The Quiet Crisis in Dance Leadership Recruitment. (by Javier T).
There’s an unsettling trend unfolding in the dance world: a growing disconnect between the soul of the art form and the systems now tasked with shaping its future. Without disclosing too much or highlighting any specific roles, those once rooted in vision, depth, and a commitment to nurturing artists have increasingly become roles surrounded a big branding exercises. In recent years, I’ve watched – often from uncomfortably close proximity – as selection panels favour marketability over merit, Instagram presence over identity, and fame over a quiet, enduring passion for the craft. There’s a painful irony in witnessing institutions, which are meant to challenge convention and amplify human expression, fall into the trap of recycled names, PR-focused hires, and decisions driven by fear rather than courage.
What troubles me most is the illusion of “experience” as an unshakable currency. But what is experience if not the sum of opportunities someone else allowed you to have? For many emerging or independent leaders, especially those with non-linear journeys, the door remains shut, held closed by the weight of traditional hierarchies and risk-averse boards and unrelated third party recruitment companies. This is not just easy talk, it’s a wider issue backed by research in leadership theory and cultural management, which shows that diversity of thought, fresh approaches, and lived experience are just as vital as tenure. Dance organisations today seem more eager to make a headline than to make a difference. We are so desperate to be seen, to chase relevance in the digital age, that we risk forgetting why we make dance in the first place. It’s not about the spotlight—it’s about moving people. But how can we move forward if we don’t let new voices in?
© Javier Torres
