Power of Inclusion – Winston-Salem Symphony: De-Siloing through Open Dialogue

E. Merritt Vale, President and CEO of the Winston-Salem Symphony (“the Symphony”), often brings together staff from various departments and throws open hot topics: are things we have done for a long time still worthy? Are there other things we could invest in more productively? “I don’t stand on ceremony,” she says. “The best ideas can come from anyplace in the organization. We have a lot of respect here for that fact and we have no shortage of good ideas.” At the same time, she does not like surprises. “If there’s an elephant in the room, let’s address it up front.”

She credits this culture of open dialogue in part to the Symphony’s past participation in the League’s The Catalyst Fund Incubator. “It created an opportunity to bring different members of the team and other institutional constituents into a process. We learned how cathartic it can be to ask the hard questions and talk about sensitive topics. We’re now more willing and equipped to have that kind of conversation.” Another result is that deliberate efforts are made to ensure all constituents have the same level of access and respect, no matter their identity or background. “Our differences are valuable,” Vale stresses. “A broader cross-section of experience and opinion gives us a better chance of getting it right and of enhancing our relevance to the diverse community we serve. It always starts with earning and building trust. This requires time and sustained commitment.”

Vale is also committed to fostering her staff’s professional advancement. “Everyone is entitled to professional development,” she says. “Mission-centric work is a demanding lifestyle. As non-profits, it is important that we invest in our teams to supplement compensation limitations.” She feels that “the pandemic did us a favor in terms of expanding access to free and inexpensive professional development on all kinds of topics, much of it online.” She cites webinars from the League, as well as from law firms and other professional groups like accounting firms and financial advisors. This reduces barriers of time and cost, and circumvents the vulnerability of professional development to cuts in travel budgets. In addition, staff gather at least once per month on a topic of learning or strategic dialogue, for instance about advocacy, or about how everyone can contribute to revenue generation. These gatherings occasionally also include board members.

At least four times per year, staff gather over lunch just to enjoy each other, and to receive thanks for all they do. The Symphony used to have a “staff member of the year” recognizing special achievements, but now Vale feels that since so much of what they do is team oriented, this is less productive. She adds “while we are quick to provide well-deserved individual recognition, our team embraces the notion that what we accomplish together is often more gratifying.”

Photo: Winston-Salem Symphony staff in full collaborative mode. “The best ideas can come from anyplace in the organization,” says President and CEO E. Merritt Vale. Photo courtesy of the Winston-Salem Symphony.