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Univ. of Southern Mississippi Leadership Presentation 3 21-13

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Univ. of Southern Mississippi Leadership Presentation 3 21-13

  1. 1. 21st Century Leadership: Thinking Differently Les Wallace, Ph.D. Today’s Luncheon Sponsor © Signature Resources Inc. 2013
  2. 2. 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? © Signature Resources Inc. 2013
  3. 3. Leading in the 21st Century “When best selling authors bore you, you think it’s your fault.” Jim Collins © Signature Resources Inc. 2013
  4. 4. 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 © Signature Resources Inc. 2013
  5. 5. 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! © Signature Resources Inc. 2013
  6. 6. Leaders are Learners If you’re the same leader today that you were last year at this time you’re not growing. How are you different? What competencies have you enhanced? Are people noticing? Learners have learning plans: What’s Yours? © Signature Resources Inc. 2013
  7. 7. 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.” © Signature Resources Inc. 2013
  8. 8. 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) © Signature Resources Inc. 2013
  9. 9. 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? © Signature Resources Inc. 2013
  10. 10. “The future ain’t what it used to be.” Yogi Berra © Signature Resources Inc. 2013
  11. 11. “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 © Signature Resources Inc. 2013
  12. 12. 21C…It’s Different Speed: 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) © Signature Resources Inc. 2013
  13. 13. The New Normal: Jobs for 2030 The Futurist Jan. 2011  Amnesia surgeon  Robotician  Astro-psychologist  Smart car interior advertisement sales rep  Avatar relationship manager  Space junk recycler  Clone rancher  Transhumanist consultant  Digital archaeologist  Holodeck trainer © Signature Resources Inc. 2013
  14. 14. 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 © Signature Resources Inc. 2013
  15. 15. Leading in the 21st Century Is 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
  16. 16. “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? © Signature Resources Inc. 2013
  17. 17. Leading in the 21st Century 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 © Signature Resources Inc. 2013
  18. 18. Coordination is Not Leadership  John 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. © Signature Resources Inc. 2013
  19. 19. Leading in the 21st Century 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
  20. 20. Leading in the 21st Century Means 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. © Signature Resources Inc. 2013
  21. 21. 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. © Signature Resources Inc. 2013
  22. 22. 21st Century Leadership Points to Ponder  Transformation rather than Rescue The age of heroic leadership is over! "Evolution keeps you alive, Revolution keeps you relevant.” Gary Hamel © Signature Resources Inc. 2013
  23. 23. Leading 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 Reason What about the heroic teacher or post heroic teacher? © Signature Resources Inc. 2013
  24. 24. 21st Century Leadership Points to Ponder  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
  25. 25. 21st Century Leadership Points to Ponder  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) © Signature Resources Inc. 2013
  26. 26. 21st Century Leadership Points 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. © Signature Resources Inc. 2013
  27. 27. 21st Century Leadership Points 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!” © Signature Resources Inc. 2013
  28. 28. 21st Century Leadership Points to Ponder  Focus on the Vital Few All 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
  29. 29. Leading in the 21st Century  “Leaders don’t create followers… …they create other leaders!” © Signature Resources Inc. 2013
  30. 30. 21st Century Leadership Points to Ponder  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
  31. 31. 21st Century Leadership Points to Ponder  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! © Signature Resources Inc. 2013
  32. 32. 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.” © Signature Resources Inc. 2013
  33. 33. 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?” © Signature Resources Inc. 2013
  34. 34. Building Leadership Competencies 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? © Signature Resources Inc. 2013
  35. 35. Building Leadership Competencies in Every Classroom— 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. © Signature Resources Inc. 2013
  36. 36. Building Leadership Competencies in Every Classroom— Moment to Moment  Model 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. © Signature Resources Inc. 2013
  37. 37. Building Leadership Competencies in Every Classroom— Moment to Moment  Demonstrate “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 © Signature Resources Inc. 2013
  38. 38. 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) © Signature Resources Inc. 2013
  39. 39. Building Leadership Competencies in Every Classroom— 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. © Signature Resources Inc. 2013
  40. 40. Building Leadership in 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. © Signature Resources Inc. 2013
  41. 41. Fully Awake for 2.5 Questions © Signature Resources Inc. 2013
  42. 42. Les Wallace, Ph.D. President, Signature Resources Inc. Les@signatureresources.com  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. © Signature Resources Inc. 2013

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