The question of whether arts leaders should have time limits on their tenures is a complex and multifaceted issue. While some argue that a four-year term is too short for festival leaders to achieve measurable results, others believe that overly-long leadership stays can cause systemic roadblocks and negative ripple effects in the sector. The ideal expiry date for arts leaders is a topic of debate, with many suggesting a tenure of five to 10 years. However, the focus on timeframes may be missing the point, as the real measure is performance and the individual's commitment to their job and their audiences. The recent employment legislation that took effect in December 2023 has also prompted some arts boards to change their contract offers to new staff in certain roles, including leadership roles. This legislation has unforeseen implications for some arts employees, and arts employers must act carefully when considering these rules. In certain contexts, particularly in regional arts and community-embedded practices, leadership longevity is often critical to an organization's long-term success. However, power also needs interruption, and good leadership design must hold both. Arts leadership positions should not be seen as retirement plans or dream-roles, but rather as a rare opportunity and privilege to contribute to a tapestry that other artists have woven before you. The turnover and temporary stewardship of these positions lend longevity to the companies, as they are much bigger than just one artist.
