or for coaching an existing employee. Download briefing.

How to Help Your New Boss Succeed
by John Durel

New chief executives tend to make decisions about who will be on their leadership teams within 60 days. How can you make the team? A better question, one that will help to ensure that you are on the team, is: “How can you help your new boss succeed?” Download briefing.

You and Your Boss: What You Need from Each Other
by John Durel

This briefing is written for senior employees who report directly to the CEO. Use it to have a conversation with your boss. Bring clarity to your relationship by discussing what you need from each other. Download briefing.

Executive Leadership

Entrepreneurship in Historical Organizations
by John Durel

Published in History News, the magazine of the American Association of State and Local History, Spring 2009

It seems almost preposterous to describe historical and cultural institutions as entrepreneurial. The popular view of an entrepreneur in America can be seen any month on the cover of Inc. Magazine. Young, smart, ambitious, hard driving, probably living in California, with a bright idea or new product that will make millions. Not the kind of people one usually finds working in archives or at an historic site. Download article.

A Pivotal Year
by John Durel and Anita Nowery Durel

This will be a year ripe with challenges and opportunities, and is likely to involve fundamental changes to the way you operate. Here are six ways you can use this year to build organizational strength. This briefing has also been included in Resources for Weathering the Financial Storm on the website of the American Association of State and Local History. Download briefing.

Challenging Times

In response to the economic crisis, the Association of Children's Museums asked Anita Durel and John Durel to moderate a conference call titled Challenging Times. Eighty museum directors participated on the call. Notes from the call, and a link to the podcast, can be found here

How Leaders Bring Energy to the Organization
by John Durel and Michael Randel

A leader’s emotions affect the emotional climate of the group. Therefore, to improve productivity, a leader must lead with emotional intelligence. Download briefing.

Civic Leadership
by John Durel

Leaders of nonprofit organizations must step up to become leaders in their communities. This presentation was made by John Durel at the annual meeting of the American Association of Museums in 2008. It briefly outlines key concepts related to being both a museum director and a civic leader. Download briefing.

Telling Stories at Work
by John Durel

Stories can be used as a leadership tool. Be intentional in using a story to achieve a specific purpose, and shape the story accordingly. Download briefing.

Your Public Presence
by Anita Nowery Durel and John Durel

Authenticity is the key to a positive and powerful public presence. This briefing offers ideas for improving the way you are perceived by others. Download briefing.

Leadership Challenge: Moving from Directing to Delegating
by John Durel

If you, as the chief executive of a nonprofit organization, are not spending at least 75% of your time on external affairs, you are impeding your organization’s success. If your focus is primarily on internal capacity and operations then you are failing to perform a role that only the executive director can play. Download briefing.

The Key Ingredients of a Strong Vision
by John Durel

The leader needs to articulate a compelling vision to drive the organization forward. Here are the key ingredients of a strong vision. Download briefing.

A Golden Age for Historic Properties
By John Durel and Anita Nowery Durel

Historic properties are on the verge of a golden age. Over the next two decades Americans will turn to historic houses and sites as a source of learning, enjoyment, and fulfillment. Increasingly, people will choose to spend time in places that connect them to their past, to nature, and to beauty. They will provide financial support to help sustain the properties, so that succeeding generations will benefit from these places that they value so much. This future will occur only for the organizations that abandon the thinking of the 1980s.

This article appeared in History News (Summer 2007,) the journal of the American Associatioin of State and Local History, and Forum (Spring 2008,) the journal of the National Trust for Historic Preservation. Download article.

The JoHari Window 
A model on how we see ourselves and how others see us. Download briefing.

Innovation and Discipline
by John Durel

In great organizations leaders are both highly disciplined and entrepreneurial. Here is a way to assess the leaders in your organization. Download briefing.

Democraship: A Cooperative Decision Process 
by Will Phillips

Democraship, one approach to decision making, combines the speed of strong leadership and the commitment of a democratic consensus. Download briefing.

by Will Phillips

Delegation can be defined as the process of assigning various responsibilities to other people in an organization. The most effective form of delegation includes the assigning of sufficient authority to complete the tasks whenever possible.  Download briefing.

Collaboration -- Negotiation
by John Durel

If you are going to collaborate with other nonprofit organizations, you need to know how to negotiate. Download briefing.

Be-Know-Do: Leadership the Army Way
By Frances Hesselbein and General Eric K. Shinseki (USA Retired)
Reviewed by John Durel

What can nonprofit organizations learn from the U.S. Army? Be-Know-Do: Leadership the Army Way describes how the Army builds leaders who can carry out a mission in hostile and rapidly changing circumstances. Download review.

Click here to learn about our Roundtables for Executives.
Thanks so much for your advice and counsel as well as some very interesting context for all of this change. I think people were really energized by the broader perspective on our little place. I look forward to spending some time with the materials on your website. I am also hoping I can arrange to have some of your time to discuss strategic actions to galvanize the new "Interpretations Group" and also to talk about "choices." I feel we have been very fortunate to have had you by our side; you are one fine professional and human being. You were able to get inside this place so quickly. Amazing.                                
-Caron Smith, Deputy Director and Chief Curator, Rubin Museum of Art
Bill Gingras electric car, Baltimore
Museum of Industry Fall 2012