Becoming CEO
Tomorrow
Thoughts on serendipity,
intergenerational
differences and the
business of leadership
Michael Villeneuve
Scholar-in-Residence
How did you
navigate to
your present
leadership
roles?
The five levels of leadership
5
4
After Collins, 20022007. Five levels
of leadership,
from the Good to
Great study.
3
2
1
Level 5 Executive
Builds enduring greatness through a paradoxical
blend of personal humility and professional will.
Effective Leader
Catalyzes commitment to and vigorous support of a
clear and compelling vision, stimulating higher
performance standards.
Competent Manager
Organizes people and resources toward the effective
and efficient pursuit of pre-determined objectives.
Contributing Team Member
Contributes individual capabilities to the achievement of
group objectives and works effectively with others in a
group setting.
Highly Capable Individual
Makes productive contributions through talent,
knowledge, skills, and good work habits.
Power only tires those
who don't
exercise it.
Be ready
when opportunity comes...
Luck is the time when
preparation and
opportunity
meet.
What tools did you find
useful on your journey?
Are there any gaps in the
tools currently available to
aspiring leaders?
What qualities are needed
in a health system leader?
What is the “leadership”
we are talking about?

Strong leadership
and management
of/for workforces,
teams, and delivery
of services

Strong
leadership of
broader systems
and social
agendas
How do we move past GOGSATT?
Are leaders born or
made?
Life
Lessons
Visionary
Catalyst
Decision-maker
Inspirer
Facilitator
Implementer
Evaluator
Sister Elizabeth M. Davis
LLD, PhD Cand
Surviving
the generations
in schools and workplaces
Working with traditionalists




Honor the chain of command. Traditionalists have
respect for authority and they expect it in return.
Offer them job security. Traditionalists value the
legacy they've built with your company.
Value their experience. Use them as a resource to
learn what has — and hasn't — gone right at the
company in the past. Respect the insights they've
gained from years of experience.
Appreciate their dedication. Unlike the other
generations, traditionalists are most likely to have
taken a job and stayed with one company for their
entire careers.
Source: www.mayoclinic.com
Working with baby boomers



Show respect. Acknowledge that you have less
experience and can learn from them. You may be
quite bright, but you can always learn something
new.
Choose face-to-face conversations. Many baby
boomers find e-mail or voice mail too impersonal
and prefer speaking with someone face to face.
Give them your full attention. Multitasking may help
you accomplish a lot during the day. However, if
you're typing away at an e-mail while your baby
boomer colleague is talking to you about a project,
chances are you'll wind up at odds with that
colleague. Giving your full attention at the times it's
needed actually may be more efficient in the long
run.
Source: www.mayoclinic.com
Working with baby boomers


Play the game. Workplace politics are a fact of life.
As a generation Xer, you may be completely turned
off by politics, but sometimes, you've just got to play
the game. Baby boomers are diplomatic and
particularly adept at navigating politically charged
environments.
Learn the corporate history. Unless you've been with
a company since its inception, know that plenty of
things transpired at the organization long before
you set foot in the door. Find out what's gone right
and what's gone wrong in the past — especially the
lessons learned over the years. Nothing rankles a
baby boomer more than a new employee who
breezes in and wants to change things, with
seemingly no thought given to what's gone on
before.
Source: www.mayoclinic.com
Working with generation Xers



Get to the point. Avoid corporate jargon, buzzwords
and cliches that obscure what you're really trying to
say. State your objectives clearly when
communicating with generation Xers.
Use e-mail. Take advantage of technology in your
correspondence with a generation Xer. Save
meetings for issues which require face-to-face
communication, and use e-mail when the matter
can be handled via a well-worded, concise written
message.
Give them space. Don't micromanage generation
Xers. Generation Xers crave autonomy. Give them
direction and then allow them to figure out the best
way to get results.
Source: www.mayoclinic.com
Working with generation Xers


Get over the notion of dues paying. As a baby
boomer, you worked 60 hours a week to get ahead.
Maybe you started at ground level and worked
your way up in a company. You think members of
younger generations ought to do the same. But
generation X — which values a healthy work-life
balance — typically isn't spending that many hours
in the office. And they're getting ahead anyway.
Lighten up. Remind yourself that it's OK for work to
be fun. Generation Xers tend to think you're too
intense and set in your ways.
Source: www.mayoclinic.com
Working with millenials




Challenge them. Millennials want to work on things
that really matter. Offer more responsibility as a
reward for their accomplishments.
Ask them their opinion. Millennials love to
collaborate and be team players. They respond less
enthusiastically to a dictatorial chain-of-command
style of management.
Find them a mentor. Millennials have an affinity and
great respect for traditionalists. Establish mentormentee relationships between these two groups,
and both parties will benefit.
Provide timely feedback. Millennials are used to
getting feedback instantaneously — at the touch of
a button. In the workplace, they expect frequent,
worthwhile feedback.
Source: www.mayoclinic.com
"If I could construct the
next CEO of CNA…”
Boldly courageous, big dreams, a revolutionary as well
as an evolutionary, risk-taker, macro-leader
Able to attract and retain followers through a tough
journey
Anchored in multiple generations
Able to “let come” by “letting go” – including letting go
of structures, people, traditions (e.g. week-long board
meetings)
Puts a strong management team in place
More “traditional” organizations like CNA and CMA
(and any having a regulatory function) are very
different from places like CPRN or Microsoft. Such
organizations need CEOs who are able to respectfully
Life Lessons
Creativity is
thinking up new
things.
Innovation is
doing new
things.
Theodore Levitt
Great leadership – or lack of it –
may have everything or nothing
to do with any given outcome.
People are
not your most
important
asset.
The right people are.
Collins, 2005
You may know the right thing.
But do you have the discipline
to do the right thing?
And equally important, to
stop doing the wrong things?
Collins, Good to Great, 2005
The central product of
the health system is
care – “human
caring” is a key
output.
It’s not enough to
understand it only
from books.
Leadership
Moving up and out of flat fatalism
The transcendental precepts
Be attentive
Be intelligent
Be reasonable
Be responsible
Margaret Visser
Beyond Fate, 2002
Be in love
Bernard J.F. Lonergan, S.J.
To download a pdf copy of
Thank You
Gracias
Toward 2020: Visions for Nursing
point your browser to:
merci
http://www.cna–aiic.ca