Upending Leader Development

The following is an excerpt. Read the full post on the MontaRosa blog.

Art by Andy Goldsworthy

Firms spend an enormous amount of money on leadership development, creating lists of competencies, structuring modules, and crafting evaluations. For the most part, the money and effort is wasted. Why?

Too many initiatives spend an exhorbinant amount of time wordsmithing lists of compentencies rather than focusing on the underlying drivers of excellent leadership.  One has great control over one’s capacity to lead. With purposeful action, it is infinitely expandable. I have interviewed dozens of leaders from the corporate world, non-profits, and government organizations and the truly effective ones have two things in common in terms of how they build their capacity: they are self-aware and they are curious – they are lifelong learners who ask a lot of questions. Many leadership development programs spend little time encouraging these traits.

Read more here. Leave your thoughts there or below. Thanks.

Eric J. McNulty

Eric J. McNulty, Founder & Catalyst-in-Chief

Resumés strive to present one’s work history as a clean, linear path. The most interesting careers — and lives –  don’t happen that way. Or at least mine hasn’t. On this site I’m going to explore the twists and turns, ups and downs, and unexpected detours that have brought me to where I am today…and where I hope to be tomorrow.

I am a writer, conversation catalyst, thought leadership strategist, provocateur, environmentalist, and intellectual adventurer. I have an appointment as Senior Editorial Associate at the National Preparedness Leadership Initiative, a joint program of the Harvard School of Public Health and Harvard’s Kennedy School of Government. I also have an appointment as Senior Fellow at the RoseMont Institute for Transformational Leadership. I consult with clients such as the Environmental Defense Fund, Coca-Cola, and Premier Farnell. I contribute regularly to BecomeALeader.org.

What do I actually do? I shape the editorial content for conference programs. I speak, moderate, and facilitate in -person and on-line events. I write books, articles, white papers, and blog posts. I stimulate the thinking of leaders to consider how the larger context in which they operate affects what they do and the outcomes they achieve.

But, back to the beginning.

I was graduated from the University of Massachusetts at Amherst in 1981. I had earned a degree in Economics but had no firm (or even squishy) idea of what I wanted to do. I launched my job search in the teeth of a recession and, a few months later, I moved to New York with a suitcase, a box of books, and a hope that there would be more there than I had found in Boston.

After a brief stint as a temp at Citibank (retyping W2 forms — a real thrill), I landed a job at Bloomingdale’s and soon wound up in the public relations department. I was the first man ever hired in that group, the closest I’ll get to a Jackie Robinson moment. In subsequent years I moved from the client side of marketing to an agency (with a great stop in between at European Travel & Life, my introduction to magazine publishing — a crush I’ve never gotten over). Not happy with account work, I migrated from the business side to creative becoming copy chief at a small agency and later creative director at Trans National Group and then Harvard Business School Publishing. These are not borders easily or often crossed but, to me, it felt like the right path.

About ten years ago I realized that marketing was not my life’s ambition and so I transformed again, this time to the editorial side of publishing. I’ve always written as part of my professional life but as director of Harvard Business Publishing Conferences I had my own editorial agenda. I was free to tackle compelling topics, push people to engage in thoughtful discussion, and hang out with some of the smartest people in on the planet in the process. That part of my career ended when the company shut down the unit in the face of a recession but it ended with one of the best conferences on which I have ever had the pleasure to collaborate: Meet Customers 3.o. This event was the culmination of 18 months of work with Jeffrey Rayport, Andrew Heyward, and the teams at Marketspace and HBP to look at fundamental changes in the relationship between customers and brands.

Now I focus on issues of leadership, sustainability, and social enterprise. I work hard to stay in what Eddie Erlandson calls “the genius zone” — not just what I’m good at but the activities that are so energizing that I’d do them for free. For me, the genius zone comprises writing, learning, catalyzing conversations, and connecting people. The trick, of course, is making a living in “the zone.”

Most recently, I have been accepted into the Self-designed Masters Program at Lesley University and am pursuing a Masters in Leadership of Meta-Systems  (e.g. leadership in the context the Pillar Trends of climate change, urbanization, etc.). I believe that leadership is the missing ingredient in meeting these challenges as technical knowledge about them abounds. I will include extensive study of systems thinking, resilience, and meta-leadership as part of this program.

This site will always be a work in progress. I welcome your comments, thoughts, and suggestions. Oh, and if you want the more straight-forward version of my background, check out my LinkedIn profile. Folow me on Twitter @RicherEarth.

The Pillar Trends and Leadership

For the past two years I have been writing about the Pillar Trends — urbanization, climate change, the aging of the developed world, and the continued exponential increase in knowledge — and their potential to reshape some of our basic assumptions about how the world works. Most recently I have completed a white paper in collaboration with Kelvin Thomson, founder of the innovative leadership company MontaRosa.

Among our predictions are that leaders will become more system-centric and that the very meaning of the firm will change from self-contained entity to node in a network. In both cases, the importance of system success will grow relative to individual or firm success.  There will be new tensions to balance such as low cost vs. low impact. Each of the predictions is meant more as provocation for thought and conversation — we aren’t vain enough to think that our crystal ball is perfect.

I invite you to read the paper (link below) and share your thoughts. Agree or disagree, your voice is important to the conversation.

Pillar Trends RM final

New MontaRosa Video

I’m happy to have helped script and produce this teaser video for my client, MontaRosa, along with Eric Sodorff. It’s just a teaser to the innovative thinking on leadership and talent that is the stock-in-trade at MontaRosa. A white paper that explores the impact of the Pillar Trends on leadership will be up in a few days. In the meantime, give me a shout if you’d like a copy.

Sustainability is…

Quote for the week: Sustainability is “the need to ensure a better quality of life for all, now and into the future, in a just and equitable manner, while living within the limits of supporting ecosystems.”
- Agyeman, Bullard, and Evans in Just Sustainabilities: Development in an Unequal World.

What are your favorite quotes about sustainability? How do they shape how you think about leadership?