Developing Leaders Around You discusses strategies for state orthopaedic societies to develop young orthopaedic fellows into future leaders. It emphasizes identifying potential leaders based on their character and skills, nurturing them through encouragement and trust, and preparing them for leadership through mentoring and monitoring. The document stresses that developing new leaders, not just followers, and creating opportunities for cross-generational networking are key to ensuring the long-term success and relevance of state orthopaedic societies.

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
 Generations At Work
– Zemke, Raines, and Filipczak
 The 21 Irrefutable Laws of Leadership
– John C. Maxwell
 Developing the Leaders Around You
– John C. Maxwell
 The Leadership Secrets of Colin Powell
– Oren Harari

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

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

5. Generations at Work
 Veterans (b. 1922-1943)
– Brokaw’s “Greatest Generation”
– influenced by WWII and depression
– founded and joined civic and professional
organizations
 Baby Boomers (b. 1943-1965)
– influenced by Viet Nam and the civil rights
movement
– “live to work”

6. Generations at Work
 Gen Xers (b. 1965-1980)
– 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 Leader’s Toughest Challenge
Creating a Climate for Potential Leaders
– Toughest part - culture change within society
 active recruitment vs passive acceptance
– Provide opportunities for growth
 “state society before all else”
– Provide the potential leader with a mentor
 cross-generation networking
– Spend more time on the “farm team” than
the free agents

8. The Leader’s Primary Responsibility
Identifying Potential Leaders
– deep pool of talent
– don’t view them as all being the same
strengths and weaknesses (advanced
degrees, legislative connections)
– work horses vs show horses
– Remember! New members want to be called
upon for help

9. The Leader’s 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 Leader’s Crucial Task
 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 e-mail
T rust them

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

12. The Leader’s Commitment
 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 person’s life is in direct
proportion to their commitment to excellence,
regardless of their chosen field of endeavor.”
Vince Lombardi

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

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

15. The Leader’s Greatest Joy
 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
 Delegation of responsibility

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

17. The Leader’s Lasting Contribution
 Reproducing Generations of New Leaders
– leaders are developed not born
– orthopaedics is only as strong as it’s state
societies collectively
– Gen Xers are followed by Nexters (b.1980- )
 “good scouts”
 civic-minded
 most affinity with the Veterans (b.1922-1943)

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