The Legacy of Leadership

Step back from your day-to-day work for a moment, and look ahead three, five or even ten years. What legacy will you leave your organization? If you haven't thought about the mark you're making on your organization and its people, now is the time to consider your long-term impact.

"Many leaders hope to achieve a lasting impact through their professional work, but few think through their desired legacy and even fewer set clear legacy goals," says CCL's Corey Criswell. "In the interest of having your legacy realized, you'll want to consider the type of impact you want to have and articulate it in deliberate, clear terms."

Participants in CCL's Leadership at the Peak program are encouraged to take a serious look at their leadership legacy. In a recent study of these executives, CCL found that they desired to have lasting impact in six areas.

Development of Others. When reflecting on their desired legacy, 44 percent of leaders gave emphasis to the development, satisfaction and career advancement of those within their organization. One executive, for example, stressed leadership development through her emphasis on "...building a world class group of financial professionals that are prepared for greater leadership roles in the company." Additionally, several leaders underscored the desirability of attracting and keeping the best talent.

Enhancing Business Operations. Forty-three percent focused on creating systems that would enhance the basic structure of their organization along with the processes by which it functioned. Common areas of focus included strategic planning, organizational realignment, the creation of strong teams and improvements in efficiency and overall effectiveness. One executive wanted to "create a strong team, along with balanced processes and procedures." Another hoped to implement a system that would "create alignment across functional areas of the organization."

Improved Culture/Philosophy. Just over half (52 percent) described their legacy in terms of improving the underlying culture or philosophy of their organization. Issues of ethical conduct, organizational values and diversity were mentioned most frequently. For instance, one executive wished to "create a new standard with regard to open and honest communication as well as create a walk-the-talk culture." Reflecting additional aspects of an organization's philosophy, other leaders hoped to embrace innovation, create a stimulating work environment or give added importance to customers.

Sustainability. Fifty-two percent formulated their legacy in terms of financial sustainability. Some leaders wanted to increase profitability, whereas others desired to attract investors, develop partnerships, enhance product quality or improve their organization's standing externally. For instance, when specifying his legacy over the next four-to-five years, one respondent wrote, "I want to achieve double digit sales growth."

A Positive Image. When envisioning their legacy, a smaller number of leaders (21 percent) focused on how they wanted to be perceived or remembered by others. They used words such as caring, honest, credible, accessible and leads by example to describe how they want to be seen. One executive wrote, "I want to be recognized as the best CIO in the company's history." Another hoped to be "...remembered for my efforts and willingness to adapt to the culture I work in."

Social Responsibility. Nine percent of leaders desired to make some sort of contribution to the greater good, benefiting the community or society as a whole. For example, one respondent wanted "to take tangible steps to make the community a better place."

The Benefits of Looking at Legacy

Making a positive mark on your organization is great, but why think about your legacy now? CCL's Corey Criswell says that creating goals around your legacy leads to several benefits.

Legacy goals set the course. Because your legacy goals are focused on the somewhat distant future, they help you remain focused on your big-picture priorities without being sidetracked or overwhelmed by the demand for short-term results.

Legacy goals create meaning and purpose. Leaders may perform better and experience greater fulfillment if they stay mindful of the legacy they hope to achieve.

Legacy goals can encourage a broad perspective. An organization's health and sustainability depends on numerous factors, many of which a leader can reasonably hope to influence. By setting legacy goals across your entire sphere of influence, you can better your chances of having a lasting impact on your organization.


http://www.ccl.org/leadership/enewsletter/2007/AUGlegacy.aspx