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Go Big or Go Home - Succeeding in the Art World

My friend Joshua Spodek was kind enough to write about his experiences building out public art exhibitions. One of the lessons he has is counterintuitive - that it can be a faster path to success to get large art projects off the ground than it is to work your way slowly through the art world. Here's Josh -

Art can be an insular field and breaking in is a common challenge, so I'd like to share it with a community that values success and victory. I hope there are insights others can use and share too.

My background is in science and entrepreneurship, but I've developed a passion for making art. I'm not content with just creating it -- like any artist I want exposure and recognition (sales aren't bad either).

The challenge is that New York's art world is notoriously xenophobic and tends to promote from within. My credentials -- a PhD in astrophysics and a company running for over a decade -- mean little to them. Even making great art only gives a foot in the door.

I have a huge challenge that my work doesn't photograph at all and video doesn't capture it that well. When galleries take an interest in my work, a version this conversation happens:

What Shape are You?

On Made of Metaphors

My post before this was a kind of therapy / Buddhism / personal growth kind of deal, but I also spend a lot of time thinking about how to run effective teams and to be a responsible, thoughtful manager of people. It is my work: I am a lead engineer at Bungie, an independent video game developer of about 300 employees (though not for long, we're growing.) There are some unique aspects to making videogames, and I'll use game development terminology here as I refer to, say, texture artists or sound designers or programmers, but when I talk to friends in different creative industries - film, industrial design, other software development - I find these themes are pretty universal.

If you're going to manage people, you're going to have a lot of conversations about employee performance. It's just bound to happen. Sometimes, like during reviews, it might seem excessive. You might wonder if's worth all the time it takes. It is. It's OK that you spend a bunch of time on this. As a manager, that is your job. It's your job to have well-formed opinions about how you evaluate people and how you work with them to help them grow. If you aren't spending time on that, then you may be succeeding as a leader, but probably not as a manager. Apples and oranges.

It is, however, important to spend this time well. During conversations about performance, everything you talk about should boil down to one thing: the value they contribute to the team. What is their value, and how can they become more valuable?

I find a lot of review conversations tend to focus on strengths, weaknesses, and specific work results. These seem like reasonable topics, and there's value there, but I also find this often leads to a review that looks like this:

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