David Hyslop ’65 was honored with the Ithaca College Lifetime Achievement Award because of his distinguished career in arts management. Hyslop graduated with a degree in Music Education and he will be officially awarded during Alumni Weekend from Oct. 27–29. 

Over his career of 58 years, Hyslop served as the Chief Executive Officer for the top three symphonies in the country — the Oregon Symphony, St. Louis Symphony and Minnesota Symphony —  and spearheaded several consulting projects. Hyslop was also honored with the Martha Baird Rockefeller Grant in Performing Arts Management by the League of American Orchestras in 1996 and had a Minnesota Orchestra Subscription Concert dedicated to him in his final season with the Minnesota Orchestra in 2003. Currently, Hyslop is the Interim Chief Executive Officer at the Reno Philharmonic. 

Contributing writer Lucia Iandolo interviewed Hyslop to discuss his career in arts management and his early career experiences. 

This interview has been edited for length and clarity. 

Lucia Iandolo: What does it mean to you to receive the Lifetime Achievement Award?

David Hyslop: Well, it’s an honor. I never expected it. It means a lot and I’m glad they recognize folks. The fact of the matter is, we can have an impact on others. The career expands, and this expansion can touch other people’s lives. There’s a difference between your high school world and your college world. The expansion from high school to college expands your world. … It is very fortunate that there are many resources on the East Coast. In Ithaca, you also have Cornell University. During my time, Cornell had great facilities but very, very few music students. I ended up singing with the Philadelphia Orchestra and the Cornell University Glee Club. There are many resources on the East Coast — and in Ithaca — that helped me and will help [students]. 

LI: How do you feel Ithaca’s music curriculum has changed in the past few years?

DH: When I started out, I worked my way through school. I got a teaching degree and was the vocal supervisor at The Elmira Heights Central School District. … From my second year at Ithaca, I was working … for a woman … She had tickets to the Bailey Hall Series at Cornell. I would hear the Detroit Symphony, the Philadelphia Orchestra and the Buffalo Philharmonic. I did some performing, but I never wanted to be a performer. At the time, I was a vocal major. I went to my voice teacher and said, “Is there a business side to the performing arts, to orchestras?” She looked at me like I was from Mars and said, “Yes there is.” And I said, “That’s what I want to do.” When I did that, there were no programs that practiced arts management. Now, there are lots of programs. …  I’m not in Ithaca enough to see how the curriculum has changed, but I know that having a program that is specific to running a nonprofit performing arts organization would be smart. Even if you do want to be a performer, you need to know more than performing. You need to know how to do the money and how to publicize yourself. 

LI: How have your various positions compared, and what would you say is the role that has influenced you the most?

DH: The role has changed. … There is a lot more fundraising now, and you have to be pretty good with people. When I started in Minnesota, I made $5,200 teaching public school. All in all, nothing was driven by the market domain. We ended up with longer seasons, which was served by labor demand. I learned that you have to be able to adapt. 

LI: What advice would you give to Ithaca College students?

DH: Know your field. It does not come easy. And anybody who says it is easy is lying. I’ve seen some artists who have massive natural talents, but most of them don’t last. You have to follow through. The fact of the matter is, follow up. If you say you’re going to do something, do it. My biggest piece of advice is … do not pretend you know. I think that’s very important. There is a lot of pressure when you’re in college to be the best that you can be and be the best in your field. However, pretending rather than knowing is worse for you in the long run.