Leaderocity™

Leaderocity™
Leading at the Speed of Now

Richard Dool, DMgt.

Co-authors
Tahsin Alam Lloyd N. Pearson
Zhongyao Cai Wendy Silverman
Keisha Dabrowski Natalie Spangenberg
Stephanie Dresher Hanin Sukayri
Adam C. Gray Peinong Tan
Saumil Joshi Alcillena Wilson-Matteis
Weijia Mao Alissa J. Zarro
Ngwa Numfor
Leaderocity™: Leading at the Speed of Now
©️ 2021 by Richard Dool

All rights reserved. No part of this book may be reproduced in any form
or by any electronic or mechanical means, including information storage
and retrieval systems, without permission in writing from the publisher.
The only exception is by a reviewer, who may quote short excerpts in a
published review.

First published in 2021 by

Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
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ISBN-13: 978-1-95334-936-1 (paperback)

ISBN-13: 978-1-95334-937-8 (e-book)

Business Expert Press Human Resource Management and Organizational

Behavior Collection

Collection ISSN: 1946-5637 (print)

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Printed in the United States of America.

“Technology, globalization, and the accelerating pace of change have
yielded chaotic markets, fierce competition, and unpredictable staff
requirements.”
— Bruce Tulgan —
 Dedication
We hope this book adds to the body of leadership literature in a manner
that enables today’s leaders or aspiring leaders to use our thoughts on the
competencies needed to lead effectively in this century to enhance their brand
and practices.
Leaders need to be lifelong learners to stay current or to even get ahead.
Leadership has been studied for over a hundred years in the United States
and remains a dynamic, ever-shifting field. Our book is intended to offer a
set of competencies that leaders can reflect on and potentially deploy. There is
no magic formula, leadership is often both contextual and situational. The
best leaders deploy their competencies in a tailored manner leveraging their
strengths and complementing their lesser skills.
We offer our set of 10 competencies to be considered based on our research,
experiences, and more than 30 interviews with current leaders.
It is not meant to be prescriptive, more for consideration by each leader to
assess and reflect on their own leadership values, brand, and practices and to
decide if what we offer in this book can add to them. We hope both current
and aspiring leaders consider our selected competencies and put them into
action in a manner that is tailored, personal, and authentic.
To this end we include in each chapter our definition and rationale for
each competency as well as what others are saying about it – academics
and professionals. We also include trends and situations that demand each
competency, as well as suggestions on how to assess, develop, and enhance
each competency.
 Abstract
This book explores the intersections between leadership and velocity
(the speed of now) to identify key leadership competencies needed for
the 21st Century. We offer a set of ten competencies that may serve as
a foundation of effective leadership that emerged from our experiences,
interviews with 30 leaders and research. These competencies may be
especially timely in the midst of the global COVID-19 crisis and the need
for effective leadership at all levels. We can see both the critical need for
these competencies as well as the stark contrasts in practice – those leaders
who are rising to the moment and others whose lacking is disappointingly
notable. We hope this book may enable leaders to establish their leader-
ship brand and enhance their leadership practices.

Keywords
Leadership, management, vision, purpose, exemplar, talent manager,
change agent, producer, coach, mentor, diversity, multicultural, connec-
tor, advocate, ambassador, inclusion, exemplar, producer, talent manager,
leadership competencies
 Contents
Introduction.........................................................................................xiii

Chapter 1 Context..............................................................................1
Chapter 2 Leader as Visionary............................................................7
Chapter 3 Leader as Communicator.................................................17
Chapter 4 Leader as Exemplar..........................................................35
Chapter 5 Leader as Inclusionist.......................................................49
Chapter 6 Leader as Ambassador......................................................69
Chapter 7 Leader as Change Agent...................................................83
Chapter 8 Leader as Connector......................................................107
Chapter 9 Leader as Talent Manager...............................................119
Chapter 10 Leader as Coach and Mentor..........................................139
Chapter 11 Leader as Producer.........................................................149
Chapter 12 Bringing It All Together.................................................165

References............................................................................................169
About the Author.................................................................................171
Index..................................................................................................173
 Introduction
This book had its genesis in my time as an executive with General Electric,
the company that has long been acclaimed for its leadership development.
Venerable behemoths like GE, IBM, P&G, and McKinsey have histori-
cally been viewed as CEO factories; indeed, 20.5 percent of all CEOs
appointed at the S&P 1500 firms from 1992 to 2010 came from 36
CEO factories such as these, with GE being the largest (Botelho and Kos,
2020). GE’s famed Crotonville Learning Center in NY has been develop-
ing GE leaders since the 1950s. Twelve thousand employees are trained
each year in an array of leadership development programs. CEO maga-
zine named GE one of the “Best Companies for Leadership” in 2016.
GE recognized that some of its leadership development content and
activities were dated and needed a significant refresh to meet the global
demands that GE was facing. A GE executive noted: “A key Crotonville
focus, says GE’s Leimonitis, is around what 21st-century leadership looks
like, at a time of such disruption and when multiple generations are en-
tering the workforce” (Nicholls, 2017).
GE conducted a multiyear study to update and refresh the leadership
competencies needed to be effective in this century. GE’s chief learning
officer, Raghu Krishnamoorthy, spoke of the outcomes that resulted in
the “New GE Beliefs” and included values: Customers determine our suc-
cess, stay lean to go fast, learn and adapt to win, empower and inspire
each other, and deliver results in an uncertain world. They reflect a re-
newed emphasis on acceleration, agility, and customer focus. GE wanted
to move its culture from Command and Control to one of Inspire and
Connect—a cultural change from within (versus top-down) (Stevenson,
2014).
I was lucky enough to be at GE during this transition and I also at-
tended two senior executive- level leadership development programs at
Crotonville. From these courses and my time helping embed the new GE
beliefs in my own global teams, I became intrigued on what competencies
xiv INTRODUCTION

are needed to effectively lead in the twenty-first century. I developed the

concept of LeaderocityTM and the notion of leading at the speed of now.
I came to realize that the intersection of leadership and velocity could
provide insight into the challenges facing leaders. I have spent the past
few years thinking, researching, and asking what is needed.
This book is the initial result. My co-authors and I offer our set of
10 leadership competencies that we feel are pivotal for today’s leaders.
We are not taking the position that this is THE set or even an exhaustive
inventory. We do, however, offer them as a foundation that global leaders
can use to establish their leadership brand and enhance their leadership
practices.
It is also especially timely in the midst of the global COVID-19 crisis
and the need for effective leadership at all levels. We can see both the criti-
cal need for these competencies and the stark contrasts in practice—those
leaders who are rising to the moment and others whose lacking is disap-
pointingly notable.
I also decided that this book would be a good learning process for one
of my graduate classes at Rutgers University. The notion was to “crowd-
source” this book and add in the perspectives of my 15 co-authors. Our
team brainstormed the book concept, topics, and the overall tone and
approach. We divided the tasks among Strategy, Editorial, Creative, Re-
search, and Content teams with 2 to 3 of us collectively authoring each
chapter. The result is this compendium of 10 leadership competencies
that we propose for consideration for leading in the twenty-first century.

Dr. Richard Dool

 CHAPTER 1

Context
The Speed of Now

We’re called on to be prepared for the challenges of a rapidly changing

world. This means being ready for emerging markets, adjusting our
strategies, being agile and flexible, serving clients more effectively, and
thinking and acting more globally.
David Seaton, Chairman and CEO, Fluor
(Axon et al., 2015)

Increasingly, the winners in today’s business environment are those

companies that know how to leverage complexity and exploit it to
create competitive advantage.
Morieux and Tollman (2014)

Today’s business environment is considered to be more complex and

dynamic than ever. Forces such as technological advances and globaliza-
tion have combined to create a volatile landscape with unprecedented
degrees of change. This era was captured by the U.S. Army War College
back in 1987, with the term “VUCA” (volatility, uncertainty, complex-
ity, and ambiguity), and now in 2020, seems even more so (U.S. Army
Heritage and Education Center, 2018).
This period has also been called a “permanent white water world”
(Vaill, 1996), “the age of turbulence” (Greenspan, 2007), and the “age of
chaotics” (Kotler and Caslione, 2009).
2 LEADEROCITY™

Leaders today face a macro-environment filled with an unprecedented

level of active “stressors” (e.g., technological advancement, increased glo-
balization, nomadic and dispersed workforce, economic shifts, increased
competition, increase in overall pace, increased diversity, disruptive inno-
vations; Manciagli, 2016; Volini et al., 2019; Volpel, 2003). It is being
routinely argued that the rate of change is increasing (Axtell et al., 2002).
We are in this era of “now.” We are surrounded by “instant” access
and response. Examples abound from text messaging, self-service check-
outs, automatic bill paying, and instant quotes for services. Companies
are striving hard to save seconds on transactions to create competitive
advantages. Time has become a prized asset and is clearly worth more to
an array of stakeholders who seem to want it “now.”
In a world with a 24 × 7 orientation, reduced barriers of time and
space due to technology-driven reach and access and systemic impatience,
speed is more important than ever. Agility and flexibility have become
critical leadership and organizational competencies. To become truly
agile, an organization must embrace speed as a reality and infuse their
operations with speed and dexterity with a strong dose of constant vigi-
lance to changes in the ecosystem. Companies must be flexible to alter
approaches and methods in response to new intelligence.
Organizations today are under intense scrutiny from a variety of
stakeholders, including customers, suppliers, employees, regulators, com-
munity activists, and governance officials. Lombardi (1997, p. 1) dubbed
this “The Spotlight Era.” Systemic impatience due to the “now” orienta-
tion has led to a constant demand for results.
There is a need for leaders to be able to lead at speeds that may have
been uncomfortable in the past. Patience may not be the virtue it used to
be, nor can leaders be passive in this environment. Leaders must find a way
to balance speed with discipline, foresight, common sense, and purpose.
HP (2004) stated: To succeed, you must balance multiple conflicting
objectives—maximize return, mitigate risk, improve performance, and
increase agility. All of this has to be accomplished in the midst of an
unprecedented amount of change.
Two big challenges characterize leadership today. One is the need
to juggle a growing series of paradoxical demands (do more with less;
cut costs but innovate; think globally, act locally). The other is the
 Context 3

unprecedented pace of “disruptive change,” which speeds up the inter-

action of these demands and simultaneously increases the pressure on
organizations to adapt (Kaiser, 2020).
White (2006) spoke about this very well: “adaptability, tenacity, cour-
age, endurance, humor, tolerance for ambiguity and the capacity to live in
paradox are all needed as we move into the ever-shifting present.”
Covey noted,

The first reality is change, and global competition is an embodi-

ment of change. It’s analogous to permanent white water, which is
a turbulent, disheveling, noisy world that cannot be predicted in
any way. And everyone is living in that kind of a world—in a level
of change, and a rapidity of change, beyond any possible imagina-
tion. (Quality Digest, n.d.)

This rapid pace of change, and the challenges of technology, globaliza-

tion, and competition are changing the workplace and demand new lead-
ership competencies or at least an evolution of traditional competencies.
There is more expected of leaders today. They must lead and deliver results
against this demanding, fast-paced, and impatient backdrop.
Win Elfrink, chief globalization officer at Cisco stated:

We are witnessing the biggest economic, social and demographic

shifts in history. Aging and shrinking populations will result in
fewer workers, innovators, and consumers while the emerging
markets in hypergrowth areas will reinvent how business has been
done and revolutionize the workforce of the future. We are now
immersed in the fourth phase of globalization, what I like to call
the globalization of the corporate brain, which is about co-creation
and talent for companies. The new workforce will overturn many
traditional attitudes about workers, working, and the workplace.
But to assess what these changes entail, we need to think globally.
(2020, p. 5)

Managing employees in a changing environment requires that lead-

ers are competent in responding to the demands of the transitional work
4 LEADEROCITY™

environment, or an environment that is subject to evolve. This suggests

that many of the traditional levers of leadership may no longer be as effec-
tive. The key is to be open to change and responsive in general, lowering
internal “drag” and friction points. Companies need to be “aerodynamic”
(Poscente, 2008).
In his book, Seismic Shifts White notes:

The future belongs to the fast. We face a clear choice, to be shaped

by events that are unfolding around us, to shape them. Shaping
the events will take leadership—leadership that is not authoritar-
ian, but that leads with authentic authority. It will take leadership
that helps to create and bring about a vision that will evolve as it
unfolds. (2006, p. 3)

Change does not always come naturally in many organizations, it

demands consistent and persistent leadership intervention.
Russell Reynolds noted:

Uncertain times can severely test (and reveal) the quality of an or-
ganization’s leadership. It is during these times that great leaders
act—and act decisively. Through their actions, they set an example
for everyone in the organization and stand as the difference between
thriving in a crisis or suffering irreparable damage. (2016, p. 2)

Ancona captured much of what we hope to offer in this book.

Leadership is about making things happen, contingent on a con-

text. Leaders may create change by playing a central role in the
actual change process, or by creating an environment in which
others are empowered to act. Leadership develops over time. It is
through practice, reflection, following role models, feedback, and
theory that we learn leadership. (n.d., p. 1)

She also argues that leaders in business settings need four key
leadership capabilities—sensemaking, relating, visioning, and
 Context 5

inventing—to be successful and need to cycle through them on

an ongoing basis. Added to these capabilities is the notion of a
“change signature” your own unique way of making change hap-
pen. (n.d., p. 2)

In our selected competencies, we have embraced and included

Ancona’s capabilities.
Raia (2018) noted:

Great leadership in times of chaos and crisis is invaluable, yet it’s

also not an innate trait. If you’re a new leader, you should feel
confident that you can cultivate the necessary skills to navigate
any organizational challenge. It’s one thing to effectively manage
people and set a positive example under optimal conditions. To
do so under the most taxing kind of pressure, however, is another
thing entirely. Intense strain can reveal fissures that leaders never
knew existed, ultimately leading to devastating mistakes and judg-
ment lapses.

Raia captures a key objective of our book, to offer suggested compe-

tencies for leaders to reflect upon, learn from, and potentially deploy in
their leadership context. The best leaders are ever-learning, always striving
to learn from others and to build up their resiliency.
Today’s leaders are having to deal with degrees and shades of com-
plexity that they have never faced before, an enormous problem if their
outlook happens to be restricted or confined (Cisco, 2020).
Researchers at The Conference Board identify “ability, engagement,
and aspirations” as critical managerial dimensions, with ability now
including not only intellectual and technical skills, but also emotional
or social intelligence. Throughout the coming decade, leadership roles
will evolve to reap the benefits of the radical changes occurring in work-
forces and organizational structures. Leaders will concentrate much more
of their energy on cultivating a culture that functions as the organization’s
collective consciousness and underlying value system (Cisco, 2020).
6 LEADEROCITY™

One core attribute of leadership in the future will be to bring

smart people together to think in more fluid, dynamic ways, and
to solve problems that have never been solved before. Leaders will
need to architect creative cultures that can constantly produce
new ideas and new skills.
Annmarie Neal, VP of Talent Management and Development, Cisco

Erickson (2010), who has authored several books and articles on

generations in the workforce, points out that what we’ve thought of as
leadership skills—setting direction, having the answers, controlling per-
formance, running a tight ship—are less relevant in an environment of
constant change. Increasingly, leadership is about creating a context for
innovation and inclusion in the face of ambiguity and the unexpected.
It is against this backdrop that we offer our suggested competencies
for leaders in the twenty-first century.
 Index
Adaptability quotient (AQ), 95–96
Adaptive enterprise, 95
Adaptive leader, 94–96
Adobe brand ambassadors, 75–76
Adobe’s social shift programs, 75
Advocacy, modern methods of, 74
“Age of chaotics,” 1
“Age of turbulence,” 1
Agility, 2
Ambassador, 69–79
advocacy, modern methods of, 74
attributes of, 71–72
brand ambassadorship programs.
See Brand ambassadorship
programs
competency in action, 72–73
AQ. See Adaptability quotient
Audience, relationship with, 21
Authentic leader, 110
Bad deeds, in organization, 43–44
Baruch, Bernard, 17
Bennis, Warren G., 88
Bias, 50
conscious of, 54–55
Bossidy, Lawrence, 119
Brand ambassadorship programs,
74–76
Adobe brand ambassadors, 75–76
Adobe’s social shift programs, 75
in college campus, 74–75
consistent messaging plan, 77–78
understanding, 77
Brown, James, Dr., 40
C6 framework, 96–101
climate, 99
cohesion, 99
collaboration, 98
communication, 98
confidence, 98–99
conversion, 100–101
Carle, Julian, 139
CCL. See Center for Creative
Leadership
Center for Creative Leadership
(CCL), 160
Change agent
adaptive leader, 94–96
C6 framework, 96–101
change initiative failures, 86–87
drivers of, 84–85
dual role of, 87–88
effective, essential traits of, 88–89
first-order change, 85
key actions of, 88
leading process change, 90–94
second-order change, 85–86
Change FatigueTM, 86, 95
Change initiative failures, 86–87
Climate, in C6 framework, 99
Coach, 140–141
competency in action, 145
and mentor, comparing and
analyzing, 141
“Cog in the wheel” syndrome, 9
Cohesion, in C6 framework, 99
Collaboration, 56
Collaboration, in C6 framework, 98
College brand ambassadorship, 74–75
Commitment, 54
Communication, in action, 18, 26–30
art of questions, 29–30
in C6 framework, 98
ensuring understanding, 27–28
moving team forward, 28
speaking briefly and effectively,
26–27
value of practice, 28–29
Communicator, leader as, 17–31
communication, in action, 26–30
hallmarks of, 19–26
Competency, 11
building, 44–45
174 INDEX
Conference Board, 5
Confidence, in C6 framework, 98–99
Connector leadership style, 110–111
10 years ago versus today, 109–110
core elements, 114–115
individual connection, 111
networking, importance of,
108–109
organizational connection, 113–114
team connection, 111–113
Contextual awareness, 23–24
Conversion, in C6 framework,
100–101
Corporate branding, cultural
transformation, 130–131
Courageous, 54
Covey, Stephen M.R., 35
COVID-19, 60
Critical race theory (CRT), 59–60
CRT. See Critical race theory
Cultural differences, 58–59
Cultural intelligence, 55–56
Cultural transformation, 128–131
corporate branding, 130–131
modern workplace, tangible benefits
for, 129–130
social media, 130–131
Curiosity, 55
Dedication, 39
Deloitte’s research, 53
Discontinuous change. See Second-
order change
Diversity, 50
inclusive leadership, 51–53
workplace, benefits of, 53
Diversity and inclusion (D&I), 52,
55, 62
Drucker, Peter F., 149
e-communication, 25–26
Elfrink, Win, 3
Empathy, 22
Environmental pressures, 85
Ethically minded organizations, 43
Exemplar, defined, 57
Exemplar, leader as, 35–46
in action, 40–45
message consistency, 38–40
Facial expressions, 23
Fauci, Anthony S., 35
First-order change, 85
Flexibility, 2
Flurhr, Howard, 40
Gates, Bill, 71
Gender equality, 37
Hallmarks, of effective
communicators
audience, connect with, 21
“be honest, don’t lie,” 20
contextual awareness, 23–24
e-communication, 25–26
empathy, 22
focus your message, 22
listening, importance of, 21–22
mistake, apologize and admit,
24–25
nonverbal cues, 22–23
project confidence, 20–21
supporting content, 24
Hamel, Gary, 17
Hamilton, Alexander, 37
Hesburgh, Theodore, 7
Inclusion, defined, 50, 52
Inclusionist leader, 49–63
in action, 60–62
defined, 49
diversity, 51–53
key attributes of, 53–59
resources and other tools, 62–63
Incremental change. See First-order
change
Individual connection, 111
Internal pipeline growth, 131–132
Internal talent identification, 122–123
Intersectionality, 60
Koifman, Sharon, 127
Leader
as ambassador, 69–79
attributes of, 12
as change agent, 83–101
as coach and mentor, 139–146
communication, in action, 26–30
 INDEX
175
as communicator, 17–31
as connector, 107–116
defined, 7
essential personal traits, 12
as exemplar, 35–46
imperfect, 42–43
as inclusionist, 49–63
primary roles of, 11–12
as producer, 149–163
speed of now, 1–6
as talent manager, 119–134
in twentieth-century, 109–110
in twenty-first century, 70, 84, 110
as visionary, 7–15
Leadership, 4
challenges, 2–3
core attribute of, 6
duality of, 140
“Leadership legend,” 71
Leading process change, 90–94
Lefebvre, Paul, 145
Listening, importance of, 21–22
Mandela, Nelson, 42
Mentor, 140–141
approaches, 143–144
and coach, comparing and
analyzing, 141
do’s and don’ts for, 144
GROW model, 142–143
key qualities of, 142
Message consistency, 38–40
brand image and presence, 39–40
dedication, 39
personal responsibility/
accountability, 39
predictability, 38–39
Message, focus on, 22
Microaggressions, 53
Mission statement, 10
Mistakes, 24–25
Modern workplace, tangible benefits
for, 129–130
Networking, importance of, 108–109
Nonverbal factors, 22–23
“One-size-fits-all” approach, 94–95
Operational networking, 109
Organization, bad deeds in, 43–44
Organization-wide change, 86
Organizational changes, types of, 86
Organizational connection, 113–114
Organizational pressures, 85
Organizational vision, role of, 10–11
Outsourcing recruitment, 123
PAD. See Personal advisory board
“Permanent white water world,” 1
Personal advisory board (PAD), 62
Personal networking, 109
Personal responsibility/accountability,
39
Personal traits, 89
Personnel change, 86
Predictability, 38–39
Proactive ambassadorship, 70–71
Producer, 149–163
analyzing critical data and
information, 153–154,
158–159
competency in action, 155, 159–162
concerned about process, 154
efficiency, speed, and
resourcefulness, 151
goals, objectives, and tangible
outcomes, 150
managing and delegating effectively,
152–153, 156–158
as problem solver, 151–152
responsible leader, 150–151
as responsible leader, 155–156
Professional development, 125
Project confidence, 20–21
Puller (Chesty), Lewis B., 40–41
Recruitment process
internal talent identification,
122–123
outsourcing, 123
participatory leadership in, 126
professional development, 125
retention efforts, 123–125
talent acquisition, 122
in twenty-first century, 127–128
Remedial change, 86
Retention efforts, 123–125
Reynolds, Russell, 4
176 INDEX

Schein, Edgar, 57 talent-centric mindset, 127–128

Seaton, David, 1 Team connection, 111–113
Second-order change, 85–86 Trait Theories of Leadership, 57
Self-accountability, 39 Traits
Self-awareness, 44–45 of effective change agents, 88–89
Shaw, George Bernard, 83 of visionary leaders, 12–14
Social media, cultural transformation, Transformational change, 86
130–131 Transformational leader, 110
“Softer” skills, 18 Tripodi, Joe, 69
Stakeholders, 2 Trust, 20, 37
Strategic networking, 109
“Stressors,” 2, 84–85 Unplanned change, 86
Succession planning, 131–132
“V-M-V-C” model, 10–11
Talent acquisition. See Talent manager Values, 10
Talent-centric mindset, 127–128 Vision
Talent manager active, 9
checklist, 132–133 context creating, 9
cultural transformation, 128–131 defined, 8
distinct skill sets, 120 future oriented, 8
internal pipeline growth, 131–132 inclusive, 9
key attributes of, 125–126 organizational, role of, 10–11
recruitment. See Recruitment positive, 9
process “VUCA” (volatility, uncertainty,
succession planning, 131–132 complexity, and ambiguity), 1
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