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Preparing for Unexpected Opportunities & Challenges: Defining the Elements of "Everyday Leadership" Remarks by Janice R. Lachance, Board Member, The Center for Association Leadership & Chief Executive Officer, |
Thank you for that very kind introduction. It is a pleasure to be with you this morning....and I appreciate this opportunity to speak with you.
As a member of the board of directors of The Center for Association Leadership...I am involved on a daily basis in identifying...analyzing... and coaching those qualities...traits and practices of leadership that are indispensable to the successful management of any association.
In my role as Chief Executive Officer of the Special Libraries Association (SLA)...an association of more than 11-thousand librarians and information professionals on six continents...I have the opportunity to test my principles and philosophies of leadership and management every day. And... I even get paid to do it.
As I am sure you know...there is no shortage of opinion on the subject of leadership. The Irish Playwright...George Bernard Shaw...once observed...'If all economists were laid end to end...they would not reach a conclusion.' I wonder what Mr. Shaw might have said about the seemingly inexhaustible commentary on leadership in the 21st Century?
When I was preparing these remarks...I did what any self-respecting speaker does before giving a speech...I did a cursory online search of the subject. And what did I find? I found 138-million references to leadership...138 MILLION!
I have a confession to make, however. I did not read them all.
With so much interest in corporate and association leadership...is it any wonder that today's lecture circuit is crowded with former politicians...military officers...business executives...and coaches of sports teams willing...for a fee... to tell us what it takes to be a successful leader?
While I may not have led a professional sports team to a world championship...handled logistics for the invasion of a foreign country ...or engineered a hundred billion-dollar takeover of a world-wide corporate enterprise...I do believe I know a thing or two about leadership.
I had the honor of serving U.S. President Bill Clinton as his Director of the Office of Personnel Management where I led the U.S. Government's human resources agency with 3,700 employees and a budget of 27 billion dollars. And...I am proud of the fact that while I was there...we modernized the agency...turning it from a command and control central agency into a more innovative...flexible...and entrepreneurial human resources management organization serving nearly two million civil service employees.
As challenging as this position was...I believe that managing an association...as many of you do...requires every bit as much leadership savvy and expertise as managing a large agency of government.
I know that successful leadership is not as easy as many of the references online would have us believe. I also know association executives demonstrate leadership each-and-every day in the pursuit of value for their members. And...I know that leadership is largely the result of preparation and a willingness to seek out opportunities or to make the most of them when they arise.
ASAE and The Center for Association Leadership is dedicated to understanding the dynamics of leadership and communicating them in ways that are not only understandable but actionable.
The older I get...the more convinced I become ...that simplicity is often the predicate to wisdom. In other words...ideas with the greatest value are often those that appear to be the easiest to understand or are the most self-evident. The more simple the idea...the greater its inherent truth.
For this reason...I was particularly impressed with the thinking of Marcus Buckingham in his book...The One Thing You Need to Know.
A bestselling author... and leadership and management consultant...Buckingham argues that clarity...not passion...intellect...or oratory...is the essence of leadership.
He asks this of leaders...'Show us clearly whom we should seek to serve, show us where our core strength lies, show us which score we should focus on and which actions must be taken today and we will reward you by working our hearts out to make our better future come true.'
Buckingham's approach to leadership lies in the inherent virtue of self-interest. If you explain what is in it for me...and what I must have to be successful...I will gladly let you lead.
He also makes the point that even though a leader is keenly aware of all that is going on around her or him...an effective leader identifies a single truth or purpose...and focuses the energies of the company or organization on that truth.
This...by the way...is similar to the theme authors Jim Collins and Jerry Porras mined successfully in their widely acclaimed international best seller... Built to Last.
But in an interview with Buckingham in ASAE and The Center's Executive Update Magazine... he made this point even clearer.
'If you're trying to lead,' he said, 'you're trying to get people to work really passionately and confidently toward building a better future, so your challenge as a leader is to be the person who gives people that confidence. The only reason I emphasize clarity so much'... Buckingham said... 'is because clarity breeds confidence.'
'Clarity breeds confidence.' A very simple idea about leadership that encompasses a very powerful truth.
Much has been written and said in recent years about the chasm that exists between generations in the workplace today.
Another interesting approach to leadership...one that addresses this tricky multi-generational problem....is outlined in a fascinating book from a few years ago called Geeks and Geezers: How Era, Values and Defining Moments Shape Leaders.
In this book by Warren Bennis and Robert Thomas...the authors attempt to explain how leaders can influence and motivate employees at opposite ends of the age spectrum.
According to the authors...'Geezers' are those who grew up in the era that included World War Two...and the Cold War...and were symbolized by the so-called 'company man.' This was an employee who spent most or all of his career at one company in an often rigid, command and control business environment.
The 'Geeks' on the other hand...are defined as young people who came of age at the end of the last millennium...and whose life experiences have been shaped as much by terrorism...globalization and technology...as anything else. To a Geek...the idea of spending one's entire career...let alone more than a couple of years in a single company or occupation...is nearly unfathomable.
For associations and corporations seeking to accommodate the knowledge and experience of older workers while tapping into the energy...passion...and tech savvy of younger workers...this can be an enormous challenge of leadership.
As a result...Bennis and Thomas argue that organizations must understand the 'intense, transformational experiences' that shape workers and help make them wiser.
And they must appreciate the fact that both younger and older workers have a strong thirst for knowledge and, surprisingly, that both groups learn best in 'unstructured settings.'
Simply put...the challenge of leadership in a multi-generational environment is to ensure that everyone understands the organization's mission and is committed to
it, while...at the same time... maintaining the flexibility required to adapt to the changing needs of these younger and older workers.
While it may seem sometimes that distilling the essential elements of leadership is the province primarily of authors...consultants and lecturers....institutions of higher education also are playing an important role in identifying the essentials of leadership.
MBA programs... such as those at the University of Pennsylvania's Wharton School of Business...the Tuck School of Business at Dartmouth...and at the INSEAD (IN-see-add) School of Business ...just to name a few...offer a variety of programs specifically related to the subject of leadership.
Interestingly...INSEAD a few years ago attempted to identify new competencies that would be required of current and aspiring leaders. At the top of the list was a new emphasis on an old skill....negotiation.
Also high on the list of competencies for future leaders were cross-cultural skills that will help these leaders integrate multiple points of view and operate more globally...giving them a better understanding of customs...behaviors...and cultural idiosyncrasies of disparate markets throughout the world.
These and other programs will continue to play a critical role in preparing the next generation of corporate and association leaders. And...it is probably fair to say there will continue to be as many points of view on leadership as there are apostles preaching its value.
Some of this discussion will likely be completely theoretical...but much of it will not be.
I would like to take the next few minutes to talk about some very real changes taking place in the information profession and why I believe that practical leadership skills...what I call 'Everyday Leadership Skills' will help SLA members navigate this storm.
Even though I will be discussing challenges specific to my association's members...I suspect many of you and your members also may be facing challenges that are as tumultuous and severe in the future. You and they may benefit from this everyday leadership advice.
I do not think there is anyone in this room who would not agree that we live in a time of extraordinary change.
The global economy...spurred on by rapid advances in communications and information technology...is changing the way companies and associations do business and transforming entire industries virtually overnight.
And...I can tell you...it is having a direct impact on the way librarians and information professionals...SLA's members...do their jobs acquiring...analyzing... and managing data and information for governments, corporations and non-profit organizations.
Let me share a few interesting statistics with you.
Of the more than 6 billion inhabitants of the planet...nearly 20 percent use the Internet. China's Internet population alone grew by nearly a third last year.
And consider this... while there were only about ten thousand Web sites in 1994...today that number is estimated at about one hundred million.
Of the trends we have seen in recent years...one of the most notable and persistent...particularly in Europe and North America... has been the trend toward redefining what it means to be an information professional or special librarian within an enterprise. Advances in technology have made the skills of librarians and information professionals as portable and mobile as the societies in which they live.
As a result...librarians and info pros are no longer defined simply by the physical spaces they occupy...a library or information center...but rather by the professional competencies they demonstrate and the expertise they provide.
This change has come at price...however. We have seen many jobs lost...and many libraries or information centers closed. We have also seen a growth in the perception that all the information an enterprise requires is available at little or no cost through generally available search engines designed primarily for personal use.
Nothing could be further from the truth. Info pros provide context for information and authenticate its value. They know what good information looks like. They are trained and equipped to play an essential intelligence role in all aspects of strategic decision making.
Fortunately...there are strategies for everyday leadership that will not only help our members adapt to these dramatic changes in the information marketplace but actually thrive as a result of new opportunities that may be afforded them. And I think the same may be true for yourselves and your members as well.
Even if the winds of change are not immediately threatening your membership or your industry...I believe the strategies I discuss with you today could help position you and your members for greater responsibility and...perhaps...greater success in the future.
There is a saying in the United States that the future belongs to the young. I disagree. I believe the future belongs to those who are prepared for it and know exactly what they want to achieve in it.
The successful information professional of the future and...dare I say...the successful corporate or association executive of the future... will have to be flexible and well-grounded in everything from financial business practices ...to information technology...and from supervisory management... to marketing.
The ability of all of us to succeed in the future may well depend in large measure on our ability to redefine our roles as often as necessary to meet the rapidly changing needs of the organizations and industries we serve. It will require ability and commitment... but...most of all...it will require a change in the way we think about ourselves.
We must make ourselves indispensable to the well-being of our organizations. In order to perform at this level...however...we will not only have to possess solid professional credentials ... competencies... and experience...we will also have to view our roles in non-traditional ways.
And...we will have to take more risks than we are used to.
Most people do not embrace change naturally. Most of us tend to appreciate the familiar...and we value safety and security. I know I do.
Sometimes... though...change is the only option we have to get what we really want. In some instances...the change required of us may be very small. All we have to do to be successful is look at things a little differently. Other times...more may be required of us.
And what may be required of us is a flexibility born of leadership skills developed and honed in our everyday professional lives.
In addition to the contributions clarity and purpose make to strong leadership...as Messieurs Buckingham, and Bennis and Thomas advocate articulately...I would say there are four characteristics everyday leaders must possess. These are; a willingness to take risk...an appreciation for the value of continued, life-long learning...the ability to think strategically...and the courage to be viewed as an agent of change.
When I say risk...I am not talking about the kind of risk associated with something like base-jumping...parachuting off of tall buildings. I am talking about calculated risk intended to accomplish a specific objective.
For example...instead of simply adapting to the business culture in which we find ourselves...we must seek to leverage the culture of our organizations to our advantage and to the advantage of our employers.
No one can explain the value you provide to your organization better than you. You may not...however... consider yourself a natural self-promoter. I respectfully suggest you learn to become one.
No matter what industry you work in today...it is imperative that you be noticed and appreciated by senior management for the contributions you make. If you are not perceived as a significant contributor to your organization's strategic decision making...and financial success...you are likely to be seen as overhead. And we all know what happens to overhead.
In today's competitive environment... you must make your strategic contributions known. There is more than enough research available today to support whatever argument you want to make about your contribution to your organization's bottom line.
In the case of information professionals, for example, Outsell...a worldwide research firm that provides data and advice to publishers and information providers....recently reported that respondents to a survey conducted a year ago save an average of nine hours on information-related tasks every time they initiate a meaningful request from their corporate library or information center.
Based on Outsell's calculations...these nine hours amount to a savings of nearly one thousand four hundred Euros in direct costs.
That is about fourteen hundred Euros that go right to the bottom line every time a respondent seeks meaningful answers from a librarian or info pro.
As significant as this type of research may be...it only tells part of the story. The value you add to the quality of strategic decision-making or to the avoidance of risk at your organization may be incalculable...but it is... nonetheless...real.
And I encourage you to make known the more strategic contributions you make to your organization's high-profile successes...such as an advocacy campaign or the development of a strategic partnership.
If you do not tell this story...no one else will. And... if this means being creative or taking risks to get in front of senior managers...that is what we must do.
Early in my career...I had a boss who was usually in his office around 7:30 in the morning. I made a point of being in by 8:00 so I could talk to him when he was not distracted by 20 other things. More importantly...it gave me a chance to tell him what I was working on AND...indirectly...how important I was to the organization.
No matter the position you hold in your organization...it is imperative you create opportunities to make the case for the value you provide. We must all find imaginative ways to communicate with key executives or board members every chance we get ...and make the most of it when we do.
We must also make a point of compiling documentary evidence... such as... testimonials... letters of commendation...or even notes or emails of appreciation from internal or external customers who have benefited from our efforts.
As we say in the United States...the proof is in the pudding. In this case...however...you could say the proof is in the written record.
As part of everyday leadership...I believe we must all be willing to assume more responsibility. The best performers in any organization are those who solve problems and those who look for problems to solve.
You must look at yourselves as problem solvers... and...when they think you can help...volunteer your expertise or counsel even if it is not in your job description or portfolio. Believe me...it will get you noticed.
And finally...when you see opportunities for advancement in your organization...seize on them.
Even if there is no formal job...but you can identify something that should be done...think about whether you can do it. This is the type of behavior that can make you indispensable in the competitive climate of business today.
I know it is a cliché...but...no matter what you do or where you work...you should always be prepared for the unexpected and be ready to identify opportunities resulting from it. This will ensure you maximum flexibility in your career...and...like it or not...you never know when you might benefit from this type of flexibility.
Another way to ensure yourself of flexibility in your career is through continued learning and professional development.
By continuously expanding our skills and knowledge base...we position ourselves to take advantage of unexpected opportunities.
As I mentioned earlier...the speed of technological change in the information industry and in society as a whole is accelerating and the expectations of all of us to understand technology are growing.
You may never be expected to program code...but you better have a pretty good working knowledge of social networking and the roles blogs... wikis... podcasts... and virtual worlds play in Business 2.0. While a fair amount of this information is available on the job...it behooves each of us to consciously seek ways to enhance our expertise in all facets of our careers.
This is the primary reason SLA has made a significant commitment to the continued development of our Click University that offers a wide variety of online and classroom- oriented instruction to members.
We recognize we must provide our members with the very best professional education possible in ways that are easily accessible and affordable.
There has been an explosion in distance learning in the past few years...and we can expect still more growth as a result of the burgeoning information economy. Online enrollments in the United States have continued to grow at rates far in excess of the total higher education student population.
Reportedly...nearly three and a half million students were taking at least one online course during the fall 2006 term.
That was a nearly 10 percent increase over the number reported the year before.
Finally...to ensure ourselves of as much opportunity as possible in our careers...I urge all of you to adopt the strategic mindset of a senior executive. A colleague once told me that while she is not a CEO...she regularly asks herself... "What would I do if I WERE the CEO?"
Why is this an important question for all of us?
It helps us focus on the big picture. It is said that one of the most important qualities a CEO must possess is the ability to anticipate what will happen next. I agree with that completely.
Unfortunately...some CEOs are rather myopic when it comes to looking at the future. As a result...they adopt strategies that may appear comfortable and safe when what their organizations really need are strategies that are bold and can stand the test of time.
Futurist and author Andy Hines makes this point when he says, 'Developing a strategy based on, and solely aimed at, the short term provides the comfort of a sharp, narrow focus, but it runs the risk of missing critical trends and developments that a strategy based on foresight is more likely to catch.'
In order for a CEO to anticipate what will happen next...she or he must have a broad, comprehensive understanding of her or his organization's operating position today. At the same time...a CEO must keep a clear, unobstructed focus on the organization's goals and objectives for tomorrow.
A good CEO is always thinking about the whole as a sum of its parts. I believe that is very good advice for each-and- every one of us.
Executive coach and author Stephen Robbins says... 'Executives think about making the entire business succeed... not just their own domain.'
One of the strategies we should employ to gain a better understanding of our organization's overall strategy is to forge alliances or partnerships inside our organizations with those who are leaders or natural allies. We should seek to develop relationships with leaders and agents of change throughout our organizations who will, in turn, champion our work.
This will help us understand more clearly the priorities of the enterprise... and help reinforce perceptions of our value throughout our organizations.
Developing alliances or relationships with those who may not be in our immediate field of vision today could very well be in the best interest of the organization overall. It could also help bring us and our accomplishments to the attention of important decision-makers throughout the enterprise.
If each of us understands our part in the broad strategic objectives of our organizations...I believe we will not only be more effective in our present positions...we will be in a much better position to seize on opportunities that may arise unexpectedly, anywhere at anytime.
Finally...I think it is absolutely essential that you are not only are able to lead...but are willing to lead change inside your organization.
And this brings us back to our original question. What does it mean to be a leader?
I have always appreciated the sentiment described by the Japanese word 'Kaizen.' As I understand its meaning....it is a continuing quest to do better. In my view...that is the role of a change agent. That is the role of a leader.
If I were asked to sum up the word 'leadership' in one word...I would most likely say...'preparation.' If you are prepared to think strategically like a Chief Executive Officer...understand and employ sophisticated information technology like a Chief Technology Officer...and implement positive and transformative change like a Chief Operating Officer...there is no reason you should not be able to enhance...and even ignite...your careers and the industries in which you work.
That is why I believe so strongly that if you are willing to assume a measure of risk...always keep learning...think strategically about the big picture...and have the courage to be an agent of change...you and your members will be ready to meet any and all challenges with everyday leadership ...and become the very best leaders possible in the 21st century.
Thank you very much.
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