I talk to a lot of arts marketers. It’s not just my work—it’s my life, and happily so. In recent weeks, there have been a lot of common themes within these conversations, as you will not be surprised to hear. One recent conversation is representative of many. Maybe you see yourself in it.

A friend and colleague called because his company is changing drastically moment by moment. Like every arts organization, the conversation has shifted almost entirely to digital media, and envisioning the return post-COVID (whenever that may be). Even before COVID, this organization already was forecasting a shift in business model that would reset the balance of presented and self-produced programming entirely.

In short, in the span of a month, the definition of what the marketing team does at this organization has completely changed. Sound familiar? When the whole system transforms on us in an instant, it takes a moment to step back and see the path forward. We can’t always do this on our own, and I was glad he called.

A large part of our work at TOCG is focused on marketing team structure and operational planning, so we talk to cultural organizations across the spectrum in terms of producing/presenting models, budget categories, etc. When an organization is considering changes like the ones referenced above, the conversation is not as simple as growing or shrinking the team. It takes thorough analysis and planning in three dimensions:

What modes of marketing support do we need to provide in each phase of company operations?
What preparation and resources will it take to meet the needs of each mode?
How does this relate (or not) to the resources we have? And how/when can we scale to accommodate?

Once you’re thinking through each of those dimensions, a plan can begin to take shape.

This conversation above is one of many that we’re having on this topic, and as always, we’re doing whatever we can to be of service. The friend in this story is a smart, savvy, and highly strategic marketer [in agreeing to let me anonymize his story here, he also requested that I add: handsome, but not vain]. But in this instance, it was asking for help that unlocked the possible way forward. Since then, we’ve been able to jump in and assist with an abbreviated and highly efficient process, to deliver guidance without breaking the bank (see: COVID-19). Whether it’s with us, or with another person you trust, make time for this conversation. The plan may change, but to not have one at all in these times is a recipe for chaos and burnout.

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Tom O’Connor is the President of Tom O’Connor Consulting Group. TOCG is a New York City-based arts consultancy offering strategy, assessment, executive search, and leadership coaching services to organizations across the US—all with a focus on audiences and revenue outcomes. Tom has spent over 15 years working in the cultural sector, is on the faculty of the graduate Theater Management program at the Yale School of Drama, and received his MSW in Clinical Social Work from Fordham University.