| As Scanlon Steward Carl Frost said, "Change is a given, and change is our only hope." The Scanlon Leadership Network Board has made a decision that is a prime example of Carl's statement with their creation of an Integrated Leadership Team, consisting of Paul Davis, Majel Maes, Larry Spears, and Wayne Lindholm. In many ways, this is a "Dream Team" for Scanlon Leadership Network. First a little background. Paul Davis, current President of Scanlon Leadership Network, has been openly planning his retirement for the last several years. He has planned to devote more time to support his elderly parents and to writing and consulting on Scanlon. A key part of his planning has focused on development of a succession plan that leaves the Network positioned for continued growth. Based on Paul's passion, advocacy, and stewardship for Scanlon Principles (formally recognized as a Scanlon Steward in May, 2007), who would have expected anything less from him? In a related Network development in the last couple of years, Paul, in consultation with many leaders, recommended and received B oard approval of the "Three Circle" model that has been implemented. This "Three Circle" model resulted in the creation of the Scanlon Foundation and the Scanlon Consultancy as parallel, and interrelated, organizations with Scanlon Leadership Network. These three organizations are semi-autonomous, and, they overlap as the "Three Circle" image shows. In other words, there is a coordinated mission/vision of all three organizations in stewarding the Scanlon "Movement." About a year ago, the Scanlon Leadership Network Board formed a subcommittee to explore succession options. These included hiring a replacement for Paul, affiliating with a college/university, and dividing up leadership among independent contractors. In a thorough attempt to answer the question "What day is it?" for Scanlon Leadership Network, a number of realities were identified that will be addressed through adoption of this Integrated Leadership Team. Paul's retirement and his current duties will be distributed and covered by highly qualified and competent individuals. The financial and other challenges of the economy and level of company memberships in Scanlon Leadership Network (the largest source of revenues for the organization) will be addressed concurrently from all three "Circles" and their leaders. The financial health of the Network is enhanced with increasing the skill and competencies of leadership, while actually decreasing the dollars paid out for these services. Here is how the Integrated Leadership Team will operate. Majel Maes will continue as a full-time employee of the Network, serving Scanlon Leadership Network, Scanlon Foundation, and Scanlon Consultancy. In other words, she will represent the overlap of the three circles. She will continue to be responsible for all Network programming activities (such as the annual conference and other events), maintaining the office, order fulfillment, budgeting, bookkeeping, and the accounting system. In one sense, her responsibilities will change little, and, she will be the nucleus of a somewhat virtual shared leadership team. Paul Davis will head up the Scanlon Consultancy. His reporting connection to the Board will be through the consultant's board representative, Brad Hill. His responsibilities will include maintaining and enhancing the Network's computer systems, completing survey work required by the Network Members and developing the Scanlon Consultancy.  Larry Spears (pictured left) will hold the title of Executive Director, Scanlon Foundation, connecting to the Board through his reporting relationship to Dwane Baumgardner, President of the Scanlon Foundation. Larry will focus on promoting the Scanlon Foundation, Scanlon related writing projects, and grant writing.
 Wayne Lindholm (pictured left) will become the Executive Director of Scanlon Leadership Network, reporting to the Board President. His responsibilities will be to grow the Network by seeking out new members and by better serving current members. Wayne has been designated as the "first among equals" of the Integrated Leadership Team. "First among equals" is the designation of the "go-to" person in a "council of equals", a concept developed by Robert Greenleaf.
The Board approved the Integrated Leadership Team for a one year trial basis beginning July 1, much as member companies initially approve their Scanlon Plans for a trial period. That said, all indications point to this model as bringing together the best people possible to lead each function and, in Paul's words, "to take us to the next level." Majel describes it as "a pool of people who can each wear their favorite hat." So, who are Majel, Paul, Larry and Wayne? Many of you know Majel. What you may not know about Majel is that she arrived at Scanlon Leadership Network, as many Scanlon associates do, having experienced many of the negative effects on employees in traditional organizations. Scanlon was a breath of fresh air for her and she blossomed into her position. She has since gone on to become a Certified Association Executive (CAE). This is a very prestigious designation of association competence and is very unusual for an organization of the size of Scanlon Leadership Network. We are very fortunate to have her. Paul took the job of President of the Network IN 1993, at a time that survival was very questionable. Membership was sliding, the traditional leaders of the Network were retiring, and the Network was entirely dependent on dues and the annual conference. He has led the Network to develop economic stability by creating products like the Lean Sim. Machine™ and Hoshin Quick Start™. Most importantly, he began writing and encouraging others to write about the Scanlon Principles and the innovative practices of Network members. Many of you may also know, or at least know of, Larry C. Spears. From 1990 to 2007, Larry pioneered the Servant Leadership movement as President & CEO of the Greenleaf Center for Servant Leadership. In January, 2008 he established the Larry C. Spears Center for Servant-Leadership (www.spearscenter.org), where he serves as President & CEO, and where he is concentrating on producing books, essays, and a journal on servant-leadership. He is a highly accomplished book editor and author who has published nine books since 1995, as well as having experienced great success in grant writing over the past thirty years. His skills are an ideal match for continued development of the Scanlon Foundation. Wayne Lindholm brings a wealth of relevant experience to the Network. He is an accomplished networker, innovator, engineer, and consultant, having served at large and small manufacturers such as General Motors, Morton Salt, Warner-Lambert, and over 20 years at 3M Corporation. He has experience in international business, Lean Manufacturing, high level board experience, and experience with large and small not-for-profit organizations. Wayne helped Scanlon member Meier Tool in their implementation process and introduced Fraser to Scanlon. These four leaders see great things for the future of Scanlon. Larry talked in an interview for this article of the long standing intersections of Scanlon and Servant Leadership. He believes this more formalized association between Scanlon and The Spears Center will bring great benefits to both. He is excited to be able to contribute his skills to creating a much greater public awareness of Scanlon. "Something wonderful is unfolding, and I am excited to be a part of it." he states. "One of the first concrete outcomes is the forthcoming book that Paul Davis and I have put together," said Spears. Scanlon EPIC Leadership: Where the Best Ideas Come Together, will be published May 1, 2008. Wayne was "hooked" on Scanlon from the first time he was introduced to it, and is excited to be able to bring his skills, experience, and passion to this work. He is energized by the innovative tools and methods this Team will be working with, and with the high level skills and competence being brought to the table. He described it as an example of "1 + 1 + 1+ 1 = 10." Paul describes the Integrated Leadership Team as "a dream team, to carry on the dream of the steelworker, Joe Scanlon." The Network will not have access to as much of Paul's time, but what it does receive will be much more focused. Paul sees the clear and intense focus of each member of the team as being able to do wonderful things for the Network in all areas. In interviews with each of the four leader/members of this new Integrated Leadership Team, the excitement and hope for the future exuded is tangible. Each truly will, as Majel says, "wear their favorite hat." These are the best people at the right time to lead Scanlon into the future. |
