copyright 2007, robert galford, center for executive development. all rights reserved your...

Copyright 2007, Robert Galford, Center for Executive Development.

All Rights Reserved

Your Leadership Legacy

Robert Galford

Center for Executive Development

March 2007

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved

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The Challenge for Leaders at Senior-most Levels

• What does “personal development” mean for

individuals at your level?

– Is “doing “more of the same”, maybe a little

better, and perhaps at a variable pace, all

that’s left?

• How do we balance our lives and our time?


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Senior Executive Responsibilities…

Organizational

Ensuring Organizational Vitality

Developing A Community of Future Leaders

Individual

Identifying and Modeling Appropriate Personal Attributes& Behaviors

Consciously Planning One’s Legacy


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An Agenda for Our Time Together

• 8:30 Getting Started• A few questions• Case discussion

• 9:30 A Few Frameworks

• 11:00 Personal Application


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Your Own Legacy: A Start-Up Question

How much have you thought about this?

A. A whole lot

B. Every so often; occasionally

C. Only rarely


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Your Own Legacy: A Follow-Up Question

If you answered “B” or “C,” was it because:

A.“I already have an idea of what it will be.”

B. “I don’t think about it much… there are more pressing demands on my time.”

C. “I think it may be hard to pinpoint, or may be too big a topic, or maybe even a little scary.”


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Your Leadership Legacy:Ten Things I Hope About You

1. Execute flawlessly2. Think strategically3. Formulate and articulate persuasive “business” cases4. Behave with scrupulous neutrality on the entity’s behalf5. Build trust on three levels – I6. Build trust on three levels – II7. Build trust on three levels – III8. Understand your potential legacy9. Play high on the leadership legacy ladder10. Help others build their best legacies

Competence (1-3), Character (4-7), Continuity (8-10)


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Three Types of Trust

• Strategic Trust…that your organization is doing the right things

– goals and strategies

• Organizational Trust…the way things are being done

– processes and decision making

• Individual Trust…the people leading the organization


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The Individual Trust Equation

T = C + R + I

S

= trust= credibility= reliability= intimacy= self-interest

Where TCR IS

Source: The Trusted Advisor


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(A1 + A2 + A3) X (A4 + A5)R

T =

A1 = AspirationsA2 = AbilitiesA3 = ActionsA4 = ArticulationA5 = AlignmentR = Resistance

Where

The Organizational Trust Equation

Source: The Trusted Leader


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What others (peers, colleagues, employees and other constituencies)

take away on an enduring basis as a result of having worked with you.


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Building a Legacy

• Assessing one’s impact

• Identifying one’s legacy role(s)

• Gaining the perspective of others

– Is it really OK to talk about it?

• Putting legacy into practice


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Where (and How) Your Legacy Is Formed

• It’s already underway:– “The last ten people” test…

• Plans going-in vs. impressions going out:– The “walking-in” agenda– What you want people to take away

• Tangible measures:– Stop– Start– Continue– Learn– Do – Avoid

Three Tactics to Use


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Sought out as therapistGrounded; “objective perspective”

Wise One

Puts people into roles; gets them promoted

Talent spotterPeople Mover

Quest for the “right” answer

Fairness; justiceTruth Seeker

Builder of the newVisionary; restlessBuilder/Creator

Breaks ground without breaking glass

Flexibility; savoir faireAmbassador

Spokesperson; champion

Principled; passionateAdvocate

Self-identifiersCharacteristicsRole

Six Legacy Roles: A Closer Look


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The Leadership Legacy Ladder

Trust

Inspiration

Rationality

Influence

Persuasion

Coercion

Force

Fear

Voluntary Commitment

Nee

d f

or

Po

lici

ng

Low

Low

High

High


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Executive Responsibilities Revisited…

Organizational

Ensuring Organizational Vitality

Developing A Community of Future Leaders

Individual

Identifying and Modeling Appropriate Personal Attributes& Behaviors

Consciously Planning One’s Legacy

Copyright 2007, Robert Galford, Center for Executive Development.

All Rights Reserved

Icebergs: Seven-Eighths Underwater

The “Tip” :

Visible Performance Issues

Not Far Beneath the Surface:

Expanding the Scope

The Deep Blue:

Strategic and Personal Choices


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The Deep Blue: Strategic and Personal Choices

• Strategic Choices:– Is it fundamentally possible to make the impact that I

hope to ?– Are the challenges/requirements to accomplish this

insurmountable or unachievable?

• Personal Choices– Is this how I want to continue my career?– In “Prime Time”, age, profile, etc.– Is there something next, or something greater, or

more exhilarating, or something perhaps less or “differently” frustrating?


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An Almost Final Thought

“Our lives are not exercises

from school that have no relevance.

In fact, they have the ultimate relevance.

Our lives can damage other people;

our lives can heal other people;

our lives can nourish other people,

and our lives can transform other people.

Our lives become the the stars that others steer by, and if we live

them well, the world will change.”

— Barnes Boffey


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A Final Thought

“What will you do with your one wild and precious life?”

- Mary Oliver


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Thank You!

http://www.yourleadershiplegacy.com

Email: [email protected]

copyright 2007, robert galford, center for executive development. all rights reserved your...

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