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Developing Leaders Around You: Getting young AAOS fellows involved in their state orthopaedic societies American Academy of Orthopaedic Surgeons State.

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Presentation on theme: "Developing Leaders Around You: Getting young AAOS fellows involved in their state orthopaedic societies American Academy of Orthopaedic Surgeons State."— 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 n Generations At Work – Zemke, Raines, and Filipczak n The 21 Irrefutable Laws of Leadership – John C. Maxwell n Developing the Leaders Around You – John C. Maxwell n The Leadership Secrets of Colin Powell – Oren Harari

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

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

5 Generations at Work n Veterans (b ) – Brokaws Greatest Generation – influenced by WWII and depression – founded and joined civic and professional organizations n Baby Boomers (b ) – influenced by Viet Nam and the civil rights movement – live to work

6 Generations at Work n Gen Xers (b ) – 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 Leaders Toughest Challenge Creating a Climate for Potential Leaders – Toughest part - culture change within society n active recruitment vs passive acceptance – Provide opportunities for growth n state society before all else – Provide the potential leader with a mentor n cross-generation networking – Spend more time on the farm team than the free agents

8 The Leaders Primary Responsibility Identifying Potential Leaders – deep pool of talent – dont view them as all being the same n strengths and weaknesses (advanced degrees, legislative connections) – work horses vs show horses – Remember! New members want to be called upon for help

9 The Leaders 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 Leaders Crucial Task n 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 T rust them

11 The Leaders Daily Requirement n Preparing Potential Leaders – equipping vs training – Mentoring program n one-on-one relationship n more than simply offering advice n geographic vs specialty – Monitor n touching base

12 The Leaders Commitment n 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 persons life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Vince Lombardi

13 The Leaders Commitment n Developing Potential Leaders – 3 questions n What do they want? n Do they have a way of getting what they want? n Will they be rewarded if successful

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

15 The Leaders Greatest Joy n 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 n Delegation of responsibility

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

17 The Leaders Lasting Contribution n Reproducing Generations of New Leaders – leaders are developed not born – orthopaedics is only as strong as its state societies collectively – Gen Xers are followed by Nexters (b ) n good scouts n civic-minded n most affinity with the Veterans (b )

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


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