1 / 18

Developing Leaders Around You:

Developing Leaders Around You:. Getting young AAOS fellows involved in their state orthopaedic societies American Academy of Orthopaedic Surgeons State Orthopaedic Societies November 16, 2003. Reading Sources. Generations At Work Zemke, Raines, and Filipczak

alta
Download Presentation

Developing Leaders Around You:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Developing Leaders Around You: Getting young AAOS fellows involved in their state orthopaedic societies American Academy of Orthopaedic Surgeons State Orthopaedic Societies November 16, 2003

  2. Reading Sources • Generations At Work • Zemke, Raines, and Filipczak • The 21 Irrefutable Laws of Leadership • John C. Maxwell • Developing the Leaders Around You • John C. Maxwell • The Leadership Secrets of Colin Powell • Oren Harari

  3. The Leader’s Key Question: • Am I raising up potential leaders? • Do I want to gain more followers or more leaders? • Do I have a game plan? • Do young fellows sense “value” with their state society? • Do I know what new members want from the state society?

  4. Challenges for Recruiting New Fellows • Competition from specialty societies • Increased work-time demands for most new fellows • Family committments • Generational differences: • Gen Xers • “I want a life!”

  5. Generations at Work • Veterans (b. 1922-1943) • Brokaw’s “Greatest Generation” • influenced by WWII and depression • founded and joined civic and professional organizations • Baby Boomers (b. 1943-1965) • influenced by Viet Nam and the civil rights movement • “live to work”

  6. Generations at Work • Gen Xers (b. 1965-1980) • influenced by computers, Glasnost, and AIDS • technologically adept • seek “balance” in the their lives • not slackers Question ? How to make the State Orthopaedic society relevant to this next generation?

  7. The Leader’s Toughest Challenge Creating a Climate for Potential Leaders • Toughest part - culture change within society • active recruitment vs passive acceptance • Provide opportunities for growth • “state society before all else” • Provide the potential leader with a mentor • cross-generation networking • Spend more time on the “farm team” than the free agents

  8. The Leader’s Primary Responsibility Identifying Potential Leaders • deep pool of talent • don’t view them as all being the same • strengths and weaknesses (advanced degrees, legislative connections) • work horses vs show horses • Remember! New members want to be called upon for help

  9. The Leader’s Primary Responsibility Identifying Potential Leaders • Character • Positive attitude • People skills • Proven track record • Confidence • Self-discipline • Communication skills • Discontent with the status quo

  10. The Leader’s Crucial Task • Nurturing Potential Leaders BEST Technique B elieve in them people believe in those that believe in them E ncourage them mentoring program S hare with them communication with young fellows is key newsletters and e-mail T rust them

  11. The Leader’s Daily Requirement • Preparing Potential Leaders • equipping vs training • Mentoring program • one-on-one relationship • more than simply offering advice • geographic vs specialty • Monitor • touching base

  12. The Leader’s Commitment • Developing Potential Leaders • After identifying, nurturing and equipping the young fellow comes the hard part! • Development within the society should be individualized “The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.” Vince Lombardi

  13. The Leader’s Commitment • Developing Potential Leaders • 3 questions • What do they want? • Do they have a way of getting what they want? • Will they be rewarded if successful

  14. The Leader’s Highest Return • Creating a “dream team” of Young Leaders • a “team” is more than a group of people • Inter- and intra-generational networking • Great teams: • grow together • allow for special roles for each member • has an effective bench • put the team above the individual

  15. The Leader’s Greatest Joy • A coach of a “dream team” of young leaders: • chooses players well and rewards productivity • frequently communicates the game plan • takes time to huddle • recognizes individual strengths and needs • provides support • Delegation of responsibility

  16. The Leader’s Finest Hour • Realizing Value from Leaders • recruit the young by sustaining the old • value must be seen across generations • Vision and Mission • “Why should I join?” • “What do you guys do?” • “Is the state society necessary, anyway?”

  17. The Leader’s Lasting Contribution • Reproducing Generations of New Leaders • leaders are developed not born • orthopaedics is only as strong as it’s state societies collectively • Gen Xers are followed by Nexters (b.1980- ) • “good scouts” • civic-minded • most affinity with the Veterans (b.1922-1943)

  18. Conclusion • Develop young leaders not young followers • Keep cross-generation issues in mind • Actively recruit new members • Work on retention, not just recruitment • Consider a mentoring program at the state level • Delegate authority to young members • Think big!

More Related