Throughout their storied careers, artists Christo Javacheff and Jeanne-Claude Denat de Guillebon sought to create joy and beauty through their ambitious projects. But the road to joy and beauty was paved with adversity and criticism.
Married artists who designed site-specific installations on a massive scale, Christo (1935–2020) and Jeanne-Claude (1935–2009) viewed the physical world as their canvas. That meant jumping through hoops to get all the permission they needed to turn the landscape — both public and private land — into art.
Winning over various groups — state and federal agencies, elected officials, landowners, the general public — required countless meetings and negotiations.
Their drive to complete each of their projects — from wrapping the Berlin Reichstag in fabric to setting up 23 miles of steel "gates" in Central Park — took entrepreneurial savvy. They were artists doubling as CEOs, funding multiyear endeavors, leading teams and taking risks to achieve their goal.
"They had an unstoppable passion for what they did," said Vladimir Yavachev, Christo's nephew. "They never took a day off. It wasn't their work; it was their life."
Yavachev began working with the artists at age 17. He's now operations and project director at the Christo and Jeanne-Claude Foundation.
See The Big Picture Like Christo And Jeanne-Claude
Over six decades, Christo and Jeanne-Claude created more than two dozen projects. Examples include wrapping buildings, coastal cliffs and trees. They even installed floating pink fabric around 11 islands in Miami's Biscayne Bay.
Their projects required years of meticulous planning but only existed for a limited time before they were disassembled. They would recycle the materials that they used (mostly fabric) and restore the site to its original condition — or leave it in better condition if possible.
How did two artists with no corporate experience learn how to operate like successful CEOs? It starts with a deep commitment to their vision. Despite the myriad challenges they faced with each project, they persevered.
A dose of humor helped.
When a journalist asked Jeanne-Claude to estimate the cost of a project, she replied, "It'll cost whatever it costs. Ask your mother if she had an estimate when you were born."
Christo And Jeanne-Claude: Cultivate Loyalty Among 'Working Family'
Their leadership skills proved vital to their success. Unlike some bosses who bark orders at harried underlings, Christo and Jeanne-Claude endeared themselves to their team.
"They listened to everyone," Yavachev said. "Everyone on the team was on equal footing" and felt comfortable sharing ideas and opinions.
Rather than micromanage, they chose to delegate and trust team members to come through. From design engineers to office staff, they let others do their job without interfering.
Their effective leadership bred loyalty. Despite long hours and difficult work, team members rarely quit. "Christo and Jeanne-Claude were very generous in spreading credit around and taking care of people," Yavachev said.
But it wasn't always harmonious. Conflicts sometimes erupted among what they called their "working family."
"I'd argue with Christo all the time," Yavachev said. "Even if there was some screaming, he'd forget about it five minutes later. It didn't mean he didn't like the person. He didn't care who was right" as long as they ultimately made the right call as a team.
Christo And Jeanne-Claude: Prioritize Passion In Hiring Staffers
Today's leaders often adopt a hire-for-attitude, train-for-skill mantra when hiring employees. Christo and Jeanne-Claude took this approach decades before it became accepted practice.
"If someone lacks experience, you look for the passion," Yavachev said. "If they're smart, they will learn the rest. Because we work so intensely together for years building the art, they wanted to hire people with passion" who were devoted to the long game.
Their overriding passion enabled the artists to capitalize on fortuitous events. Case in point: When Christo and Jeanne-Claude sought to wrap Germany's Reichstag, they faced vocal opposition.
Helmut Kohl and other top German politicians disliked the idea, fearing it would look undignified. But Christo and Jeanne-Claude met with all the deputies in parliament — about 350 people — to persuade them to vote for the project.
In 1994, the Bundestag held a tense 70-minute debate.
The artists "didn't think they had a chance" given that Chancellor Kohl was against it, Yavachev said. But during the debate, a fiery opponent bashed the project with such vitriol that it bordered on overkill. The mood in the room shifted.
"It was such a negative speech that it convinced people to change their mind," Yavachev said. "And it passed."
Breed Creativity With Curiosity
Soon after Lorenza Giovanelli joined Christo's team in 2016, she was struck by his egalitarian spirit. When she said, "I work for Christo," he corrected her. "I have no people working for me," he said. "They work with me. We are a team and we work together."
Her first impression of Christo impressed her. Observing a meeting to discuss the design of a catalog for an upcoming exhibition, she watched as a debate erupted among his team.
"There was an argument over the design," she recalled. "Christo had strong opinions. But he was never disrespectful to anyone. He didn't want to make others feel uncomfortable" even when they clashed.
She also admired Christo's curiosity. He preferred to learn from others rather than pontificate.
"He asked lots of questions," said Giovanelli, the collection and exhibition manager for the Christo and Jeanne-Claude Foundation. "He also encouraged me to ask questions and he often asked for my opinion."
Know Changing Your Mind Is Power
Following Christo's lead, she learned to think critically and digest new information with an open mind. If she said that she changed her mind about something, he'd perk up and ask why.
"He liked to hear that," she said. "He'd say, 'Only intelligent people can change their mind' because they understand that changing their opinion based on facts requires intelligence."
His fondness for asking questions reflected his humility. He did not pretend to have all the answers.
"Asking questions means you are a humble person," Giovanelli said. "You acknowledge what you don't know," and Christo readily sought to round out his knowledge.
Focus On The Details
His curiosity stimulated his creativity, she adds. When conferring with engineers, for example, he sought to understand their problem-solving methodology.
"He always wanted to know every detail about the process," Giovanelli said. "His mind was constantly active."
Even when critics rebuffed his proposals, he treated their input with enthusiasm. Rather than become defensive, he would see their side.
At a 1982 conference, an audience member asked Christo how he felt after receiving a 230-page document refuting his plan to build the Gates.
"I find it very inspiring in a way that is like abstract poetry," Christo replied. "(The critic) adds his dimension to the work, no matter what he thinks. It's a new dimension because I never think the way he thinks. That enriches the project, it gives it all kinds of angles of perception. I would be very arrogant if I knew everything about the project."
"Working with Christo was very special," Giovanelli said. "He was a leader, extremely stubborn and restless but also generous and always open to learning from others."
Christo and Jeanne-Claude's Keys:
- Designed dozens of massive art projects around the world over six decades.
- Overcame: Resistance to their proposed projects from state and federal agencies, elected officials and others.
- Lesson: "For us, money is like manure. It is good only if you spread it around; only if it helps you do what you want to do."
