Power of Inclusion – Charlotte Symphony Orchestra: Focus on a Welcoming Culture

The core values are right there on the website. Directly after the popular lead value of “highest artistic integrity” comes: “Welcoming: We foster a culture of warmth and belonging that draws the best from our employees and creates an inclusive space for our community; where everyone is accepted, valued, and treated with empathy, dignity, and respect.”

These are not just words at the Charlotte Symphony Orchestra (CSO). The current strategic plan details how communications and transparency will help unify staff and musicians as “one CSO.” The Organizational Culture Committee (including musicians, staff, and board) holds the orchestra accountable to its goals. A subcommittee, the Employee Engagement Group, plans social events and recruits employees to volunteer with community partner organizations to foster shared experiences and friendships.

Maribeth Baker is the CSO’s Human Resources Counselor. She says it is important to have multiple channels for receiving input and feedback: some employees may be comfortable speaking up in a town hall setting, others less so. The CSO’s Innovation Hub is an internal online platform that invites new ideas of all kinds. Submissions can be anonymous or credited, and the Innovation Committee commits to considering every idea submitted. One Innovation Hub outcome: CSO now participates in the local Pride Parade.

Another channel for input is a periodic employee roundtable, led by Baker, notably with no leadership present, encouraging frank discussion. One request heard there was for more transparency around budgeting. As a result, the VP for Finance presented financial reports and took questions at an all-staff meeting.

Professional development is another aspect of caring for staff. CSO has a budget to support training and provides access to LinkedIn Learning to all managers. Baker suggests in particular that they explore courses on inclusion and belonging, which might come in the form of 20 micro-lessons. The leadership team sometimes watches LinkedIn Learning videos as part of their meetings.

Baker feels that showing care for musicians can be more challenging than for staff because they are in a separate workspace and on a different schedule. Office Manager Amy Hine makes a point of bringing snacks and small gifts to musicians at rehearsals, and leaving notes in mailboxes. “The musicians are touched,” Baker says. “Even though we don’t share space every day, we’re intentional about making sure they feel part of the team. They’ve told us they feel noticed—and that means a lot.” The CSO’s weekly internal newsletter recognizes both staff and musicians with get-to-know-them features, revealing hobbies and interests. “We care enough to ask, and to share,” says Baker. “It’s a lot of little things.”

She credits Music Director Kwamé Ryan as “a phenomenal listener and communicator.” He focuses on musicians individually, and he shows up. Ryan attended a training Baker provided the orchestra (at their request) on unconscious bias, and afterward, he acknowledged the ideas he took away to implement. Ryan also participates in the Innovation Committee meetings and is enthusiastic about hearing new ideas from musicians and staff alike, which has recently resulted in a performance called “Beethoven x Beyonce.”

“It’s important that we demonstrate our core values from the very beginning,” Baker says. A “buddy system” pairs up new staffers with veterans from different departments, to answer questions and help them find their way. Baker believes these efforts are especially helpful to new hires, ensuring they feel welcomed and supported from the start—particularly those whose backgrounds or experiences might be underrepresented—without singling them out for special treatment.

Photo: Charlotte Symphony Orchestra staff and musicians enjoy an impromptu lunch together outside after a season “welcome” event. Photo courtesy of the Charlotte Symphony Orchestra.