Harvard Business Publishing

Congratulations to Thomas P Cambell, who was this week named as the new director of New York's Metropolitan Museum of Art. Described as 'the outsider-insider' by the art world, the 46-year-old British curator beat off stiff competition from internal and external candidates, including the boss of his own department.

He will take up the post next January, when Philippe de Montebello, who has held the post for 31 years, steps down. At press conferences this week, a clearly delighted Mr Campbell described his appointment as "a dream come true."

And while he said it was too early to share his plans for the museum, he pledged to keep the museum "fresh and relevant" and made clear that he would listen to advice and "learn from the people I lead." He also acknowledged that he was inheriting "a well-run institution that is fiscally sound.''

The Met describes Mr Campbell as "a distinguished art historian and outstanding curator......as well as a solid manager and diplomat." He is also praised for his leadership qualities, his passion for art and for being well-liked by and stakeholders. From his early media interviews, he has shown himself to be smart, diplomatic, unassuming, inclusive and with a sense of humour.

So far, so good. But what are the challenges facing him in the coming months?

Personal challenges

• Managing the transition from Curator to Director The new job is quite a stretch from his previous role -- it involves producing around 30 exhibits a year, managing a staff of 2,600, a $201 million annual operating budget and a $1 billion-plus capital campaign. The big question is: does he have the experience? While he hasn't held a big management job, Mr Campbell has overseen and implemented a large project in The Antonio Ratti Textile Center, but as a largely unproven business leader, he might wish to enlist a strong commercial manager or consider some formal business training.

• Making an impact His predecessor is the longest-serving director in the Met's history and has left a huge legacy - doubling the museum's structure, adding new galleries and building its profile. As an insider, it will be more difficult for Mr Campbell to make an impact, but he needs to be more than just a safe pair of hands. He would do well to develop a new vision that is in tune with the current times and reveal more about himself and his personal passion for the Met.

• Managing perceptions In the coming months, he must be aware that everything he says and does will be noticed and analysed for clues about his leadership style, so he must be consistent and considered at all times. While already well-connected within the museum, he should nevertheless meet and listen to as many stakeholders as he can.

• High-profile social role The director's role involves a lot of high-profile socialising, so Mr Cambell needs to think about the demands on his time and energy. The Met is said to have vetted candidates' wives and families as part of the selection process, so hopefully his wife is also prepared for her huge supporting role.

Business challenges

• Uncertain economic climate This is not the best of economic times for building the Met's financial reserves and seeking sponsorship. He will need to find new donors who can pay for crucial collections and collectors who can make bequests. Many of these will come from outside the US, so he will have to be at ease with a range of cultures and styles.

• Competition in the art world Around the world, new art institutions with innovative agendas are competing for funds. Older institutions are also finding new ways to develop their brand and reach, as the Louvre has done by attaching its name to a new museum in Abu Dhabi.

• Balancing quality with commercialism Mr Campbell will be aware that he must maintain the Met's reputation for quality while ensuring its commercial success. He has in the past won kudos for mounting successful exhibitions.

• Balancing modernity with traditionalism Mr Cambell is more of a traditionalist than a modernist, but globalization has changed the world hugely in last 30 years and he needs to consider the attitudes and tastes of generations X and Y as well as the non-American world. Useful reading might include The Post-American World.
  

People challenges

• Learning from his predecessor Mr de Montebello will have a wealth of information and experience that will be vital for Mr Campbell in his new role. He will need to ensure he spends enough time with him and asks the right questions, including who are the key influencers in the Met and how the politics work.

• Managing disappointment Having been appointed ahead of two senior colleagues, he needs to ensure they remain motivated. It will be important to build relationships with them and ensure their expectations are managed effectively without undermining his own role.

• Building his team The Met is a well-oiled machine, but Mr Campbell needs to think about pulling together his core team. He may have to look deeper within the ranks of the Met or even bring in talent from outside. As he gets closer to January, he will need to sound them out on their views and involve them in the shaping of his vision.

• Maintaining a watching brief The next three months will be crucial time to watch, listen and reflect on the organisation, people and himself in order to prepare himself for the role.

What do you think? Do you have any suggestions or words of advice for Mr Campbell? Let us know your thoughts please.