Univ. of Southern Mississippi Leadership Presentation 3 21-13

© Signature Resources Inc. 2013

21st Century Leadership:Thinking Differently

Les Wallace, Ph.D.

Today’s Luncheon Sponsor


Than You For Your Interest in Leadership

Most people tire of a lecture in ten minutes.

Clever people can do it in five minutes.

Sensible people never go the lectures at all.

So who R U guys?

Leading in the 21st Century

“When best selling authors bore you, you think it’s your fault.” Jim Collins


Our Best Seller…Right Behind Good to Great

30 dimensions of Contemporary leadership

New research on leadership development and succession

Ten 21st Century Legacy needs

Gobs of other great stuff



A Legacy of 21st Century Leadership

All humans struggle with two common issues…

1. We want to be successful—with our work, our families and our lives.

2. We are unable to predict the future.

That’s why leadership matters so much!


Leaders are Learners

How are you different?What competencies have you enhanced?

Are people noticing?Learners have learning plans: What’s Yours?

If you’re the same leader today that you werelast year at this time you’re not growing.

Leadership Advice from a Wise Woman

“To be responsible inventors and discovers, we need the courage to let go of the old world, to relinquish most of what we have cherished, to abandon our interpretations about what does and does not work.”



Acknowledging the Real Work of Leadership

Get out of the blender

…it’s a daily challenge to come up

for air from the rigors of management, teaching

research or service to the perspective and behaviors of leadership…

Into the Helicopter

…to see ourselves and our organizations from a distance—

And to test the moment to moment choices we make!

“The Work of Leadership”, Ronald Heifetz & Donald Laurie (HBR 12:2001)

“Why Should Anyone Be Led by You?” R. Geoffee & G. Jones (HBR 9:2000)

Extraordinary Leader: Turning Good Managers into Great Leaders, Jack Zenger (2002)

Open Leadership, Charlene Li (2010)

What to ask the person in the mirror?

“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, R. Kaplan” ( HBR 1/07)

Who am I / are we?

What is leadership?

How well am I / are we leading?


“The future ain’t what it used to be.”Yogi Berra



“A series of once in a Hundred Years Crises!” Treasury Sec., Hank Paulsen

Chrysler bailout 1980

Savings and Loan collapse ’86 & ’95 1990’s Bank closures

9/11/01

12/2/01 Enron collapse

Katrina

U.S. in Iraq, Afghanistan, plus ongoing smoldering in Middle East, Africa, N. Korea

2008 World Financial Meltdown

U.S. Government budget Sequestration 2013

“Welcome to the New Normal” Warren Buffet

21C…It’s DifferentSpeed: blinding, touching every aspect of life.

Complexity: quantum leap in mix of related forces.

Risk: Upheaval raises threats and risks for anything “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: Jobs for 2030The Futurist Jan. 2011

Amnesia surgeon

Astro-psychologist

Avatar relationship manager

Clone rancher

Digital archaeologist

Holodeck trainer

Robotician

Smart car interior advertisement sales rep

Space junk recycler

Transhumanist consultant


Changing Pressures on Academic Leadership

Changing nature of student populations

Globalization of science and technology

Increased importance of educational technology

Increased emphasis on educational accountability

Increasing volatility of state and system-level actions

Increasing influence of alternative & for-profit institutions.

Integration of the university into the larger society


Leading in the 21st CenturyIs the pace of change likely to moderate?

We find ourselves in

“Permanent Whitewater” Peter Vaill, Learning as a Way of Being, 1996

…1980s Change compatible—tolerate change

…1990s Change adaptable—evolutionary adjustments

…21st Century Change driven—create change© Signature Resources Inc. 2013

“Predictions are hard, especially about the future.” Yogi Berra

“Leaders… who ultimately will be successful in shaping the future are already scanning far beyond the horizon.”Francis Hesselbein, The Leader of The Future, 2006


What’s on the horizon for nursing education?


We lead in a busy matrix where we can easily…

…mistake busy for successful

…mistake email for human contact

…mistake Google for intellectual activity

…mistake a job for a life

…mistake position or management for leadership

…mistake goal achievement for impact


Coordination is Not LeadershipJohn volunteers at his daughter’s school—he’s a

leader.

Janine got a job as team trainer—she’s a leader now.

Emerson has been appointed to her College’s task force on technology in the library—she’s a leader.

Arthur spoke up against letting part time faculty have a vote in the faculty senate—he’s demonstrating leadership keeping the undeserving at bay.

Les stays to clean up after the church potluck—grandma thinks he’s showing leadership.



A risk we face is applying old solutions

to new problems: Time to change the conversation about leadership:

What’s required in this century is different! Designing, Rallying, Navigating Transformation!

The “status quo” is slow death!

How leadership is learned vs taught!

Modeled behavior; Self-directed learning; Coached learning.

How legacy leadership gets embedded over shorter

cycles of leadership tenure than before!© Signature Resources Inc. 2013

Leading in the 21st CenturyMeans Legacy Thinking

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 or academic goals…significance is making a lasting impact.


Leading 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.


21st Century Leadership Points to Ponder

Transformation rather than RescueThe age of heroic leadership is over!

"Evolution keeps you alive,

Revolution keeps you relevant.” Gary Hamel



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 Reason

What about the heroic teacher or post heroic teacher?© Signature Resources Inc. 2013


Transformation rather than Rescue

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

Strategy translation requires a two-way dialogue—not PowerPoint

Revolution vs Evolution

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

with you?© Signature Resources Inc. 2013


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)



“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.



21st Century LeadershipPoints to Ponder

Distributed leadership vs top down

“The most pernicious myth of all is that leadership is reserved for only a few of us.”

“When we liberate the leader in everyone,

Extraordinary things happen!”


Focus on the Vital FewAll leaders are busy: focused is very different than busy.

? If you only had 2 hrs. a day

to work on your priorities

in the next month,

on what would you focus?© Signature Resources Inc. 2013


“Leaders don’t create followers…

…they create other leaders!”



Developing others

More than 76 million baby boomers will take their wisdom out the door in the next 20 years

Leadership succession must replace management succession: leadership succession is a robust, inclusive, commitment to leadership development early and often!

Private sector managers invest 15-20% of their time here

U.S. Federal government managers invest < 5%© Signature Resources Inc. 2013


Breakthrough Innovation

Old solutions don’t work on new problems.

Innovation is different than creativity.

Asymmetrical thinking is required for breakthrough.

Leaders bring “fresh eyes” into the dialogue!

If we’re not scaring one another on a regular basis with new ideas breakthrough isn’t going to happen!


Servants or Commanders“No one likes to be bossed!”

“The servant-leader is servant first… It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead.”

“That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types.”


Servants or Commanders

“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served.

The best test, and difficult to administer, is:

Do those served grow as persons?”


Building LeadershipCompetencies in Every Classroom—

Moment to Moment

Is it even reasonable to ask a nursing faculty member to also be teaching leadership?

Can each of us, faculty and student, embed leadership development within our clinical development?

If so How?



Moment to Moment Modeled behavior.

Communicate with clarity.

Facilitating teams.

Appreciative Inquiry.

Learning how to learn.

Assessing and levering strengths.

Transfer of the diagnostic model to other problem solving.

Learn to communicate without PowerPoint.



Moment to MomentModel leadership behavior—and talk openly about it.

Teach others to communicate with clarity—papers and presentations around your course content is the early opportunity to influence communication clarity.

Every future leader must deal with group diversity and dysfunction—create team effort in your lesson plans and spend a few minutes every now and then reflecting you leadership of teams. If you have students work in teams then teach them something about successful teams.



Moment to MomentDemonstrate “appreciative inquiry” and link the

practice directly to the “clinical diagnostic process.”

Help students “learn how to learn!” Maybe they create a learning plan for your course as a model for future lessons to be learned. Possibly you have a model to show them or a professor from “Curriculum and Instruction” can give a 15 minute presentation.

Help students assess their strengths—discuss this topic face-to-face and have students think about how to make them even stronger. https://www.gallupstrengthscenter.com


https://www.gallupstrengthscenter.com/

https://www.gallupstrengthscenter.com/

A Moment on the leadership strengths Topic

Think of the best leader you ever knew or worked with:

o Did they have some weaknesses?

o Why didn’t they matter?

“Fatal Flaws” vs “Weaknesses”

ROI on leveraging strengths:

85% greater ROI than working on weaknesses.

The Extraordinary Leader, Jack Zenger (2009)

Now, Discover Your Strengths, Marcus Buckingham & Don Clifton (2001)



Moment to Moment Emphasize the transfer of the diagnostic model to other

real life problem solving with groups:

o Problem minded first, then solution minded.

o Gather evidence.

o Get a consultation; consult the existing evidence and models.

o Test your hypothesis.

Help students learn to communicate without PowerPoint—have them teach mini-lessons without props; use impromptu presentation assignments and debrief the “communication” dimensions as well as the “content” elements.


Building Leadershipin the Classroom

Leadership is really this simple: Help others be as successful as they can be.

Help others gain knowledge and develop new skills.

Help others anticipate the future of their work and organization to reduce surprise.

Help others adapt to the transformation of their work and organization-anticipate and cope.

Help your entire organization / profession continue to innovate and transform to stay relevant and vibrant.

And in all things, remain honest and true to yourself.


Fully Awake for 2.5 Questions


Les Wallace, Ph.D.President, Signature Resources Inc.

[email protected] Signature Resources is a 40 person consulting consortium providing governance and

leadership strategy to public and private sector enterprise globally through two domestic and three international offices.

Dr. Wallace is recognized for tracking business environment and workplace trends and their impact upon business and government. His publications have appeared in Leadership Excellence, Physician’s Assistant, Personnel Journal, Credit Union Management, Public Management, and Nation's Business as well as numerous research and conference proceedings. His latest book, co-authored with Dr. Jim Trinka, A Legacy of 21st Century Leadership, outlines the leadership organizations need in a global, fast moving business environment. His governance workbook, 21st Century Governance is used by 2,500 EDs and Board members.

Les is a frequent consultant and speaker on issues of organizational transformation and leadership, employee engagement, strategic thinking and board of directors governance. His clients include Fortune 100 businesses, Government agencies, and not-for-profit organizations world-wide. Dr. Wallace is also the 9Minute Mentor, a resource of short articles and DVDs on leadership, governance, management and personal success.


Univ. of Southern Mississippi Leadership Presentation 3 21-13

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Transcript of Univ. of Southern Mississippi Leadership Presentation 3 21-13