Putting the People before the Work: Creating Healthy Working Environments in CRM

Abstract Cultural resource management (CRM) in the United States is an industry that thrives (or falters) on tight budgets and short deadlines. To steadily secure a reliable stream of projects from major clients (and to support the limited budgets of smaller clients), CRM firms are often forced to work with bare-bones funding, requiring them to demand a great deal of effort from their field and office personnel to stay within budget and on schedule. When the projects themselves can easily become the main focus, above the needs of the staff, an unhealthy working environment, lack of work–life balance, burnout, and resentment toward management can result. In this article, I reflect on my own leadership experiences and present a model that outlines best practices for CRM leadership professionals to follow to grow and maintain their businesses through the genuine and consistent support of staff members. I recommend three basic components to creating a healthy working environment in CRM: (1) policies and procedures that clearly outline staff safety, approaches to work–life balance, and field and lab protocols; (2) a “practice what you preach” approach to leadership; and (3) access to professional development opportunities for all staff, regardless of their job level or experience.