Our Duty of Care - to Artists, Employees, Audiences and Ourselves with Margot Heller
Margot has led South London Gallery as Director through significant changes over the last 18 years, building its programme and international reputation, as well as expanding the gallery's physical spaces and audiences.
‘My inner voice said don't rush this, don't run before you can walk. Resist the imagined pressure that there is an expectation as a cultural institution to have major artistic outputs and instead prioritise people'
Margot spoke about the surreal nature of this moment, which is beyond anything she could have imagined. She has taken courage from the knowledge that we are not alone - all cultural institutions around the world are in the same situation. She takes courage from that. The art world is an incredible network and she feels lucky to have so many people to draw on for inspiration, ideas and encouragement. That more than anything else has guided her through this crisis so far.
In terms of what unfolded at SLG, Margot spoke of the increasing anxiety among staff amid the lack of any clarity of guidelines from the government.
Her priority was first and foremost the staff. In the early stages, before lockdown, it was feasible that office staff could have worked from home leaving front of house staff at the gallery - but at greater risk.
Margot felt that having a two tier system, such as this, was at odds with everything she values and that SLG represents. However she was also wary of being a good colleague to other organisations who might find it harder to close, who were more reliant on ticketed and other income. At the time it was a stressful decision, weighing these different considerations up, but having a supportive board and Chairman (Matthew Slotover) was invaluable.
Sorting out the programme was the next step - communicating with artists, some of who's shows had only just opened after a year of making new work . This of course was utterly devastating for them.
These first few weeks were a period of rapid decision making but throughout it all Margot has kept coming back to her values and the duty of care she has to artists, employees, audiences and to herself.
SLG continues to produce online resources for children and are staying very much in touch with senior citizens from local housing estate with calls to residents and regulars to their programme.
Some key thoughts and tips from Margot:
The binding thread of SLG is bringing people together in real time, in real life, to see art in the flesh. The current moment is at odds with everything we've built.
We have to be optimistic and believe that when this is over there will be a greater need for the real life experience of art than ever.
The global nature of this is so hard to comprehend. We are more isolated than ever but also more connected on a global scale.
We can't do everything at once - identifying priorities and in what order to tackle things in is key.
The generosity of spirit felt throughout the sector at this time has been incredibly important and provided strength.
One of my guiding principles is to be the best employer we can be and where possible to maintain a personal connection with staff.
A key part of this situation is our funders - the trusts and foundations and individuals who have shown trust in us.
Looking after ourselves, taking one step at a time is important to preserve our own sanity. If I can't run the gallery, I can't be much use to anyone else.
I stay in touch with people, dip into a bit of online exercise and make sure I always have a bunch of fresh flowers on my desk.