Reposted from ASIS

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Reposted from AAM

The new edition of TrendsWatch is available first to AAM members as the January/February 2025 issue of Museum magazine. Become a member today for immediate access to the digital edition, before the report is freely available later this spring. Can’t wait? Preview the new issue and read one free article.

For those of you who are new to AAM’s forecasting report: each edition of TrendsWatch examines a few important issues that are shaping the future of society, museums, and the communities they serve.  Because our focus is on trends (forces of change that will play out for years) rather than fads (transient cultural blips) the articles in the report form part of longer arcs of conversations via blog posts, webinars, and sessions at the AAM Annual Meeting and the Future of Museums Summit. Sometimes the report sparks larger initiatives, convenings, and reports (for example, our deep dives into museums and the future of K-12 education, healthy aging, and most recently repatriation, restitution, and reparations).

Often TrendsWatch enriches AAM’s existing coverage of standards and best practices with a futures-oriented exploration of key issues. For example, AAM has rich resources on recruiting and managing volunteers, including blog posts, articles, and a best-selling toolkit. This year TrendsWatch explores how shifts in demographics, culture, and values around volunteerism may affect museums and museum practice in the coming decade.

Because the issues covered in TrendsWatch are of enduring importance, the TrendsWatch library is a valuable resource for museums and museum people. Each edition includes concise briefs on key issues, explores the implications for society and for museums, and suggests how museums might respond. (At the end of this post, I’ve included a recap of some issues of continued importance addressed in previous editions of the report.)

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Reposted from Tim Richardson

The Storm That Didn’t Hit and the Wake-Up Call That Did

I prepared for a snowstorm like my life depended on it - generator, gas, water, and a plan. Then I realized something uncomfortable: I’ve never prepared my business the same way. This post is about that wake-up call and three tips to consider in the face of business challenges.

We made countless trips to the grocery store to stock up on supplies. I searched BJ’s, Rural King, and Harbor Freight – then made three separate trips and countless phone calls to Home Depot – before finally finding a generator. Extra batteries were purchased. Large containers were filled with water. The first-aid kit was located. We made sure all the laundry was done, the house was sealed up tight, the water was left dripping, and the snow shovel was found and placed on standby. Phones were fully charged. Cars were filled with gas, and extra fuel containers were topped off. We checked in with our neighbors to make sure they were okay. I even read preparedness articles on AAA’s website. Everything was checked and rechecked – and then checked again. I thought about where we could go if we had to leave our home. We were ready. And then it hit me. I’m pretty sure I put more time into preparing for this storm than I ever have preparing for a business emergency. In fact, I know I did. I’m also certain I wasn’t the only one preparing for last week’s storm – one that ultimately spared my adopted home of East Tennessee. That realization made me think about other “storms” that blindsided me: COVID, the financial crisis of 2007–2008, and 9/11. Each was devastating – personally and professionally – and I was ill-prepared for all three. This week reminded me of the importance of having a game plan for all situations. If I can dedicate this much time and attention to preparing for anticipated power outages and temporary inconveniences, I owe it to myself – and my business – to invest the same energy in preparing for cyclical downturns, unexpected disruptions, and true crises. Here are three of the important considerations worth exploring with your team/organization:

1. Liquidity and Financial Runway Just like extra fuel and backup power at home, businesses need financial reserves. Access to cash, diversified revenue streams, and a clear understanding of fixed vs. variable expenses can mean the difference between weathering a disruption and being forced into reactive decisions.

2. Operational Redundancy and Flexibility What happens if a key person, system, or supplier suddenly becomes unavailable? Cross-trained teams, documented processes, backup vendors, and flexible operating models allow businesses to keep moving – even when conditions aren’t ideal.

3. Leadership Mindset and Decision Readiness Plans matter, but mindset matters more. Leaders who pause, assess, and make thoughtful decisions under pressure create stability for their teams. Scenario planning, clear communication, and the willingness to slow down before reacting are critical when uncertainty hits.

Because storms don’t just come from the weather. And the ones we don’t plan for tend to do the most damage.

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Reposted from Tim Richardson

If Only I Had One More Day…

Those are words my wife and I say often when something meaningful is about to happen. It might be when all six of our kids are coming home for Christmas, the day before we leave for vacation, or the afternoon before we’re hosting multiple guests for dinner.
I can’t remember a time in recent memory when one of us didn’t say it in situations like these -and probably many others as well.
No matter how much we plan, we can’t seem to get everything done before big events.
The same feeling shows up during special vacations, while spending time with close friends we haven’t seen in years, or when a perfect weather day appears just before the forecast takes a turn.

Just one more day…

This feeling shows up in my business life too.
I wish I had one more day – before a big speech.
I wish I had one more day – before leaving for my annual five-day National Speakers Association convention.
I wish I had one more day – before a major proposal is due for a client.
Recently, I’ve known several friends who lost loved ones. While they didn’t say it out loud, I’m certain they felt the weight of the “one more day” mantra.
Of course, all the wishing in the world won’t make another day appear.
We know when the kids are coming home; it’s on the calendar.
Our summer vacation in July doesn’t sneak up on us.
My speeches are scheduled well in advance, and the conference dates are already locked in for 2026.
So what if – when we schedule the big day – we take a page from Stephen Covey’s The 7 Habits of Highly Effective People and begin with the end in mind? What is the desired outcome? What needs to happen to ensure the event, speech, conference, or vacation goes smoothly? What preparations can be made far in advance to reduce stress – or eliminate it entirely? What’s the backup plan if something unexpected happens right before the event? And what if we applied that same intentionality to how we live? What if we consistently communicated love and gratitude to our friends and family? What if we apologized quickly when our words hurt someone? What if we lived each day with a sense of wonder – choosing gratitude, kindness, and presence with everyone around us?

Because maybe the real lesson isn’t wishing for one more day. Maybe it’s learning to live this day as if it matters – so we don’t feel the need to ask for another one.

To ponder:
What would change if you lived today like it was already scheduled to matter? 

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Reposted from CISA/DHS

The IT SCC is hosting a small and medium-sized business webinar on Wednesday, February 11th at 1:00 p.m. EST and opening this event to all sectors. This event will be a panel discussion targeted towards framework and compliance education for SMBs regarding CPGs, CMMC, CSF, and other government requirements as well as how to prioritize by time, requirements, resources, and risks of not implementing.

IT SCC Webinar: Cybersecurity Considerations for Small and Medium-Sized Businesses

Details

Date/Time: Wednesday, February 11^th 1:00p.m. EST

Managing a business is more than managing an information technology department, but the threat of a cyberattack is both real and increasing. This webinar is intended for business leaders who recognize the risks posed by cybercriminals targeting small and medium enterprises, often exploiting outdated defenses or limited resources. The repercussions of a security breach can be severe, including operational disruptions, financial losses, and reputational damage.

But the positive news is that effective cybersecurity measures are attainable!

Join us for this IT SCC webinar, where cybersecurity experts from across the IT Sector will demystify complexities and offer a strategic approach to enhancing your organization’s security posture. Attendees will gain knowledge to transition from vulnerability to vigilance by improving their understanding of security frameworks and emerging threat trends. The session will feature a panel discussion with distinguished industry and government leaders.

Participants are encouraged to engage through questions. Please utilize the Q&A section to submit inquiries as they arise or select the "raise hand" feature to be unmuted and ask your question directly.

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From longtime IFCPP Advisor and past instructor, Erroll Southers…

I’m delighted to announce a new book, my memoirs, Inside the Castle Walls. As a youngster speaking with my father after being profiled by the police, he advised, “You can’t change the castle from outside the moat.” What followed was a life of public service and a conviction to lead change from inside the castle walls. I poured my heart into sharing this story because of the wonderful people and exciting adventures I enjoyed at every stage of my career, albeit some of them classified and dangerous, and I can’t wait for you to experience them.

Arnold Schwarzenegger opens the book with a powerful and personal foreword, and the early praise has been humbling. Legendary attorney Connie Rice called it, “A riveting ride behind the hunts for terrorists, spies and criminals, with a man holding extraordinary devotion to duty, Constitutional loyalty and unmovable moral conviction.”

I would be grateful if you bought the book (audiobook available soon), attend a live book event, post about the book on your social media and/or amplify this announcement.

Preorder at: https://insidethecastlewalls.com/
Book available: March 2026
Thank you for being part of my journey. Your support means the world!

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Reposted from NSCC

Consensus Building for Preservation Buy-in
By Helen Alten

Consensus building (also called collaborative problem solving or collaboration) is essentially mediation of a conflict that involves many parties. Usually, the conflict also involves multiple, complex issues. In museums, the conflict is not usually as obvious or contentious. Consensus building still works to help bring everyone in line for a solution that all can support. Consensus building is usually carried out by a mediator or a facilitator. As with a mediator of two-party disputes, the mediator of a consensus building effort moves through a series of steps. These include 1) participant identification and recruitment; 2) design of the process to be used (often involving the participants in this phase); 3) problem definition and analysis; 4) identification and evaluation of alternative solutions; 5) decision-making; 6) finalization and approval of the settlement; and 7) implementation.

Benefits

Several benefits result from properly employing consensus-building processes to address preservation problems. Probably the most important benefit of collaboration is that it increases the quality of solutions developed by your museum. No one person has all the answers. Team solutions are based on a comprehensive analysis of the problem. Each person has a different perspective and therefore many more angles are considered than if a few experts or a select few people developed the solution on their own. This variety of perspectives leads to innovative solutions. In addition, the capacity of the group to respond to the problem is increased as stakeholders apply a range of resources to solving it. Bringing in all interested stakeholders also minimizes the chance of impasse or deadlock. Consensus building guarantees that all parties' interests will be protected. This is possible because participants make final decisions themselves. Each person has a chance to make sure their interests are represented in the agreement and are a part of signing off on the agreement. As a result, stakeholders have ownership of the outcome of consensus-building processes. Other benefits of consensus building include the fact that people most familiar with the problem at hand will be able to participate in solving it. This is often better than having a representative, who is removed from the problem, work on solving it. The ability to participate in the problem-solving process enhances acceptance of the solution and willingness to implement it. The participatory process may also help strengthen the relationships between stakeholders that used to be adversaries. Consensus building can save money. Lastly, the stakeholder group can develop mechanisms for dealing with related problems in the future.

________________

Collection Protection - Are you Prepared?

Does your museum have an Emergency Operation (Disaster) Plan? This course will get you started making a plan for your museum.

Disaster planning is overwhelming. Where do you start? Talk to Amanda about how to get going. Use the checklist to determine your level of preparedness. What do you already have in place? Are you somewhat prepared? What can you do next? Help clarify your current state of readiness and develop future steps to improve it.

Join Amanda Benson for MS002 Collection Protection - Are you Prepared? 

Date: March 9, 2026 - to learn more and begin writing your Emergency Operation Plan.

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Reposted from CISA/DHS

Thank you very much for attending last week’s webinar, which addressed active assailant security. Below are several resources/tools passed along from Dan, which should cover the very astute questions asked during the Q&A portion of the webinar. As mentioned, we will be providing another iteration of Dan’s presentation in late February. We hope you all will attend!

Overarching Active Assailant Security Topics & Resources:
Active Shooter Preparedness:
Conflict Prevention:
Hostile Vehicle Mitigation (aka Vehicle Ramming Mitigation):

Security Planning:  
Additional Active Assailant / Conflict Prevention / Security Planning Resources
Employee Vigilance Through the “Power of Hello”:
Security Planning Workbook:
Security Self-Assessment Tool (not just for Houses of Worship):
Emergency Action Planning Template (and instructional guide):
Venue Guide for Security Enhancements:
Mass Gathering Security Planning Tool:

Training

Active Shooter Preparedness Webinars:
Conflict Prevention Webinar Series – Schedule & Registration Info:
Independent study course on FEMA’s Emergency Management Institute – “Active Shooter: What You Can Do”

Stay Connected
POC:  Dan Avondoglio, Daniel.Avondoglio@cisa.dhs.gov

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Reposted from ASIS

The 17th Edition of the New York Official Cybersecurity Summit is the must-attend event for CISOs and senior leaders looking to strengthen resilience, reduce risk, and align security with business goals. Join top executives, innovators, and experts for a full day of actionable insights, cutting-edge solutions, and high-impact networking. Experience interactive panels, exclusive solution showcases, and strategic discussions that go beyond theory to deliver real-world results, all complemented by a catered breakfast, networking lunch, and closing cocktail reception.

Admission to the Cybersecurity Summit is reserved exclusively for active cybersecurity, IT, and information security practitioners responsible for safeguarding their enterprises against cyber threats and managing cybersecurity solutions. All registrations are subject to review.

Register Today!

Free Registration Use Code: CSS26-ASISNY

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Reposted from Tim Richardson

The Most Underrated Driver of Organizational Success

What if the fastest way to increase productivity, reduce costs, and show your people you care isn’t another strategy - but more sleep? Read this blog post to find why we should sleep more and how to help others sleep too. What if I told you there’s one simple factor that can lower costs in your organization, increase employee efficiency and productivity, and demonstrates – in the most meaningful way – that you genuinely care about your team? Most leaders would point to technology investments, new software, strategic restructuring, learning and development, or KPIs (Key Performance Indicators) they track obsessively every week. But there’s something far more fundamental that we consistently ignore:

Sleep.

Yes – sleep. We tell our teams we value them as people. We care about what they do outside of work. We want them to be healthier, more skilled, more creative but we rarely give a thought to the one thing that literally makes all of that possible: the rest they get at night. That has to change.

If you’re a regular reader of my writing, you know that last week I shared my “Word of the Year” for 2026: simplicity –  One morning recently I woke with a flood of thoughts about everything I had to do that day, it hit me – I have been wrestling with sleep challenges for as long as I can remember. And this year, I’m committed to solving them – not by piling on more hacks – but by eliminating the non-essential tasks that steal my rest. Today, our culture celebrates busy as if it’s a badge of honor even when it steals our sleep. Yet sleep is chronically lacking in today’s workforce. According to a global sleep survey reported in Forbes Magazine of more than 30,000 people nearly 30% struggle to stay asleep several nights a week and more than 70% of employed adults have called in sick because of poor sleep. After a bad night’s rest, about one-third of employees report difficulty concentrating the following day.

In economic terms, the toll of insufficient sleep on businesses and economies is staggering. The Sleep Research Society  estimates that sleep deprivation costs U.S. companies as much as $1,200–$3,100 per employee per year in reduced performance and productivity, while overall sleep-related lost productivity tops $136 billion annually. Think about that: a 1,000-person company could be losing millions every year before you factor in turnover, healthcare costs, safety risks, burnout, and employee disengagement. When employees are sleep-deprived, companies don’t just lose energy and focus – they lose their competitive edge.

Until recently, I had never heard a business owner explicitly talk about sleep as a strategic business issue. Instead, we celebrate hustle culture like early mornings, late nights, and grinding through fatigue as if it’s obligatory. We treat sleep like a luxury when, in fact, it’s a hard business metric. But science and economics now make it clear: sleep is not a personal perk – it’s a business imperative. We can no longer classify sleep as a personal matter that ends at the bedroom door. As leaders, we must recognize that what happens outside work, including what happens at night directly impacts organizational performance, culture, and profitability. Sleep isn’t optional. It’s foundational. Consider the following:

1. Redefine “High Performance” in Your Culture

Stop praising long hours, late-night emails, and “grinding through fatigue”. Publicly reinforce that rested employees perform better. Encourage leaders to model healthy boundaries (logging off, protecting sleep).

2. Establish Clear After-Hours Communication Norms

Set clear expectations for email, Slack, and text messages after hours. Use delayed send features for non-urgent messages. Clarify what truly constitutes an “emergency”.

3. Educate Leaders on Sleep as a Business Metric

Train leaders on the cognitive, emotional, and economic cost of sleep deprivation. Include sleep in conversations about safety, productivity, and burnout. Introduce sleep literacy through workshops, lunch-and-learns, or leadership retreats.

The data is clear. The cost of inaction is immense. Sleep isn’t just a personal health issue – it’s a business issue that affects your bottom line, your culture, and your future.

Don’t wait until fatigue erodes your organization’s performance. Make sleep a leadership priority today.

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