We were lucky to catch up with Chelsie Webster recently and have shared our conversation below.
Hi Chelsie, thanks for joining us today. Let’s start with a fun one – what’s something you believe that most people in your industry (or in general) disagree with?
I believe that the non-profit sector is looked upon to both change the world and be martyrs in the process. In the for-profit sector, having competitive compensation packages, attracting top talent and incentivizing work is critical to the success of all of the most successful companies, but in the world of non-profit, those of us looking to do good are asked to compromise on our own quality of life, financial stability or career trajectory for the idea of our work output being good for society. I have watched this manifest in many different settings, three of my siblings were zookeepers for many years, most of my best friends have or do work in the non profit sectors, and most of which are over-qualified for their work, but are forced to leave the industry because of this cultural understanding of how we value those who do good. I think that this is a self-fulfilling prophecy created by perception of donors and supporters, by grant funders and by the public’s understanding of how non-profits operate as businesses in our society.
As always, we appreciate you sharing your insights and we’ve got a few more questions for you, but before we get to all of that can you take a minute to introduce yourself and give our readers some of your back background and context?
Hi there! I’m Chelsie Webster, and I have the absolute joy of serving as the CEO of the Modesto Children’s Museum (we call it MoChiMu!). I’ve spent most of my career in the world of museums and informal education, and I truly believe in the power of play to spark lifelong learning, curiosity, and connection for kids and adults.
I graduated with a Bachelors & Masters degree at The Ohio State University perusing early childhood education. Instead of going the route of a formal classroom, I got my career start in science communication and museum education over a decade ago and never turned back. I’ve had the privilege of working at incredible institutions like COSI (the Center of Science and Industry in Columbus, Ohio) as well as for the Abercrombie & Fitch, Co Brands. Through each role I’ve held—from managing outreach programs to leading education strategy to building global social platforms —I’ve seen firsthand how museums can serve as powerful hubs for community, learning, and joy.
At MoChiMu, we create immersive, hands-on experiences designed to ignite imagination and celebrate every child’s natural sense of wonder. Our exhibits and programs are built to engage entire families, and we believe play is one of the most powerful tools for learning, especially when done together. We offer everything from daily activities, to outreach workshops, school field trips, and community events—all grounded in our mission to enrich the lives of all children through creativity, critical thinking and a love of lifelong learning.
One thing that sets us apart is our deep commitment to access and inclusion. We know that not all families have the same opportunities, so we work hard to ensure our museum is welcoming and accessible to everyone, regardless of background or income. We’re also proudly rooted in our local community, and we see our museum not just as a building, but as a shared space that reflects and celebrates the diversity and strength of Modesto.
What I’m most proud of? Honestly, it’s our team (our MoChiCREW) and the magic they make happen for kids and caregivers learning together. There’s nothing better than seeing a parent and child light up as they build, discover, and play side by side. That’s the heart of our work—strengthening bonds, inspiring curiosity, and creating moments and memories that matter. We are a museum that was built by our community for our community – and we work to show up in that way every single day.
How about pivoting – can you share the story of a time you’ve had to pivot?
In the pandemic, like many of us, it was a time of upheaval in so many aspects of life. For museum workers (especially those museums who boasted “Hands On Learning” as our key draw) we were completly side swiped out of careers as museum’s across the country were completely shuttered. We were all left wondering if the organizations that we had committed our lives to would even make it out of the other side of a moment like the one we were in. For me, I knew that I had big dreams for leadership and executive level management, but I knew that I had big gaps in my knowledge for what I would need to be a successful candidate for the kinds of roles I wanted. So, I used the pandemic as a time to assess the skills I had, and more importantly, the skills I did not have.
One of the key functions that I had little experience with was formalized marketing, so when I had the opportunity to join a marketing team I jumped on it. When interviewing for this role I told them what they were getting up front, they were getting a strong manager with system building skills, but very little marketing know-how except for my own personal blogging and social media presence. They hired me anyways – and thank goodness! I spent three years with one of the most influential marketing teams at Abercrombie & Fitch, Co., watching my brilliant collages turn a nostalgic brand into something current and exciting. It was a master class in marketing & brand building – I learned how to build community, how to grow an audience and how to form long lens strategy and bring it to life. This pivot has been so critical to my current success, it helped me re-enter my desired field of museums and have far more tools in my toolbelt. It also helped me to have interesting comparisons in what resources looked like in for profit companies, and how dramatically they differed to the world of a non profit. I don’t know if I would have ever actively chosen this pivot for myself, but I am so grateful that my circumstances forced me to get creative with my career – as I think the skills and ability to see myself as capable grew tremendously from this journey, and I wouldn’t change it for the world!
Learning and unlearning are both critical parts of growth – can you share a story of a time when you had to unlearn a lesson?
I have been deeply lucky in the circumstances in which I have grown my career. I entered a company with an advanced degree and was mentored almost from the very beginning. I had time to organically grow my skill set as a manager and leader, and learn what the difference was through forgiving trial and error of my teammates. I was given opportunities to try and fail, creating a sense of self along the way. All of this had me under the false assumption that management and leadership skills were things that were learned through observation and osmosis – the way I had learned them. I had the sense that people would “figure it out” along the way – as I had done all of those years. Until more recently in my career I had the “ah-ha” moment that many of the skills I asked of my managerial team were teachable – and if I was being honest, I wish someone would have explicitly taught to me. This was a breakthrough moment for me, and I started listing off all of the things that I could teach as an organizational leader, that would not only help build cohesive skills across my team, but also create future leaders that would understand that these skills are something to be passed on. My list was long (and is ever growing) but I started lessons with my managerial team on things like: building trust, to-do lists and capture systems, networking, giving and receiving feedback, coaching v. managing, and prioritization. This was such a huge unlock for my team, not only because it made each manager more capable of doing their jobs well, but it created cohesive expectations and common language which built organizational trust.
Contact Info:
- Website: https://www.chelsiewebster.com/
- Instagram: https://www.instagram.com/chelsiewebby/
- Linkedin: https://www.linkedin.com/in/chelsie-webster-med/
