2009 BOC Athletic Trainer Regulatory Conference

The New Normaland 21st Century Legacy Leadership

Les Wallace, Ph.D.

Our Best Seller…Our Best Seller…Right Behind Right Behind Good to GreatGood to Great

30 dimensions of Contemporary leadership

New research on leadershipdevelopment and succession

Ten 21st Century Legacy needs Gobs of other great stuff

Leading in the 21st CenturyLeading in the 21st Century

We lead in a busy, complex matrix where we can easily…

…mistake busy for successful

…mistake email for human contact

…mistake Google & Wikipedia for intellectual activity

…mistake a job for a life

…mistake position for leadership

…mistake goal achievement for impact

…mistake management for leadership

21C…It’s Different21C…It’s Different Terrorism Nuclear

Proliferation Economy Energy Climate Change HealthCare Regulatory

oversight Pandemic Generational

mix Integrity

21C…It’s Diffe21C…It’s Differentrent

Speed: blinding, touching every aspect of life.

Complexity: quantum leap in mix of related forces.

Risk: Upheaval raises threats and risks of “new.”

Change: radical, drastic, quick.

Surprise: hard to imagine—challenging sensibility and

logic. James Canton, The Extreme Future (2006)

Also: The Meaning of the 21st Century, James Martin (2006)

The New Normal: Virtual The New Normal: Virtual

The growth of “on-line coursework” is 20% + per year

Hackers cost the U.S. economy $20 Billion in 2007

Costs from hacking in 2010 is forecast @ $100 billion.

Data security administrator jobs growing at 20% +

Identity theft is up 1000% in the last three years

An Internet terror attack to U.S. is likely w/in next 5 yrs

The “virtual Board meeting” is a growing standard

If I can’t find you in 3-5 clicks—I’m unlikely to find you

The New Normal: Virtual The New Normal: Virtual “The internet is enabling conversations among human beings that were simply not possible in an era of mass media.”

“Hyperlinks subvert authority by empowering every voice with an internet connection.”

“Millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing conversations from taking place.”

The Cluetrain Manifesto (2000)

The New Normal: Virtual The New Normal: Virtual Unfiltered chat/newsgroup/email/blogs/twitters finding there way into search engines guarantees that your constituents daily browsing experience has a very strong flavor of individual authorship…

…and in the process has the potential to undermine everything you’ve done to build brand credibility!

The New Normal:The New Normal: Virtually Transparent Virtually Transparent

? How many of your organizations have these available on-line:

Your audited financials? Your CEO salary? Your annual budget? Credentials of your Board ? Minutes of meetings? Disciplinary action (generic) Most recent customer survey

results?

The New Normal: The New Normal: Diversity / MillennialsDiversity / Millennials

One half the world’s population is under 25 By 2020, new entrants to the workforce will

be dominated by women and minorities—especially Hispanics.

How will these changes impact your

organization? 76 million baby boomers will retire in the next

20 years… and take with them the wisdom of a generation.

Millennials appear to want little to do with management work—and are likely to job hop every 18-36 months.

Leading in the 21st Century:Leading in the 21st Century:From Heroic to TransformationalFrom Heroic to Transformational

Some thoughts for the day…

Legacy

The Leader in You

Integrity

Transformation

Distributed Leadership

Focus

Governance Leadership

Leading in the 21st CenturyLeading in the 21st Century

If the 20th Century taught us anything, it is to be careful with the concept…IMPOSSIBLE.

A risk we face is applying old solutionsto new problems.

May be time to change the conversation about leadership: to think differently!

Leading in the 21st CenturyLeading in the 21st Century Legacy: How capable an organization

is to lead itself versus depend on you!

Legacy: How well the organization transforms to stay vibrant, valuable, and relevant not simply manages change.

Thinking about legacy requires us to move beyond short term definitions of success

To consider a journey from success to significance

Success is accomplishing management goals…significance is making a lasting impact

Targeting Your LegacyTargeting Your Legacy

C.O.P

Model

CompetencyOrganizational/Constituent Need

Passion

Legacy

Leading in the 21st CenturyLeading in the 21st Century

Leaders help people think in the “future

tense”

Anticipating the future and our value in it is one of the most critical set of leadership competencies of our age:

o External awarenesso Strategic thinkingo Innovationo Entrepreneurshipo Leading transformationo Leadership vs Management

The Real Work of LeadershipThe Real Work of Leadership

Get out of the Blender

Into the Helicopter…see ourselves and our organizations from

a distance— and test the moment to moment choices we make.

“There comes a point in your career when the best way to figure out how you’re doing is to step back and ask yourself a few questions. Having all the answers is less important

than knowing what to ask.”“What to Ask the Person in the Mirror” HBR 1/07

The person in the mirror?The person in the mirror?Leaders are Learners…

…and they have an ethical responsibility to reflect, assess, and develop. The status quo is slow death—for organizations and for your leadership competencies.

What to ask the person in the mirror? Clarity of Vision and Priorities? Use of Time—our most important premium

resource? Inclusive Input and Feedback? Alignment: values, vision, strategy, operations? Integrity: transparency, values based, honesty? Leadership Succession Planning? Thinking Differently? Transforming or Changing

Leaders are LearnersLeaders are Learners½ of all Fortune 100 CEOs have coaches!½ of all Fortune 100 CEOs have coaches!

They all have mentors.They all have mentors.

Who’s your Coach?“Talent is overrated…a commitment to extensive learning and practice is more important to success than starting talent.”Tiger Woods, Indra Nooyi, YoYo MAH

George Colvin, Talent is Overrated (2008)Malcolm Gladwell, Outliers (2008)

When’s the last time you invested in building your leadership game?

Leading in the 21st CenturyLeading in the 21st Century

From “Heroic” to “Transformational”

“ Whereas the heroic manager of the past

knew all, could do all, and could solve

every problem, the post-heroic manager

asks how every problem can be solved in a

way that develops other people’s capacity

to handle it.”Charles Handy

The Age Of Unreason (1990)

Oversight lapses of this Board of Oversight lapses of this Board of Directors will impact every board for Directors will impact every board for

years to come.years to come.

Oversight lapses…Oversight lapses…scar this centuryscar this century

Securities and Exchange Commission

Board of Governors of the Federal Reserve

System

National Credit Union Administration

Federal Deposit Insurance Corporation

United States Department of Treasury

50 State Bank and Credit Union Regulators

Integrity Beyond Integrity Beyond ReproachReproach

“30% of U.S. High School kids have stolen from a store; 64% have cheated on a test (Josephen Institute 2008)

Cheating is profitable:

Baseball--Barry Bonds, 2007 World Series of Poker--Jaime Gold, NASCA--Darrell Waltrip/Jeff Gordon’s Crew ChiefsCelebrity—Martha StewartGovernment—Illinois Governor Rod BlagojevichReligion—Jim Bakker’s “sins of the flesh”

21st Century Leadership 21st Century Leadership Points to PonderPoints to Ponder

The age of heroic leadership is over Leaders create ongoing conversations about the future Leaders help people let go of old models that worked in the

past for new models that better fit the current environment What’s the sense of urgency?

Revolution vs Evolution“Evolution keeps us alive…Revolution keeps us

relevant.”

How many organizational associates do you think are willing to go on this revolutionary journey with you?

21st Century Leadership 21st Century Leadership Points to PondPoints to Ponderer

15% are ready to go and wonder what’s taken you so long to figure it out!

Another 15% are right behind, willing to join in shortly

30% are slightly wary and will look for signs it’s safe

25% are comfortable, skeptical, fearful 15% are dinosaurs with walnut brains

and the ice age is upon them! Everett Rodgers, Diffusion of Innovation (2003)

Gaining Commitment Gaining Commitment to Organizational Transformationto Organizational Transformation

Why are we changing? Or, must change?

Create ongoing conversations about the future.

What does the destination look like?

Develop several scenarios for consideration.

How will we get there? Is there a roadmap?

Roadmaps and measurable milestones.

What’s my role?

Inclusive participation from constituents.

21st Century Leadership 21st Century Leadership Points to PonderPoints to Ponder

“Change is hard, it’s hardest on those caught by surprise.” Tom Friedman, The World is Flat

How Leaders Reduce the Impact of Surprise: Inoculation—ongoing discussion about the future Anticipation (scenarios)--“What if?” Course Corrections quickly—early warning signs Inclusive intelligence—every person a sentinel Change leaders at all levels—broad based coalition

Strategic ThinkingStrategic ThinkingStrategic Thinking precedes Strategic Planning

Challenging Core Business Assumptions Stretching / Merging Boundaries

“Our biggest competitor is our own provincial view of ourselves.”

What will be different about our organization in the next five years?

Distributed LeadershipDistributed Leadership

“Leaders don’t create followers, they create other leaders.”

21st Century Leadership 21st Century Leadership Points to PonderPoints to Ponder

Distributed leadership vs top down When a team looks to a single person for

rescue or guidance…it’s a risky game The heroic leader may only see other leaders

around them… the transformational leader seeks out, develops, and rewards leadership at all levels

Resiliency and resolve is built deeper into the bench rather than with only a few power hitters

Leaders at all levels?

21st Century Leadership 21st Century Leadership Points to PonderPoints to Ponder

Develop others Developing others pays some of the

greatest return on investment over other leadership competencies

A “differentiating” competency… developing others acts to grow strength as well as associate confidence in your other leadership competencies

Private sector managers invest 15-20% of their time developing others

U.S. Federal Government managers invest <5%

Distributed LeadershipDistributed Leadership

Most of us do a great job distributing

leadership to the top 15% of our team.

How might we better distribute leadership to the next 35%

Is there a common energizing vision throughout your

team/organization? 2008 Research suggests: Only 30% of our staff fully engaged 19% are actively disengaged30% are almost fully engaged

21st Century Leadership 21st Century Leadership Points to PondPoints to Ponderer

Focus on the Vital Few An overly ambitious, busy set of priorities

is a rookie mistake Leaders work to whittle down a long list of

priorities and initiatives to the “vital few” Maybe a “stop doing” list works here.

If you could only work 2 hrs a day

in the next three months, on what would you focus?

The New Future: GovernanceThe New Future: Governance

Leadership is not technical competency—yet that’s what many depend on for Governance.

The governance model grounded in politics of our associations is a dangerous model for credentialing and regulatory organizations—yet, we are more like that, than we are a corporate governance model.

The Real Work of Governance LeadershipThe Real Work of Governance Leadership

Fiduciary governance ($, quality, integrity) 33%

Policy and Strategy governance (standards/planning)

33%

Generative governance (What If strategic thinking) 33%

A “governance leadership” model is driven by a culture of inquiry—focusing as much dialogue on thinking in the “future tense” as possible at every meeting.

Governance LeadershipGovernance LeadershipEnvironmental scanning /

tracking Strategic Thinking about

transformationScenario buildingStrategic Plan Review (5 yr)Innovation / breakthrough

discussionBenchmarking innovators

Purposeful transparencyBoard Leadership Succession Organizational leadership successionInclusive customer input Customer value tracking (not simply satisfaction)Annual self-assessment and development plan

Final Thought from Yogi BerraFinal Thought from Yogi Berra“When you come to a fork in the road…

This conference was about exploring the many forks in the road ahead.

Kudos to the STRATEGIC THINKERS whoconceived this conference and the other strategic thinkers who presented.

Interesting Books on the FutureInteresting Books on the FutureLeaders of the future are known less by Leaders of the future are known less by what they control and more by what they what they control and more by what they shape.shape.

James Canton, The Extreme Future (2006)Richard Chait, et. al., Governance As Leadership (2005)Jim Collins, How the Mighty Fall (2009) George Day and Paul Schoemaker, Peripheral Vision (2006)Thomas Friedman, The World is Flat (2005)Rick Levine, et al, The Cluetrain Manifesto (2000)James Martin, The Meaning of the 21st Century (2006)Mark Penn, Microtrends (2007)J.L. Petersen, Out of the Blue: Wild Cards and Other Big Future

Surprises (1997)Peter Schwartz, Inevitable Surprises (2003)Les Wallace & J. Trinka, A Legacy of 21st Century Leadership (2007)