At a moment of rapid change in the performing arts, where old systems falter and new possibilities emerge, a packed room of arts professionals gathered for a compelling conversation with acclaimed author, entrepreneur, and teacher Seth Godin. With his new book “This is Strategy” as the backdrop, Godin offered sharp insight and generous encouragement on how to see clearly, plan better, and lead with courage and empathy. APAP is pleased to share the content of this important conversation through the article below and the session’s video recording, continuing its mission to equip the arts community with the necessary tools to engage in meaningful advocacy for the arts.
The conversation with Seth Godin, moderated by APAP board member and TRG Arts CEO Jill Robinson, centered on a fundamental challenge: how to see the systems that shape our work, so we can change them intentionally.
Godin explained that systems often hide in plain sight, masquerading as tradition or best practice. Round tables at conferences? Optimized for catering, not connection. Opera houses and concert halls? Legacy infrastructure rooted in outdated models. If arts leaders want to thrive, he said, they must shift from defending the past to designing the future.
A key insight from his book: Strategy is not a list of tactics. It’s about understanding time, empathy, systems, and games—knowing who your work is for, what it’s for, and how people engage with it.
In a field still reeling from pandemic losses and struggling with audience return, Godin offered a refreshing provocation: “Stop trying to reach everyone. Start delighting the few who truly care.” He pointed to data showing that repeat attendees are often the majority of audiences—yet organizations focus too much energy on acquiring new patrons rather than deepening loyalty with existing ones.“We’re over-prospecting and under-retaining,” Robinson added.
For artists and presenters alike, the path forward isn’t through massive ad campaigns or Broadway bus wraps. It’s throughcreating experiences so remarkable that people can’t help but talk about them—and designing structures where word of mouth, not marketing muscle, drives connection.
Godin challenged leaders to embrace adifferent kind of leadership—one based on clarity, courage, and service.Strategy, he said, should not be crafted by committee but by a small team with vision, who then invite others into clear roles.
Importantly, he called forconsistency over passion, andprofessionalism over performative authenticity.
“We don’t need you to be passionate every day,” he said. “We need you to show up with generosity, to do the work, and to create the conditions for others to thrive.”
In an industry marked by burnout and transition, this message resonated deeply: transformation doesn’t require magic—it requires intention and design.
The conversation inevitably turned to the future—of AI, of VR, of environmental collapse. Godin compared artificial intelligence to electricity: not an add-on, but a force that will reshape everything. Yet, he warned against using tech simply to mimic the old. “No one wants a VR version of the Philharmonic,” he said. “What we crave is the human magic of being in the room.”
On climate, Godin was blunt: “This isn’t a crisis that ends. This is the rest of our lives.” He urged arts leaders to see their work as vital—not to entertain, but to create solace, connection, and transformation in a world on fire.
Godin closed with a reminder of what’s at stake—and what’s possible.The arts, he said, are not about filling seats or preserving buildings. They’re about making change—in one person, between people, in a community.
“Your job,” he told the room, “ is not to get a new generation to love your institution. It’s to become an institution that a new generation wants to love.”
Main Image: Seth Godin (Photo by Adam Kissick APAP)
This post was last modified on April 17, 2025 3:47 pm