Leading the Way with Jill S. Robinson

Most arts organizations can tell you their revenue targets. Fewer can clearly identify the relationships that will deliver them. As financial pressure continues across the sector, many organizations focus on short-term income. But as this episode explores, revenue doesn’t happen in isolation. It’s built through strengthening audience relationships over time. This conversation introduces TRG’s core relationship framework: Tryers, Buyers, and Advocates. It explores how organizations can better understand the behaviors already inside their CRM systems and use those insights to build stronger loyalty and more sustainable revenue. The TRG team also introduces four strategic focus areas that shape the season ahead: Recency, Demand, People, and Discipline — practical ways organizations can strengthen audience engagement and improve long-term financial stability. At the center of the conversation is a simple idea: organizations that focus intentionally on relationships are better positioned to navigate uncertainty, grow loyalty, and build sustainable revenue. Key Takeaways to Put Into Action: Revenue is built through relationships: Tickets, donations, memberships and subscriptions are outcomes of audience behavior over time. Your future revenue is rooted in past behavior: The people most likely to return may already be in your database. Not all relationships need the same approach: Tryers, Buyers, and Advocates each require different strategies and levels of investment. Frequency starts with recency: The sooner audiences re-engage, the more sustainable loyalty becomes. People-based planning creates clarity: Understanding audience behavior helps organizations forecast more accurately and prioritize resources more effectively. Discipline drives results: Sustainable growth requires consistent focus, accountability, and action.

Why Adaptability, Relationships, and People Will Define the Next Era of Arts Leadership Arts leaders today are navigating constant disruption. Economic pressure, rapid technological change, and shifting audience behavior have made the environment far more complex than the one many arts organizations were originally built for. Many institutions are still operating on 20th-century funding models while facing 21st-century realities. So the question becomes: what distinguishes organizations that adapt and grow from those that struggle? This episode explores the leadership mindset behind resilient organizations. The leaders who are thriving aren’t waiting for stability to return. They use disruption as a signal to examine the cracks in their foundation (from programming and technology to staffing models and audience relationships) and they invest intentionally to strengthen those areas. The conversation highlights three core ideas: Entrepreneurial agility is no longer optional. The sector has experienced continuous change, from digital transformation to the pandemic, and leaders must keep learning, testing, and adjusting. People are the most controllable driver of sustainability. Organizations cannot control government funding or macroeconomic conditions, but they can invest in relationships with audiences, donors, and staff. Discipline turns strategy into results. The organizations emerging stronger are the ones that align teams, act on data, and consistently execute their plans. Leadership today requires more than operational management. It requires curiosity, courage, and the willingness to rethink long-standing assumptions about how arts organizations operate.

Why Experience, Access, and Perception Drive Audience Behavior When demand for performances softens or fluctuates, the pressure inside arts organizations intensifies. Leaders feel it in budgets, board conversations, staff morale, and the constant urge to “do something” to influence sales. Too often, that something is discounting, comping, or quietly pulling back on the audience experience.This episode challenges that reflex, and re-frames demand not as something organizations either “have” or “don’t,” but as something leaders can actively manage through experience, access, and perception. Demand is rarely at the extremes. Most organizations live in the middle, where leadership decisions matter most.We explore how common tactics used to “dress the house” can create long-term consequences: weaker loyalty, diluted pricing power, reduced frequency, and internal misalignment. Rather than chasing sell-outs or using price as a shortcut, this conversation invites leaders to protect the real value of the work by managing access, signaling success, and prioritizing experience so today’s decisions strengthen relationships instead of quietly working against them.Key Takeaways to Put Into Action:Demand is something to manage, not wait for: Most organizations already have demand. The question is how leadership decisions shape it over time.Experience matters most when demand feels soft: Pulling back on hospitality and energy sends powerful signals to your most loyal audiences.Access shapes perception before price does: Scale plans, seat availability, and early access influence how audiences interpret value.Comps are currency, not filler: Unmanaged complimentary tickets quietly undermine perceived demand and future behavior.Success is more than a sell-out: Protecting perception and experience builds loyalty, frequency, and long-term revenue.For more insights, past episodes, and to sign up for our newsletter, visit trgarts.com/leadingtheway Contact Info: Email letstalk@trgarts.com

Arts and cultural organizations have more data than ever before, yet many leaders still struggle to know what to measure… or how to act on it. Too often, we drown in reports, track numbers no one uses, or rely on anecdote instead of evidence. The result? Decisions shaped by habit, instinct, or overload rather than clarity. In this episode, we explore the six must-know audience and revenue metrics that truly matter. Along the way, we unpack why culture and leadership, not technology, is the real barrier to data-driven decision making, why comps don’t build future audiences, and how inflation is quietly eroding per-ticket revenue. This is a call to stop chasing every data point and instead build a culture where focused, actionable metrics drive your strategy. When organizations simplify and align around the right numbers, they can sharpen campaigns, retain more audiences, and grow sustainable revenue. Key takeaways you can act on: Stop drowning in numbers: Most sales reports don’t matter. Focus on the few metrics that actually impact outcomes. See the full picture: New, loyal, and lapsed buyers behave differently; if you’re not tracking them separately, you’re probably still guessing. Retention is everything: New audiences are vital, but they only deliver long-term value if they return. Without retention, acquisition spend is wasted. Units matter as much as money: Raising prices can make the numbers look good while audiences slip away. Headline revenue isn’t the same as real success.Measure what matters: Conversion and response rates aren’t glamorous, but without them you’ll never know if campaigns are really working.Smart spending fuels growth: It costs money to win and keep audiences. Treat it as investment; cut it, and you put your future at risk.

Right People. Right Message. Right Time. Every Time.We explore why so many arts campaigns feel fragmented, and how smarter segmentation can fix it. From overlapping messages to audience fatigue, misaligned marketing and development teams are often the root of the problem. But when arts leaders take ownership of segmentation as a strategic discipline, campaigns become clearer, more effective, and easier to manage across departments.We unpack the real cost of siloed planning, the difference between data and action, and the shift required to move from seasonal pushes to sustained patron cultivation. With practical examples and sector-specific insight, this episode is a call to rethink how campaigns are planned, how audiences are segmented, and who’s really responsible for making it all work.Key takeaways you can act on:Why segmentation is a leadership discipline; not just a data taskHow shared segmentation creates clarity and avoids duplicated asksThe key patron segments every arts organization should define and useHow collaboration between marketing and development teams strengthens campaign timing and messagingWhat smarter campaign planning looks like when driven by patron behaviorSimple first steps to improve segmentation and align your teamsFor more insights, past episodes, and to sign up for our newsletter, visit trgarts.com/leadingtheway Contact Info: Email letstalk@trgarts.com

In this episode of Leading the Way, Jill S. Robinson talks with Seth Godin about strategic leadership in the arts. Together, they explore how cultural leaders can bridge immediate operational demands with long-term vision, embracing adaptability, empathy, and purpose to create meaningful, audience-centered institutions that thrive beyond today's challenges. Drawing on insights from Seth’s lates book This Is Strategy: Make Better Plans the conversation touches on the urgent need for leaders to step out of reactive cycles and into proactive, strategic modes of thinking. They discuss how to define success beyond sellouts, build deeper audience loyalty, and lead with intention; not just passion. For more insights, past episodes, and to sign up for our newsletter, visit trgarts.com/leadingtheway Contact Info: Email letstalk@trgarts.com

In this bonus episode of "Leading the Way" with Jill S. Robinson speaks with Marna Seltzer and Dasha Koltunyuk from Princeton University Concerts. Explore how they're reshaping the classical music landscape through groundbreaking initiatives designed to connect deeply with audiences in a post-pandemic world. From the serene blend of music with meditation to the powerful Healing with Music series, discover how they're pioneering new pathways to engage, inspire, and heal. This episode isn't just about music; it's about community, innovation, and the relentless pursuit of relevance in a rapidly changing world. Learn about their strategies for audience growth, the embrace of social media to capture unique concert experiences, and the vision for the future of classical music. With insights on building trust and community, adapting to digital advancements, and maintaining core values, this conversation is a beacon for anyone looking to make a lasting impact in the arts. For additional resources and to sign up for the podcast newsletter, we invite you to visit our website at leadingthewaypodcast.com. Key Topics & Chapter Markers: Podcast Introduction [00:00:01.930]: Introduction to the podcast, guests Marna Seltzer and Dasha Koltunyuk, and their work at Princeton University Concerts. Adapting to Change [00:01:35.670]: How Princeton University Concerts is evolving with new approaches to arts and culture. Pandemic Impact [00:02:01.690]: The significant effects of the pandemic on the arts and the necessity for new planning and thinking. Music's Importance [00:04:45.050]: Discussion on the enhanced appreciation of music during the pandemic. Innovative Programs [00:06:39.620]: Introduction of new programming, including music with meditation and the Healing with Music series. Audience Growth [00:07:04.230]: The increase in events, subscribers, and efforts to engage a broader audience. Healing Series [00:09:42.410]: Details on the Healing with Music series and its goals. Audience Diversity [00:12:45.600]: The variety in audience demographics and how different programs attract different groups. Community Building [00:15:23.670]: Reflections on the importance of building trust and community before and after the pandemic. New Initiatives [00:18:53.550]: Introduction of unique initiatives like pre-concert speed dating to foster community. Intergenerational Values [00:21:38.510]: Discussion on shared values across different generations within the team. Post-Pandemic Adaptation [00:23:11.150]: Adapting to the post-pandemic world with new perspectives and digital savviness. Social Media Engagement [00:24:48.420]: How social media initiatives like "sound bites" have enhanced audience engagement. Future Vision for 2040 [00:27:08.150]: Dasha Koltunyuk's outlook on the future of classical music and its universal appeal. Classical Music Resilience [00:28:53.440]: Marna Seltzer reflects on the longevity and future challenges of classical music. Demographic Changes [00:32:37.810]: Discussion on how future demographic and community changes might influence classical music engagement. Building Community Values [00:34:21.730]: The podcast concludes with thoughts on shared creativity values and lessons from Princeton University Concerts' experiments in community engagement. Contact Info: letstalk@trgarts.com

In this episode, Jill talks with Alecia Lawyer (artistic director and founder of the chamber orchestra, ROCO). Alecia shares how this Houston-based orchestra disrupts and innovates the traditional presentation of classical music. With a revenue model where 95% comes from contributed revenue, ROCO designs audience-first experiences. Alecia is putting the fun, access, and creative license back into the world of classical music through what she calls wildcatting in the arts. For additional resources and to sign up for the podcast newsletter, we invite you to visit our website at leadingthewaypodcast.com. Key Topics & Chapter Markers: [00:01:32.910] - Introduction and ROCO's acronym change discussion. [00:02:21.550] - Alecia Lawyer's background and how she founded ROCO. [00:08:03.130] - ROCO's unique approach to classical music. [00:09:16.270] - Explanation of "Wildcatting in the Arts" and its importance. [00:19:47.350] - The special audience experience and program book features. [00:24:33.850] - Integrating personal and professional aspects in ROCO. [00:25:04.690] - The role of faith and vulnerability in Alecia Lawyer's journey. [00:26:13.720] - Creating a safe space for musicians to take risks and find rewards. [00:28:04.330] - Agency, co-creation, and the relationship between composers, musicians, and the audience. [00:46:49.400] - Development of the Octava app and its original purpose. [00:49:21.650] - Inspiration behind creating the children's book "Nightingale." [00:52:08.880] - Leadership journey of ROCO and challenges in maintaining its culture. Contact Info: letstalk@trgarts.com

In this episode, the Boston Children's Chorus (BCC) shares its organizational mission, spotlighting the pivotal role of its new Director of Good Trouble. Guests Andrés Holder and Akiba Abaka offer listeners a deep dive into BCC's community engagement, its programming, performance metrics, and visionary educational initiatives. Andrés and Akiba also share their views on the broader concept of "just cause" within the arts sector and the importance of it to the sustainability of BCC. For additional resources and to sign up for the podcast newsletter, we invite you to visit our website at leadingthewaypodcast.com. Key Topics & Chapter Markers: 00:03 Boston Children's Chorus history. 00:05 Akiba's role. 00:07 Concept of "Good Trouble" 00:12 - Listening Tour. 00:17 BCC community and services. 00:20 BCC performance stats. 00:24 BCC's educational plans. 00:27 "Just cause" in arts. 00:35 Organizational sustainability. 00:42 Arts relevance and financial models. 00:48 Leadership in the arts. 00:52 Changing arts focus. 00:57 Optimism about change. 01:01 Insights on "Great resignation". 01:03 Entrepreneurial spirit post-pandemic. Contact Info: letstalk@trgarts.com Newsletter sign-up: For additional resources and to sign up for the podcast newsletter, we invite you to visit our website at leadingthewaypodcast.com.

In this two-part episode, Jill sits down with accomplished UK arts leader Tom Bird (Chief Executive at Sheffield Theatres). Drawing inspiration from Nina Simon's book, "The Art of Relevance" and their own personal leadership experiences, Jill and Tom engage in a rich dialogue about how to keep audiences at the center of every decision and what relevance means in today's arts and cultural industry. For additional resources and to sign up for the podcast newsletter, we invite you to visit our website at leadingthewaypodcast.com.

In this episode, Jill highlights two arts leaders and their organizations that are not just surviving but thriving in contrast to overwhelmingly negative narratives surrounding American theatre. Jill Anderson (Managing Director of Syracuse Stage) and Vincent VanVleet (Executive Director of The Phoenix Theatre Company) share how they've managed to keep their theatre organizations robust in financial stability, fundraising and marketing strategies, artistic innovation, and mission fulfillment. For additional resources and to sign up for the podcast newsletter, we invite you to visit our website at leadingthewaypodcast.com.