I heard several graduation speeches at the University of Michigan a week ago. While the words were directed at the graduating classes, their wisdom went beyond the seniors.
One dean noted that.the four-year journey isn’t only discovering what area of learning most interests you, but more importantly, who you want to become? What do you want to create? What are you good at? What are your values? And his charge to the class, stay curious and become more self-aware about your life’s role, whatever that becomes.
I thought how this learning curve applies in most job responsibilities but especially leaders of organizations such as credit union CEO’s. How many achieve this position of final organizational accountability and then stop learning? The ascendency is itself was the goal, the payoff.
The CEO Short Timers
An example is a CEO transition failure at Cornerstone FCU which resulted in a merger in just over a year after the Chairman stepped down to become CEO. This $110 million, community-based operation in Carlisle, PA had become a difference maker in all areas of community life under the long-term leadership of CEO David Keffer. A transition plan and internal succession in place. But the Chair decided he wanted the job only to discover he couldn’t handle it. Within in a year he was reaching out to merge.
CEO’s who achieve the leadership role and stop learning about their own strengths and weaknesses will sooner or later seek a way out. In credit unions, mergers are a preferred escape route. Review the Vermont State Employees merger for a case in point.
What Can Be Done?
Personal ambition that overreaches a person’s abilities is not a new leadership issue. But among the many possible antidotes, I believe one idea might help open eyes as these leadership transitions occur. For ultimately these transition failures are examples of character shortcomings.
In American life, the guardians of our values are coaches, teachers, parents, religious and community leaders. In this arena of moral examples are cooperative volunteers. Their decisions and actions set the circumstances in which leaders are selected and overseen.
If these carriers of our culture’s values fail whether it be in school, civic leadership or volunteer roles, can the organizations succeed in their public purpose?
While the press and other sources of accountability can call out shortcomings for action, the leaders must still respond.
Living in a moment when “public service” is a grift not a calling, leadership will require an extra effort of courage and conduct, if the best of our intentions and society’s possibilities are to be realized. It is sometimes a lonely role, but an example never forgotten.