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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
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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 • 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
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?
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!”
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”
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?
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
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
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
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
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
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
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
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
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
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?”
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)
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!