Thoughts on serendipity, intergenerational differences and the business of leadership

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Thoughts on serendipity, intergenerational
differences and the business of leadership
Becoming CEO Tomorrow
Michael Villeneuve Scholar-in-Residence
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• How did you navigate to your present leadership
  roles?

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The five levels of leadership
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Level 5 Executive Builds enduring greatness
through a paradoxical blend of personal humility
and professional will.
Effective Leader Catalyzes commitment to and
vigorous support of a clear and compelling
vision, stimulating higher performance standards.
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After Collins, 2002-2007. Five levels of
leadership, from the Good to Great study.
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Competent Manager Organizes people and resources
toward the effective and efficient pursuit of
pre-determined objectives.
Contributing Team Member Contributes individual
capabilities to the achievement of group
objectives and works effectively with others in a
group setting.
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Highly Capable Individual Makes productive
contributions through talent, knowledge, skills,
and good work habits.
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Power only tires those who don't exercise it.
Be ready when opportunity comes... Luck is the
time when preparation and opportunity meet.
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• What tools did you find useful on your journey?
• Are there any gaps in the tools currently
  available to aspiring leaders?

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• What qualities are needed in a health system
  leader?

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What is the leadership we are talking about?

• Strong leadership and management of/for
  workforces, teams, and delivery of services

• Strong leadership of broader systems and social
  agendas

How do we move past GOGSATT?
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Are leaders
or made?
born
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Visionary Catalyst Decision-maker Inspirer Facilit
ator Implementer Evaluator
Life Lessons
Sister Elizabeth M. Davis LLD, PhD Cand
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Surviving the generationsin schools and
workplaces
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Working with traditionalists

• Honor the chain of command. Traditionalists have
  respect for authority and they expect it in
  return.
• Offer them job security. Traditionalists value
  the legacy they've built with your company.
• Value their experience. Use them as a resource to
  learn what has and hasn't gone right at the
  company in the past. Respect the insights they've
  gained from years of experience.
• Appreciate their dedication. Unlike the other
  generations, traditionalists are most likely to
  have taken a job and stayed with one company for
  their entire careers.

Source www.mayoclinic.com
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Working with baby boomers

• Show respect. Acknowledge that you have less
  experience and can learn from them. You may be
  quite bright, but you can always learn something
  new.
• Choose face-to-face conversations. Many baby
  boomers find e-mail or voice mail too impersonal
  and prefer speaking with someone face to face.
• Give them your full attention. Multitasking may
  help you accomplish a lot during the day.
  However, if you're typing away at an e-mail while
  your baby boomer colleague is talking to you
  about a project, chances are you'll wind up at
  odds with that colleague. Giving your full
  attention at the times it's needed actually may
  be more efficient in the long run.

Source www.mayoclinic.com
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Working with baby boomers

• Play the game. Workplace politics are a fact of
  life. As a generation Xer, you may be completely
  turned off by politics, but sometimes, you've
  just got to play the game. Baby boomers are
  diplomatic and particularly adept at navigating
  politically charged environments.
• Learn the corporate history. Unless you've been
  with a company since its inception, know that
  plenty of things transpired at the organization
  long before you set foot in the door. Find out
  what's gone right and what's gone wrong in the
  past especially the lessons learned over the
  years. Nothing rankles a baby boomer more than a
  new employee who breezes in and wants to change
  things, with seemingly no thought given to what's
  gone on before.

Source www.mayoclinic.com
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Working with generation Xers

• Get to the point. Avoid corporate jargon,
  buzzwords and cliches that obscure what you're
  really trying to say. State your objectives
  clearly when communicating with generation Xers.
• Use e-mail. Take advantage of technology in your
  correspondence with a generation Xer. Save
  meetings for issues which require face-to-face
  communication, and use e-mail when the matter can
  be handled via a well-worded, concise written
  message.
• Give them space. Don't micromanage generation
  Xers. Generation Xers crave autonomy. Give them
  direction and then allow them to figure out the
  best way to get results.

Source www.mayoclinic.com
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Working with generation Xers

• Get over the notion of dues paying. As a baby
  boomer, you worked 60 hours a week to get ahead.
  Maybe you started at ground level and worked your
  way up in a company. You think members of younger
  generations ought to do the same. But generation
  X which values a healthy work-life balance
  typically isn't spending that many hours in the
  office. And they're getting ahead anyway.
• Lighten up. Remind yourself that it's OK for work
  to be fun. Generation Xers tend to think you're
  too intense and set in your ways.

Source www.mayoclinic.com
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Working with millenials

• Challenge them. Millennials want to work on
  things that really matter. Offer more
  responsibility as a reward for their
  accomplishments.
• Ask them their opinion. Millennials love to
  collaborate and be team players. They respond
  less enthusiastically to a dictatorial
  chain-of-command style of management.
• Find them a mentor. Millennials have an affinity
  and great respect for traditionalists. Establish
  mentor-mentee relationships between these two
  groups, and both parties will benefit.
• Provide timely feedback. Millennials are used to
  getting feedback instantaneously at the touch
  of a button. In the workplace, they expect
  frequent, worthwhile feedback.

Source www.mayoclinic.com
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• "If I could construct the next CEO of CNA
• Boldly courageous, big dreams, a revolutionary as
  well as an evolutionary, risk-taker, macro-leader
• Able to attract and retain followers through a
  tough journey
• Anchored in multiple generations
• Able to let come by letting go including
  letting go of structures, people, traditions
  (e.g. week-long board meetings)
• Puts a strong management team in place
• More traditional organizations like CNA and CMA
  (and any having a regulatory function) are very
  different from places like CPRN or Microsoft.
  Such organizations need CEOs who are able to
  respectfully but assertively make great burgers
  out of sacred cows

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• Life Lessons

Creativity is thinking up new things. Innovation
is doing new things. Theodore Levitt
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Great leadership or lack of it may have
everything or nothing to do with any given
outcome.
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• People are
• not your most
• important asset.

The right people are. Collins, 2005
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You may know the right thing. But do you have the
discipline to do the right thing?
And equally important, tostop doing the wrong
things?Collins, Good to Great, 2005
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The central product of the health system is care
human caring is a key output.
Its not enough to understand it only from books.
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Moving up and out of flat fatalism

• The transcendental precepts
• Be attentive

Leadership
Be intelligent
Be reasonable
Be responsible
Margaret Visser Beyond Fate, 2002
Be in love
Bernard J.F. Lonergan, S.J.
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