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In an exclusive interview, we delve into the life and career of Professor Megan Heber, whose early immersion in music laid the foundation for a captivating journey in arts management. Her trajectory has been marked by diverse roles, from her tenure as a military clarinetist to her dedicated teaching in the arts. Megan’s narrative underscores the profound influence of each endeavor, informing her distinctive methodology in leveraging arts education to foster community development and catalyze social progress.

Can you tell our readers about your childhood, family, and the environment you grew up in? Were you an artistic child?

I grew up in New Jersey, where my early experiences with music at school left a significant mark on my life. From a young age, I was deeply engaged in music, playing the clarinet and participating in every musical opportunity available, from all-state band to marching band to musical theater orchestras.

Music was a family passion—my mother was a musician, and today, my sister is a middle school band director. Some of my earliest memories include my grandfather playing Sousa marches on his record player, a sound that resonated throughout his home nurturing my love for music. This early immersion in music not only set the stage for my future career in arts management but also instilled a deep appreciation for the arts’ educational power.

Your journey in the arts seems to have been quite diverse, from serving in the military as a clarinetist to now teaching arts management. How has each experience contributed to your approach to utilizing the arts for social impact?

Serving as a clarinetist in the military influenced my understanding of how the arts can inspire morale and foster a deep sense of pride and unity among people. In the military, music is more than entertainment; it’s a tool for uplifting spirits and strengthening the collective resolve of citizens and troops. This experience taught me the powerful role that arts can play in enhancing communal bonds.

Transitioning to arts management, I’ve carried forward these insights into how the arts can bridge connections between artists and audiences. In this role, I focus on creating platforms where artistic expression not only entertains but also enlightens and educates. By showcasing the common bonds of humanity, arts management allows me to extend the social impact of the arts, connecting people to larger causes and to each other.

Each of these experiences has reinforced my belief in the arts as a dynamic force capable of building communities and promoting social change by uniting people around shared experiences.

What sacrifices did you have to make to achieve everything that you have so far?

Achieving my professional goals has indeed required sacrifices, particularly in terms of time and personal commitments. The path to where I am today involved continuous education and development, which often meant dedicating evenings and weekends to study and work, rather than personal time or leisure. Additionally, my career progression sometimes necessitated relocating to different cities or countries, which involved leaving familiar settings, friends, and sometimes family behind.

These choices were not made lightly, but they were essential. Each move and every hour spent working or learning was a step towards greater professional fulfillment. Looking back, the sense of accomplishment and the impact I’ve been able to make affirm that these sacrifices were indeed worthwhile. The opportunity to contribute meaningfully to the arts and to influence the sector positively offers a profound sense of achievement that continues to drive my passion and dedication to my work.

As a professor of practice in arts management and nonprofit leadership, what do you believe are the most critical skills for aspiring arts managers to develop in today’s rapidly changing landscape?

As a professor of practice in arts management and nonprofit leadership, I emphasize the importance of adaptability and vision for aspiring arts managers. In today’s rapidly changing landscape, it is crucial that managers not only respond to challenges but also see them as opportunities for innovation and growth. In addition, recognizing that at the core of all decisions are people, effective arts managers must also prioritize empathy and understanding, ensuring that their strategies and initiatives are deeply connected to the communities they serve. These skills are vital for creating meaningful impact.

How has the art world changed over your lifetime and where will it be in the next 10 years?

Over my lifetime, the art world has experienced profound changes, particularly in becoming more inclusive and technologically integrated. This trend of broadening perspectives is likely to continue over the next decade. A significant shift has been the gradual movement away from the traditional Western canon, slowly bringing previously marginalized art forms and artists into the spotlight. This expansion not only diversifies what we consider “mainstream” art but also enhances our appreciation of global cultures and histories.

Looking ahead, I anticipate a deeper integration of digital and traditional artistic experiences. This fusion will likely extend art’s reach, facilitating greater global access and engagement. Technologies like artificial intelligence are poised to transform various parts of arts management, from operations to funding processes to business models. Yet, as our reliance on digital technology grows, there seems to be an increase in the desire for analog and human-centric experiences. My undergraduate students often express a desite for more authentic human connections, indicating a demand for a blend of digital and personal interactions rather than a “or” choice between the two.

Could you share a particularly impactful project or initiative you’ve been involved in during your time at SMU’s Division of Corporate Communication and Public Affairs? How did it align with your vision of using the arts for positive change?

One of my favorite projects has been an academic collaboration with TACA (The Arts Community Alliance) through their Arts Accelerator program. This initiative supports small and emerging arts organizations in Dallas, providing them with critical development resources.

In this project, my undergraduate students assumed real-world consulting roles, engaging directly with these organizations. Each student was tasked with creating a comprehensive 50-page marketing analysis and plan for one of the six participating organizations. They then collaborated to merge their individual plans into a unified final presentation, highlighting the strongest strategies to pitch to each client. This approach not only talks about engaging younger generations, which is often discussed in the arts, but actively involves them in tangible, influential ways.

This initiative provides students with invaluable real-world experience, greatly enriching their learning and equipping them for future professional endeavors. Additionally, they leave the class with a substantive marketing portfolio, which they can include on their resumes. Simultaneously, the project offers essential support to local arts organizations that typically lack the resources to undertake such comprehensive marketing efforts. This dual benefit not only aids in the growth and sustainability of local arts but also strengthens the community’s connection to the arts.

Part 2 is Coming Soon!

Interview organized by CCI communications. The World Art News (WAN) is not liable for the content of this publication. All statements and views expressed herein are opinions only. Act at your own risk. No part of this publication may be reproduced without written permission. © The World Art News

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