We’ve launched a podcast!

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We’ve launched a podcast!

Culture Now is a community of mid-career museum professionals who want to challenge established thinking and provide platforms for discussion and debate on the major museum issues of the day.

The podcast is full of shared experiences and questions and is for anyone who feels ’emerged’ in their career but not quite ready for that Director of the British Museum job just yet.

First Episode – What is a mid-career museum professional anyway?

In this first episode co-hosts Sarah and Simon explore what it actually means to be a mid-career museum professional and share what they believe are some of the main issues which go with that badge.

You can download the podcast through spotify, or you can simply click the link below to listen:

LISTEN NOW: Culture Now – What is a mid-career museum professional anyway? By Sarah Hartshorne and Simon Brown.

Get involved:

We’d love to hear your thoughts. Do you agree with the episode? Do you have experiences you’d like to share? Please share these via email at or DM us on twitter @_CultureNow

In the next episode we’ll be discussing some of the issues we face in our mid-career. Keep your eyes peeled and let us know what you think!



Rebecca Morris-Buck b&w

Rebecca Morris-Buck, Alumni Relations Co-ordinator at Nottingham Trent University, describes her motivations for moving to a new career outside of the museums sector.

‘Recovering museum professional’ is how I describe myself on my Twitter bio, six months since I actually worked in a museum. Working in a museum isn’t just a job, it’s more definitive than that, somehow. It makes it hard to let go.

I never imagined I’d need to let go. My museum career began front of house, in costume. I moved into education delivery, then education project management, then volunteer coordination and community participation. A career trajectory of nearly a decade in which I discovered that my motivation was engaging people. At a heritage conference I heard John Orna-Ornstein say he believed that museums are more about people than things, and he seemed to speak to my soul. In an ideal world, I’d have remained in FOH where engagement is real and every day. But we all have bills to pay.

I took my passion with me from FOH – I wanted to invite people in, connect with them, give them the space to connect with each other. I love history and heritage with all of my heart and I’ve long been an evangelist for the power of heritage sites and museums to move people, to tell stories, to provoke reflection. I wanted so badly for that to be the essence of my work life, forever.

But those bills still needed paying. And something else had happened too. I was tired. I found myself describing the sector as ‘abusive’ – strong language I didn’t use lightly as a survivor of domestic abuse. I felt as though my passion was being exploited, that what I loved also kept me trapped. My income came from HLF – in the form of fixed term contracts. In the end, I was working in two entirely different museums, in two quite different roles, in two part time, fixed term, jobs with demands I’d have struggled to fit into a full time week, some weeks. I loved the museums and the projects. But I was so very tired.

And tiredness wore away the passion. At that point I began to see the faults with the sector I loved. Primary amongst them was the tendency towards navel-gazing. In my roles, we talked about engagement, participation and diversity a lot. But we were mostly talking amongst ourselves. Once, I was on a panel discussion about audience diversification when a question was asked related to the museum workforce being mostly female. We then spent the rest of the session fixated on this, rather than the audiences we were meant to be discussing. It’s a conversation that needs to be had, for sure, but audiences are the lifeblood of museums and how to engage them, to me, needed to be higher on the agenda than discussing our own profession – again. In heritage, I felt, I was increasingly stuck in a bubble full of good intentions.

I was also entering mid-career without an MA and with no available time or financial cushion to study for one. So many conversations with new museum contacts would include ‘where did you do your MA?’ that it was difficult not to feel like it impeded my career progress. Part-time, fixed contract project jobs also offer less CPD opportunities, with organisations less committed to staff who will be leaving, taking any support towards an AMA or similar off the table.

In the end, I was too tired and too poor. My passion was eroded to nothing. So I took my transferable skills, and my network, and got a job in alumni relations in a university. All jobs have their frustrations, but I am carrying less weight, I am less tired.

I’ve stopped looking for jobs in museums now, stepped outside of the bubble. And I feel relieved. I miss heritage and I’m still a believer in its power. Outside of my day job, I’m a freelance writer, and I hope to stay connected with museums by crafting the words they need to tell their stories, when they need an extra wordsmith. But I don’t think I’ll work in the sector directly again. Sometimes you have to know when to let go.

If I do return, I will do it in full knowledge of what I am taking on and that taking a side-step, a break, is not the end of the world. My museum jobs were not good for me, mentally or physically. The transferable skills they gave me opened up other doors. And walking through those doors was the best thing I could have done.

Museum friends: you don’t have to be heroes. Sometimes, we have to admit defeat. We all know of the people who work 12 hours a day for virtually no money and volunteer at another museum on the side because they’re so dedicated to heritage. But, honestly, there are other roles you can be happy in, when you need to take a break. Perhaps you’ll return, refreshed. Perhaps you won’t and life will lead you in another direction. But don’t feel trapped. Don’t only look at museum jobs.

You won’t lose your museum friends. You can join in on Museum Hour on Twitter, you can attend heritage events, you can join your local Heritage Forum, you can stay part of the conversation – taking a break doesn’t cut you off. Don’t let your passion burn out, don’t be worn away to nothing.

Curate and conserve your own life as if you’re an object in your museum’s collection. You deserve that level of care.

Looking Back to Look Forward: Breaking down the barriers to diversification


Alex Bird, Museum Development Officer: Workforce and Skills for Museum Development North West, reflects on the impact of internships on the sector.

The first job I applied for after finishing my GCSE’s many moons ago was an entry-level one, and I still remember the response: “You do not have the necessary experience for the role.” I was absolutely gutted. My brother worked there at the time and he loved it, but after speaking to those recruiting it became obvious that at the time, to get an entry-level job in a museum, you had to have a number of years of volunteering experience. Because I was unable to do unpaid work at the time, I was initially put off applying for museum jobs, but being the stubborn person I am I didn’t let this stop me and eventually got the necessary (paid) experience to get ahead.

Almost 20 years later and little has changed. Across the sector people are expected have some form of unpaid experience in museums prior to starting a career, and many entry-level back-of-house roles require applicants to have a masters. But how are these requirements impacting on the diversity of the sector? In my opinion, these requirements are restricting the diversification of the workforce. It’s very likely that many young people are put off pursuing their dream career in museums, as they simply don’t have the means to undertake unpaid work. The perceived need for an MA can also be off putting, as once again many people are not financially able to do an MA in order to get the qualifications deemed necessary. Yes, specialist skills and expertise will always be needed, but is an MA really essential for an entry-level back-of-house role? At a time when job opportunities are few and far between, and with massive competition for all types of roles, we need to look beyond the norm and embrace more diverse skills and recognise that benefits that skills from outside the sector can bring to museums.
Going back to when I was a teenager, it was suggested I get some experience by undertaking an unpaid internship. Internships can be wonderful experiences. I recognised this immediately and although I was desperate to work in museums, this was not an option for me, as is the case for many people. Being aware of this when the opportunity arose to take on paid interns at Museum Development North West, we jumped at the chance to get involved and were hugely grateful for the funding via the Creative Employment Programme. The funding allowed us to take on two young men that had studied non-heritage courses (film-making and journalism), and allowed us to benefit from their diverse skills in a variety of ways. This subsequently led us to develop a region-wide, university placement programme for students from non-heritage courses to gain experience working in the sector. The programme also allows the participating museums to benefit from the diverse skills the students bring and it’s our attempt at bringing some diversification to the workforce.
I was recently interviewed for the Museums Journal about unpaid internships, their impact on the sector and those who undertake them. I ranted for quite a long time about how these opportunities are unrealistic for many people. I actually found the experience quite cathartic, but felt sorry for the journalist on the other end of the phone who had to make sense of my ramblings. Since that call I have been thinking a lot about the sector, the diversity of its workforce and the future, and came to the realisation that we need to start with our learning programmes. We need to inspire people at an early age the same way I was inspired all those years ago. We need to engage with schools and colleges and showcase the sector as a viable career option. We need to move away from the need to have volunteering experience to get an entry-level role, and recognise the importance of other, non-museum skills. We need to be a sector in which all types of people, no matter where they’re from, are able to thrive and share the wonderful histories museums have to offer.

Flexing Your Talent

Liz by the beach

Liz Johnson, Consultancy Manager for the National Trust reflects on flexible working practices in museums, and explores how we can move current policy into meaningful practice.

I believe in the mutual value of flexible working for the employee and the employer. Flexible working is for anyone, and is defined as a working pattern which suits the needs of the employee. You can find out more about it at

In November 2017 I chaired a session on flexible working in the museum and heritage sector at the MA conference. It all went very well, good discussions and engagement and so forth. But the funny thing was that there had been a session on it the year before too and not much had changed in the time between.  So a group of us decided to see what we could do. How could we make flexible working the norm in museums?

I’ve changed jobs in the last year. I’ve gone from working in a policy organisation (Arts Council England) to a practical, operational and charitable organisation (National Trust). There are many parallels for me – no longer thinking one step removed from the delivery of art and culture, but getting stuck right in to doing it. Or stop talking, start doing. I wrote another blog about what it was like to change jobs and try to have a flexible working life.

So why this blog and why now?  Part of our campaign, Flexing Your Talent #flexingtalent is about sharing stories of practical examples with people, about encouraging people to talk about the benefits of flexible working and asking for input: what would help make this a reality?  It’s national Flexible Working Week 26 March- 1 April 2018 so you’ll see me and others on Twitter talking about it.

Flexible working matters to me on a number of levels. It matters personally because it helps me keep different parts if my life in balance: family life, work life, my house renovations, I could go on… I’m learning, painfully slowly, that keeping those things in balance is really important for my mental and physical health. And when all of those things are in place, I’m able to deliver my best in all of those different contexts.

It matters to me as a principle of equality, of fairness. I’m lucky to be able to use my talents in a varied and interesting role which suits my training, experience and skills. I can only do that because I work for an organization that supports flexible working and I had the confidence to broker it when I got this new job. But how many organisations are not open to flexible working? How many talented people feel restricted in their choices of where to work?

And it matters to me because I think museums are missing out on great talent- which would be good for them, good for our audiences and good for business.  Half of my team members have flexible working arrangements and our levels of creativity are greater because they can work with us.

The Mendoza Review of Museums (Nov 2017) states that ‘There are two pressing issues regarding workforce: the need to diversify in order to help attract more diverse audiences, and the need for excellent leaders with the right skills to guide museums… Diversifying the museums workforce is important both in terms of creating equality of opportunity and also in making museums more relevant to their community and to modern society in general. A diverse workforce helps attract larger and more diverse audiences by generating more creative and inclusive programming.’ [page 57-58]

Looking back, there are many ways to address this, and there have been many ways by which organisations, sector bodies, programmes and schemes have tried to affect change – but this change has been slow.  Now is the time to think of other ways that can work alongside traineeships, volunteering, and other targeted programmes to support people coming into the sector, remaining in the sector and also progressing within the sector.

Looking forward and focussing on flexible working, making it more of a reality for the sector rather than an aspiration, moving it away from a policy and into practice, can make a significant difference to representation in all aspects of our sector and the lives of our workforce.  We’re starting this #Flexingtalent campaign by having conversations, providing space to share experiences, opportunities to develop skills, and learn from others.

If you’re interested get in touch @lizmuseums


Culture Now Meet Up – East Midlands


Come along and flex your networking muscles at the first of several informal Culture Now meet ups.

Our mission at Culture Now is to give a voice to early and mid-career museum professionals and to encourage networking across the board. To achieve this, we’ll be working collaboratively with various people and organisations to host informal networking meetings across the country.

For our first, we’re partnering with Jodie Henshaw and the Museums Association Tweet Up at Melton Carnegie Museum on the 14th March.

When: 14th March – 6pm till 9pm

Where: Melton Carnegie Museum, then onto the Ann of Cleves Pub

Meet at Melton Carnegie Museum at 6pm for a tour and insights from the wonderful Zara Matthews, Market Town Museums Manager. She’ll be talking about the incredible work the museum has been undertaking over the last 12 months and some of the challenges it has overcome through the ACE Resilience funded ‘Market Town Museums’ Network’.

After that we’ll be heading to the Ann of Cleves pub (a 10 min walk away, and very close to the train station). Here we can chat about the great things we’ve seen in Melton, and put the world of early to mid-career museum professionals to rights. The pub does great food, and we’ve got a table booked from 8pm.

If you’re driving we’d recommend parking at the pub. For more details on getting there and where to park, and to learn more about MA Tweet Ups click here.

Everyone is welcome, if you’d like to come along just turn up or feel free to drop us an email.

From doer to thinker – Enablers Assemble!


Sarah Hartshorne, Museum Development Programme Officer for the East Midlands reflects on the challenges of transitioning into mid-career.

When entering mid management one of the hardest balances is to shift gears between grafter and enabler. Often when starting on the career ladder you’re keen to showcase your abilities through high quality and high volume work. It’s what singles you out in a world saturated by temporary and project based contracts and an overqualified workforce.

Becoming a regional Museum Development Officer (MDO) was a real step change for me. Previously I’d managed several departments in a bustling historic property and was constantly working at the operational front line. (I was the lucky person whose phone rang when the bats had got in at 10pm, just as I was pouring a glass of red wine on a Saturday).  Now as an MDO I hold a strategic position and I’m primarily a facilitator for museums, and an enabler of people and projects. Which I should point out, I absolutely love. However if the museum front desk is the coal face, then I’m now several steps removed and I’ve found the transition an unexpected challenge.

On a practical level it’s hard to flick the switch in your head from proactive problem solver, to strategic thinker who often delegates. Delegation is a skill that we don’t value as much as we should in the sector. To delegate effectively and genuinely is a challenging thing. It takes trust in yourself and your team, as well as generosity. This also needs to be balanced with remaining in touch with what it’s actually like on the front line, something which I’m trying consciously to remember the further away from my operational experience I get.

I’m extremely lucky to have a very supportive manager who has allowed me to address this through lots of continued professional development, a position I know not everyone shares. There isn’t a current training course on my radar which focuses specifically on how to move to mid management which is where I intend to spend a good chunk of my career – if you know of any I’d love to hear from you. I’ve looked in a variety of places for support. Particularly helpful to me was the AIM Enablers programmes which looked at strategic delivery and its wider issues at length. Furthermore I’ve become a trustee and also continued to volunteer in an operational capacity, all of which I’ve found helped give me my ‘doing’ fix.  I’ve also collected a group of peers along the way that I can call on for support outside of the work setting; you’ll know them as the brilliant Culture Now team.

I wanted to use this blog to share some of the lessons I’ve learnt whilst making this transition. The most important one is to take time. This may sound a simple lesson but it’s been one of the hardest to really embed into my practice. In the past to have an ‘office-day’ was a laughable pipe dream, and now it’s where I spend at least 2 days a week. In reality this means don’t feel you have to respond to emails on the same day, prioritise effectively. When asked to take on a challenging task, ensure you build in thinking time as well as preparation for strategic meetings. Delegate wherever appropriate, and really mean it when you do. Also ask and give feedback with generosity to your team and peers, challenge and professional oxygen can sometimes be exactly what you need.

So if you’re finding transitioning to the middle of the career pyramid a challenge, don’t worry you are not alone! For me it took deeper self-awareness and a commitment to continued professional development. I’d urge anyone reading this to really think about their own development and how it helps to foster these softer and non-museum focused skills. I still haven’t cracked it completely, but I’m looking forward to growing in my role and hopefully continuing to improve along the way, as that’s the one thing I really can’t delegate.

Culture Now – An Introduction

Culture Now is a new national network founded with the purpose of supporting mid-career heritage professionals who wish to challenge established thinking and make a change.

Launching in November 2017 with activities at the Museums Association and hosting #MuseumsHour, Culture Now’s ambition is to create a national network which supports those new to the sector through to mid-level professionals. It is a platform to exchange ideas and develop strong professional connections across the country, whether remotely or in person.

Founded by heritage professionals that recognise the limited opportunities to influence change and comment on the issues that affect us all, Culture Now with funding from Museum Development in the North West and East Midlands want to work collaboratively across the cultural sector to provide a platform to represent, articulate and promote the views and ideas of early to mid-level professionals while supporting and sharing professional development and networking.

Culture Now is looking to grow its professional network and to hear the ideas of people that would like to be involved with the group. If you are interested, participate with us at the Festival of Change, follow us on Twitter @_CultureNow, visit and subscribe to our blog or email

Notes to editors

  • Culture Now is made up of a group of professionals from across the UK’s museum and heritage sector
  • Attached photos are Culture Now logos
  • Further information about the network can be found at
  • Funding is provided by Museum Development North West and Museum Development East MidlandsCulture Now media contacts
  • For more information please contact the Culture Now team at

Can I Emerge Now?


Simon Brown, Curator of Collections at Newstead Abbey, reflects on how his career has reached the point at which he now finds himself.

After three years of university, eight years of taking whatever opportunities I can grab, and innumerable short term, part-time contracts, I have this year been appointed to my first permanent position as a museum curator. It’s a wonderful, exciting, challenging job.

At the same time, I have been thinking about just how difficult it is to establish yourself in this sector. A recent Museum Hour on the subject of emerging professionals made fascinating and often depressing reading. People are applying for dozens of jobs a week all over the country, or are volunteering while working full time in the hope of a break. Even that holy grail of a first job is never permanent or full time.

An emerging museum professionals group has just been established for the East Midlands, and last month held their first meeting in Nottingham. It was inspiring, as it always is, to spend time with such an enthusiastic, capable group of people, all full of ideas for how we can better serve the public.

I didn’t attend the meeting in the belief that I could count myself among them, only to lend support and to offer encouragement.

These experiences have thrown stark light on just how hard I have had to work to get to the position I am now in. There was a period in my life when I had three casual museum jobs, each for two days a week. I volunteered with a curator for an afternoon a week. I played in a band, playing three nights a week. I even managed to see my wife occasionally. I loved all of it, but it left very little room for anything else, and I was earning very little.

This is not a sob story and I wouldn’t swap any of it. I worked on the documentation of hugely significant, designated collections. I worked front of house in several bustling, brilliant museums, learning how the public use them and how we can make them better. I dressed as a Siberian bear for a fashion show at a gallery opening. Everything about working in museums is absolutely brilliant.

What I now know is that having done this huge amount of work over several years, it is only now that I can view myself as no longer emerging, but emerged.

But emerging is not the same as arriving. And the challenges don’t go away, they just bend to a different situation. And in order to meet these challenges, I believe more than ever that we all have a responsibility to our colleagues, both above us and below us in the payscales. We have a responsibility to support each other, help each other learn, and to make our museums better. That is the next challenge, and it is a privilege to take it on.


Looking Beyond the Crossroads


Alex Bird, Sector Development Officer – Museum Development North West urges us to look beyond the crossroads and identify how Culture Now can help the sector navigate this changing landscape. 

It feels like the sector is at a crossroads for a number of reasons. The funding cuts over the last few years have been brutal and pushed many people to leave museums to pursue roles in different sectors causing the much publicised outcry about the loss of expertise. There also seems to be a changing of the guard with the appointment of Maria Balshaw as Director of Tate and Tristram Hunt at the V&A being the most talked about of the last few years.

The loss of expertise within the sector is worrying many people as the concept of the “lifer” is something that many people don’t necessarily have the opportunity to be in this day. With an increasing amount of fixed-term and zero-hours contracts the loss of expertise is inevitable but what can we do to retain people within museums?

CPD is the key to a successful workforce and workforce retention. A well-trained and well-networked workforce more than likely equals innovative practice, job satisfaction and above all happiness.

Arts Council England have recognised the changing landscape and have called for more multi-skilled people in their Character Matters: Attitudes, behaviours and skills in the UK museums workforce saying museum work is increasingly becoming multi- skilled with more emphasis on business skills allied to individual specialisms. Although not mentioned explicitly in the museum literature, this perspective resembles the ‘T’-shape model of skills; a popular concept used in other sectors.”

The loss of expert “lifers” means that the sector is changing and it has to replace the out-going skills with other skills now needed more than ever. With the reduction of specialist curatorial roles people are having to enter the sector via different routes and with different skills; skills such as project management, strategic planning, partnership brokering and networking are now a necessity to ensure the sector is buoyant, innovative and resilient. Yes the collections skills and expertise are still needed. It will always be needed within the sector but the “T-shaped” individuals mentioned above are now a crucial element of the workforce.

Not all people have the required skills though and CPD opportunities now go beyond the more traditional museum skills and support the development of those now required, yet I’ve spoken to many people who have participated in a vast number of CPD initiatives and haven’t been able to practice their new found skills in the workplace. We recognise that there are barriers facing people implementing new skills and we’re keen to hear from the network so that we can support the sector to change how its workforce is developed and how the skills are embedded in the workplace.

What barriers are you facing and how have you tackled them? How should the sector change in order to retain its workforce? What aspect of museum CPD needs to be challenged?

This is what Culture Now is about. It’s about sharing ideas, networking and giving a voice to those not leading organisations by questioning established thinking and influencing change. All feedback will be confidential but will be used as evidence to encourage change.

To get in touch please visit the contact page on the website and share your thoughts.

A change is as good as a break?


Katie Ann Smith, Senior Youth Education Manager and previously Heritage Engagement Manager at the Royal National Lifeboat Institution speaks about the challenges of creating a diverse career in the sector.

Years of studying, volunteering and an infectious passion for what I do has landed me slap bang in the midst of a career cross roads. There is so much talk about diversity, appreciating diversity in gender, ethnicity, sexuality to names a few but we also need to talk about employment diversity. Taking an opportunity to do a little side step myself, this year I took the plunge and ventured into the world of education. It’s been a fantastic opportunity to gain a different perspective, understand what it is I love doing and devote some well needed time to focus on me.

However, whilst I’m sure this will benefit me in the long run there is a real risk of getting trapped in a more secure sector and little support (unless you make it yourself) for staying relevant and up to date with the sector. Which leads me to ask the question: should we not be encouraging diversity by providing support mechanisms for professionals to change their focus, even if it’s on a temporary basis?

It’s pretty much been a full time job for me to stay relevant and engaged with the sector, taking time off for meetings, covering conference costs (which I am no longer eligible for funding for as I’m out of the sector) and finding the resources needed to fully commit to developing my ambitions whilst still being amazingly kick ass at my day job. I can see how easy it would be to take the ‘easy’ route, and drift away from the sector, utilising my skills, enthusiasm and experience as a part time hobby at best, with casual museum visits and going for the odd drink with my museum pals (whilst hiding my envy behind my glass of red wine).

Taking this side step has equipped me with so many new skills, an understanding of a different sector, a new team and networks, broader partnership work, engagement with younger audiences (previously I’ve always been more involved in the collections and curatorial elements of museums) and the headspace for me to understand what exactly it is I miss about working in a museum. This last point has probably been the most revelatory for me over the past 6 months, and really what has given me the energy to pursue my career in the museum sector.

The reason I’m writing this is because if we are truly committed to diversity then I believe it is important we encourage our staff and teams to understand new perspectives, to take those secondments, try something different and work outside our sector, not just recruit people into our organisations with no museum or heritage experience from these sectors.

By letting our teams experience a life beyond the arts, we will be making ourselves more relevant, gain new experience and open doors for the sector to work in different areas. Organisations should be mapping out other sectors and see where we could gain useful expertise? 12 months working in health and wellbeing for the NHS? Youth services? Or how about the financial sector? Museums should not be operating in isolation and we will learn much more from speaking to people in the room next door to us than we ever will by continuing to talk to ourselves.

As leaders, we need to support our colleagues to take on new challenges and welcome them back into the museum and heritage sector with open arms, brimming with new ideas and enthusiasm for what we do, having had a chance to make a change, take a break and think differently. We should not be isolating them as they take what is a very daunting and isolating leap of faith into a brave new world and make it increasingly difficult for them to remain ‘relevant’ to our work.

I’m yet to make my move back into the sector, but the one thing I do know, is that I’ll be an even better leader, manager and collaborator for this experience.