Donna Walker-Kuhne: Leading Change in the Arts

In this episode of the StageLync podcast, I sit down with DEI leader Donna Walker-Kuhne for a thoughtful and honest conversation about what real cultural change looks like in the arts and entertainment industry. We talk about everything from educating future Broadway producers to navigating difficult conversations around race, privilege, and inclusion in a way that feels grounded, practical, and human.

Donna shares her approach to teaching and consulting, and how she continues to embed DEI principles into her work even as industry priorities shift. This episode is a powerful reminder that meaningful change does not come from one-off initiatives but from ongoing reflection, accountability, and time.

This conversation only scratches the surface of Donna Walker-Kuhne’s insights on leadership, inclusion, and cultural transformation in the arts. The full episode dives even deeper into real-world strategies, personal stories, and practical tools you can apply in your own work.

Anna Robb: Why is education about DEI important in arts leadership training?

Donna Walker-Kuhne: I intentionally teach diversity, equity, and inclusion at universities like Columbia and NYU because I want to prepare the next generation of arts leaders for the realities of the field. My students—many of whom will go on to become Broadway producers or leaders in nonprofit arts organizations—first need to understand what racism, bias, and inequality actually mean before they can begin to address them. For me, the foundation of this work is awareness. Once people truly understand history and systems of injustice, they can start to take meaningful action.

I always emphasize that this education is not about blame, but about responsibility and awareness. The goal is for students to recognize their own biases and then learn how to move forward as allies and change-makers within their own professional spaces.

AR: How do you approach difficult conversations about race, privilege, and bias?

DWK: I believe honest conversations are at the heart of DEI work. I encourage students and professionals to face uncomfortable truths—whether that’s about privilege, bias, or systemic inequality—without becoming defensive.

At the same time, I try to approach these conversations with compassion and a human-centered perspective rather than anger or blame. As a Buddhist practitioner, I ground my approach in dignity, respect, and the shared intention of doing better. When people feel safe enough to engage openly, they are more willing to reflect on their behavior and participate in real change. For me, difficult conversations are only productive when they are rooted in empathy and honesty.

AR: How did the pandemic influence DEI work in the arts industry?

DWK: During the pandemic, I saw a real surge in demand for DEI coaching and workshops. With productions paused, many organizations had space to reflect and reassess their internal cultures and practices in a more intentional way.

However, I’ve also seen that momentum shift. As the industry has returned to ticket sales and day-to-day operations, DEI has often been deprioritized or even politicized in some spaces. Despite that, I continue to embed DEI principles into all of my work, regardless of how organizations frame or label it at any given time. My commitment is to ensure inclusion remains central to how the arts operate.

AR: How can organizations create real cultural change around inclusion?

DWK: Real culture change doesn’t happen through one-off workshops. It requires sustained commitment, repetition, and structured learning over time.

For example, in my work with organizations like the New Jersey Performing Arts Center, I lead ongoing DEI programming under what we call a “culture of belonging and inclusion.” Each year, teams engage with a range of topics such as active listening, unconscious bias, generational bias, sexism, and ageism.

What I’ve learned is that transformation happens gradually. It comes from consistent opportunities for people to learn, reflect, and apply new behaviors in their day-to-day work. Without that continuity, change simply doesn’t stick.

AR: What needs to change in the arts industry moving forward?

DWK: I believe the industry needs to create more time and space for reflection, learning, and long-term development. Everyone—from leadership to front-of-house staff—should be supported in seeing themselves as change-makers, regardless of their formal job title.

Too often, people underestimate the role they play in shaping culture and audience experience. But in reality, everyone who engages with audiences contributes to how inclusive and welcoming an organization feels.

Moving forward, arts, culture, and entertainment need to better reflect the diversity of the communities they serve. That requires intentional leadership, resources, and a shift toward long-term thinking rather than short-term outcomes. My book Champions for the Arts speaks to this ongoing work, and to the importance of equipping people across the sector to lead that change.