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work to connect, collaborate, communicate, and achieve as much Troughout much of the 20th century colleges and universities
clarity as possible on the major issues raised by Gallup’s research. operated in a relatively stable and predictable environment.
Invest in Developing Leadership Talent. Te public sector Yes, there were challenges, including the pressure to scale-up
(non-government) is known for underinvesting in talent. From and “massify” educational options and opportunities, the need
lower compensation to lack of training, the pursuit of minimal to respond to the growing demands of an increasingly diverse
overhead has ofen resulted in insufcient spending on human student base, adapt curriculum to multiple intellects and
capital. According to a recent study involving the nonproft learning styles, and struggle to contain costs in an environment
sector based on 2011 reporting data (Kapila, 2014), the $400 where upgrades to aging physical plants and delivery systems
million spent on leadership development represented only .03% begged for signifcantly more investment—just to name a few.
But, as Bob Johansen suggests in Leaders
Make the Future, in a time of accelerating
“Great leaders share themselves and disruptive change, “traditional” leadership
skills may not be enough (Johansen, 2012).
what they’ve learned.” –John Maxwell Te 21st century ofers a number of unique

challenges to virtually every industry,
including post-secondary education.
of an estimated $1.5 trillion in total annual spending. Tis Te formula for success is hard but knowable. Author Nick
equates to per-person spending of $29 in the nonproft sector Petrie, Center for Creative Leadership, surmises in his recent
compared to $120 in the private sector. But it is not just about white paper on leadership development, Future Trends in
money; it is about the investment of time. Since so much of Leadership Development, that there are four major trends that
what we end up knowing about the “art” of leadership is learned should be noted.
from experience, it is vital that we beneft from the leadership First, focus on vertical development. While enhancing one’s
experiences of others. One of the classic activities the Chair skill set for today’s job is important, the real challenge is to
Academy invites program participants to engage in on the very equip leaders for the opportunities that lay ahead. Again, it is
frst day of a leadership program involves having them line up that notion that you “can’t grow a tree if you don’t frst plant a
in a circle beginning with the person seed.” But for that seed to reach maturity it must be nurtured
who represents the least amount of post- and seasoned; needs and challenges must be anticipated not
secondary education experience and just in the time and space that is today, but as we imagine
ending with the person who claims the tomorrow to be.
most years of experience. Participants
then pair of and have a focused conversation about their Second, transfer greater responsibility for development
unique perspectives of leadership. It is important to note that to the individual. Te notion is that we develop fastest when
the purpose of the activity is not to single out the subject matter we feel responsible for our own progress. Daniel Pink, author
experts in the room, or to in any way undervalue the leadership and creative thinker, suggests we have a natural desire to learn
talent of a newcomer. We simply seek to acknowledge that we and grow; as such, all we need is the encouragement and the
each have a perspective worth valuing and invite participants to opportunity to do so (Pink, 2011).
share freely about their personal perspectives and experiences Third, put greater focus on collective leadership. Te age of
with one another. Te organizations that embrace this concept the leader-hero may be well past its prime. Limiting leadership
build good mentoring and coaching programs that support development to a select few is an elitist strategy that is fraught
and sustain the leadership journey. Tey typically subscribe to with risk. Te new paradigm recognizes that leadership is a
providing constructive feedback on a routine basis and invite, if collective process spread among multiple networks of people
not insist, on the development of a career plan that looks toward throughout an entire organization.
the future and leverages the best we have to ofer. Fourth, emphasize innovation in leader development
Risk, Reward, and Refect. Tere is no progress without methods. Joel Barker, world renowned speaker and futurist,
accepting some measure of risk. If you want to increase initiative invites disciples of his “Implications Wheel” program to engage
and innovation, you have to encourage and embrace failure in actions and behaviors that will lead to fnding the future faster
as well as success. A culture and then leverage big data and develop the focused strategies to
that punishes less-than-ideal seize the day—before it seizes you (Barker, 2014).
risk-related outcomes will stife In over 22 years of leadership development, the Chair Academy
both initiative and innovation. has evolved its programs to deal with the new realities
Prevailing in the face of pervasive confronting organizations today and as
uncertainty, intense competition, far as we can see into the future. Working
and constant change requires with individuals, institutions, states, and
organizations to be nimble and provinces across the globe, the training
innovative. An innovative and programs that have been newly developed
high-initiative culture helps an
organization respond better to signals. It can better exploit address the vital skills and abilities
needed for today as well as work to equip
opportunities, get new products and services in place more participants with the knowledge and foresight necessary to excel
quickly, and more ofen secure market share.
in the world that is yet to be revealed to us.

22 LEADERSHIP Vol. 20.2 Fall 2014

Client: The Chair Academy Job: CHAIRAcademy_Journal_20.2 fall 2014
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