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 2 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?

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 3 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

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 4 An Agenda for Our Time Together 8:30 Getting Started A few questions Case discussion 9:30 A Few Frameworks 11:00 Personal Application

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 5 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

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 6 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.”

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 7 Your Leadership Legacy: Ten Things I Hope About You 1. Execute flawlessly 2. Think strategically 3. Formulate and articulate persuasive “business” cases 4. Behave with scrupulous neutrality on the entity’s behalf 5. Build trust on three levels – I 6. Build trust on three levels – II 7. Build trust on three levels – III 8. Understand your potential legacy 9. Play high on the leadership legacy ladder 10. Help others build their best legacies Competence (1-3), Character (4-7), Continuity (8-10)

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 8 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

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 9 The Individual Trust Equation T = C + R + I S = trust = credibility = reliability = intimacy = self-interest Where T C R I S Source: The Trusted Advisor

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 10 (A1 + A2 + A3) X (A4 + A5) R T = A1= Aspirations A2= Abilities A3= Actions A4= Articulation A5= Alignment R = Resistance Where The Organizational Trust Equation Source: The Trusted Leader

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 11 Your Leadership Legacy What others (peers, colleagues, employees and other constituencies) take away on an enduring basis as a result of having worked with you.

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 12 Your Leadership Legacy

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 13 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

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 14 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

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 15 Sought out as therapist Grounded; “objective perspective” Wise One Puts people into roles; gets them promoted Talent spotter People Mover Quest for the “right” answer Fairness; justice Truth Seeker Builder of the newVisionary; restless Builder/Creator Breaks ground without breaking glass Flexibility; savoir faire Ambassador Spokesperson; champion Principled; passionate Advocate Self-identifiersCharacteristicsRole Six Legacy Roles: A Closer Look

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 16 The Leadership Legacy Ladder Trust Inspiration Rationality Influence Persuasion Coercion Force Fear Voluntary Commitment Need for Policing Low High

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 17 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

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 19 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?

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 20 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

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 21 A Final Thought “What will you do with your one wild and precious life?” - Mary Oliver

Copyright 2007, Robert Galford, Center for Executive Development. All Rights Reserved 22 Thank You!