Frances Hesselbein

Frances Hesselbein is the Chairman of the Board of Governors of the Leader-to-Leader Institute formerly known as the Peter F. Drucker Foundation for Nonprofit Management. Hesselbein served as its founding President and Chief Executive Officer from 1990-2000. She serves on many nonprofit and private sector corporate boards, including the Board of the Mutual of America Life Insurance Company, New York. She is the Chairman of the national board of directors for Volunteers of America. Mrs. Hesselbein is Editor-in- Chief of the quarterly journal Leader to Leader. She is a co-editor of the book of the same name, as well as the three volumes of the Drucker Foundation Future Series, The Community of the Future, The Organization of the Future, and the bestselling The Leader of the Future, which has been translated into sixteen languages. She also is co-editor of Leading Beyond the Walls, and Leading for Innovation, Organizing for Results, the first two books in the Drucker Foundation Wisdom to Action Series. Her new book Hesselbein on Leadership was published in August of 2002.

Mrs. Hesselbein was awarded the Presidential Medal of Freedom, the United States of America’s highest civilian honor in January, 1998. The award recognized her leadership as Chief Executive Officer of Girl Scouts of the U.S.A. from 1976–1990 as well as her role as founding President of the Peter F. Drucker for Nonprofit Management. Her contributions were also recognized by former President Bush, who appointed her to two Presidential commissions on community service, the Board of Directors of the Commission on National and Community Service in August 1991, and his Advisory Committee on the Points of Light Initiative Foundation in 1989. In February 1999, Mrs. Hesselbein was awarded the Legion of Honor Gold Medallion from the Chapel of the Four Chaplains, the Distinguished Alumni Fellows Award from the University of Pittsburgh, and in 2001, the International ATHENA Award. In 2001 Mrs. Hesselbein was awarded the Henry A. Rosso Medal for Lifetime Achievement in Ethical Fund Raising from Indiana University’s Center on Philanthropy.

Mrs. Hesselbein has presented sessions for leaders of organizations from all three sectors, including ServiceMaster, the U.S. Army, Texaco, Eastman Kodak, Hewlett Packard, Lutheran Social Services, Kids Peace, the U.S. Coast Guard, and the World Bank. She has sixteen honorary doctoral degrees and has given commencement addresses and lectures at numerous colleges and universities, including Arizona State, Boston College, Fordham, Harvard Business School, Pennsylvania State College, Princeton Theological Seminary, Stanford, the University of Michigan, University of Nebraska at Kearny, University of Pittsburgh, University of Richmond, University of St Thomas, and Yale School of Management. Harvard Business School has published a case study of her work with Girl Scouts of the U.S.A.

She has been featured on the covers of Busines s Week and Savvy magazine as an example of managerial excellence, as well as in an issue of Fortune magazine and Chief Executive on leadership. Mrs. Hesselbein appears in the management videotape, “The Leader Within,” with Dr. Warren Bennis, and moderates or is featured in a number of “The Nonprofit Drucker” series of management audiotapes. She was the first woman to be inducted into the Johnstown Pennsylvania Business Hall of Fame and was awarded the Distinguished Citizen of the Commonwealth by the Pennsylvania Society, and Distinguished Daughter of Pennsylvania by the Governor.

Mrs. Hesselbein chaired a Salzburg Seminar on Managing Non-Governmental Organizations for leaders from Eastern and Western Europe, Asia, Africa and Latin America, which was co-sponsored by the W.K. Kellogg and Drucker Foundations. She has spoken at conferences in Austria, Canada, Denmark, England, India, Iran, Mexico, the Netherlands, Pakistan, Peru, and Switzerland, and has led Drucker Foundation teams to Argentina, Australia, China, the Philippines, and Poland to present leadership and management seminars. 

Frances Hesselbein is included in Who’s Who In America, Who’s Who In Finance and Industry, Who’s Who of American Women, and Who’s Who In The World.

Articles by Frances Hesselbein:

• The Art of Listening 
• The Campaign for Leadership 

• The Role of Leadership in Building an Inclusive Community 

Interview with Frances Hesselbein

      How do you convince managers in the new millennium that the bottom line is about changing lives and not escalating profits. 
By mobilizing managers and all people of the enterprise around the mission of the organization, why we do what we do, and living the values we preach, every action, every practice, every message is valuable.

      When we are mission-focused and values-based, communicating, documenting all the ways we change lives, the financial bottom line does not supercede the "why" of the organization.  "Changing lives" is the call to action. 

 Do you feel that social sector leaders inspire leaders of the private sector? 

Principled, ethical leaders in the social sector do inspire leaders in the private sector because of the results.When principled, ethical corporate leaders giving leadership to governance in partnership with management, when a corporate leader begins to work on a board of a social sector organization, or supports it in some way. Peter Drucker says, "You have now moved from success to signficance."

        How does the Leader to Leader Institute develop leaders of the social sector?

      Leader to Leader Institute helps to develop leaders of the social sector by helping them to see themselves life size -- the equal partners of business and government.  Then, with this perspective, we describe the organizatio of the future and the qualities required of leaders of the future if they are to lead the viable, relevant organization of the future.   First would come my definition of leadership. "Leadership is a matter of how to be, not how to do.  You and I spend most of our lives most of our lives learning how to do and teaching others how to do, yet in the end it is the quality and character of the leader that determines the performance, the results." The leader has values and principles that are embodied in every action, every word.  Once we all understand the "how to be leader," Leader to Leader Institute listens carefully to all our customers out there, the leaders of the social sector (and their partners in business and government) and we develop the tools i.e. The Five Drucker Questions (our organizational self-assessment tool) and The Collaboration Challenge Tool, the books -- 18 of them travelling around the world in 17 languages.  We offer conferences, seminars, engage leaders in partnerships around critical issues.  OurLeader to Leader Journal, a quarterly offers articles -- stimulating, inspiring, motivating.  I speak frequently to leaders in all three sectors, carrying the Leader to Leader message. 

      Can you explain why you feel that Mission is of paramount importance to the management of organisations? 

Mission comes first.  It is why we do what we do, the reason for being of the organization -- its purpose.  We say that mission statement must be short, powerful, compelling.  Peter Drucker says, "It should fit on a t-shirt." An organization cannot function at its highest  level of performance unless it is mission-focused.   

      Do you see yourself as a leader? What is your vision? 

     I am a leader because I have been called to lead in a circular, inclusive, way that engages people across the organization and the sector, and beyond.  Max de Pree's definition of a leader is one I endorse:  "The first responsibility of a leader is to define reality."  The last is to say, thank you.  And in between the leader is a servant and debtor."  Leadership is never a job.  Leaders are called. 

      My vision is a community, a country, a world of healthy children -- all children, strong families, decent housing, good schools, work that dignifies, all embraced by the diverse, inclusive, cohesive, community that cares about all of its people. 

      What does your role involve in the Leader to Leader Institute and what do you find most satisfying about it? 

I am Chairman of the Board of Governors of Leader to Leader Institute and as Chairman, I work in partnership with our President & CEO.  We are the leadership team of Leader to Leader Institute.  As Chairman, I work closely with Board members leading working groups, chairing committees -- the usual tasks of any Board chairman.  I speak for the organization, wirte articles, edit publications, find supporters for our work. 

      The most satisfying part of my role as Chairman comes at the end of the year when we assess the performance, measure the results of the work and the people of the Institute, and celebrate.  We celebrate where we've been, and where we want to go. 

      What do you see as being necessary qualities for a political leader to have in the context of unprecedented global change and unrest in the new millennium? 

A political leader must be ethical and principled, a leader of great quality and character, with a moral compass that works full time.  And in today's world, be a healer and a unifier.  The leader must be able to communicate, not just saying something, but being heard .  This means being a good listener.  The leader must have a compelling vision of the future that inspires, must place before the people a mission that they want to mobilize around.  Mission-focused, values-based, demographics driven will help guide the leader through m assive change in these tenuous times.  

      What are your views on Leadership theories and do you believe in any one in particular? 

I believe what I've written above, and my life and work pretty much present my view, my theory of leadership.  I do not bounce from one leadership theory to another.  I've defined leadership on my own terms, how to be, not how to do.  

      The great thought leaders on leadership are many.  I'll mention several, in no order, I find inspiring and sound:

      Peter Drucker, Warren Bennis, Jim Collins, Noel Tichy.  And a long list of remarkable  leaders you'll find on the pages of our Leader to Leader Journal.

      You have outlined 8 self-imposed barriers to leadership:  

Self-Imposed Barriers 

      1.      Lack of formal, articulated personal goals and a road map of how to meet them. These should be written and close at hand, not just rolling around in your hea   .

      2.      No clear understanding of one's own strengths and weaknesses (this calls for input from others, plus a plan for improving). 
     

        3.   Believing that there is something called "business ethics," that there can be two standards: one for our personal lives and one for our professional lives.

        4.   Lack of generosity -- not sharing ideas, time, encouragement, respect, compliments, and feedback with others -- resulting in exactly the same treatment from them.

        5.      Leading from the rear -- being tentative, fence sitting, never taking responsibility.

        6.      Always stressing what others can't do well rather than building on their strengths, what they do uncommonly well. 

        7.      Playing "Chicken Little" instead of "The Little Engine That Could." Lack of positive approach to serious issues. Failing to present suggested solutions along with the problem.

        8.      Not taking charge of one's own personal learning and development

(Barriers to Leadership by Frances Hesselbein Leader to Leader, No. 3 Winter 1997)

What personal barriers have you had to overcome in developing your leadership and how did you do this?
I have had to overcome wanting to do too much, saying yes too often, thus having to work daily on life-work balance. 

What have been, if any, the key personal changes in your character, perception and management of others, that have resulted in your journey from being a volunteer troop leader to Chief Executive Officer of the Girl Scouts of America?    

On my journey to leadership the key personal changes involved not character or values was learning the power of mission, values and diversity, having the courage to throw out the old hierarchy -- structure and language and develop circular management, concept structure, language that unleased the energy and spirit of our people.

The Role of Leadership in Building an Inclusive Community

By Frances Hesselbein, Chairman of the Board of Governor’s, Leader-to-Leader Institute

Agora, Day One, Tuesday 20 April 2004

This Agora is all about taking the lead and redefining the future - the future of Victoria and all its people. In my view this Melbourne model can inspire leaders beyond Victoria and beyond this country. This vision we share of building inclusive communities and creating an inclusive, cohesive community that cares about all its people, is a powerful vision.

So if you and I share a vision of healthy children, strong families, good schools, decent housing, safe neighbourhoods, work that dignifies, faith that sustains – and I believe we do - and all of this embraced in this healthy, inclusive, cohesive community, then you as the leaders of the future, must ‘move beyond the walls’ and find the partners and find resources as energetically as you who have built the enterprise – the organisation ‘within the walls’.

One third of my time is spent with corporate leaders, Toyota, Microsoft, Chevron and Texaco – enlightened leaders who will tell you that corporate self-interest reveals that there is no hope for a productive corporation ‘within the walls’, if our schools and our communities ‘outside the walls’ cannot provide this healthy, energetic workforce critical to the corporation of the future.

To quote Peter Drucker in a November Economist Magazine, “we must see the organisation as a ‘change agent’. To survive and succeed, every organisation needs to be a ‘change agent’. Grafting innovation on to a traditional enterprise does not work. Systematic innovation is required and fundamental changes to the mindset of the organisation, so that people see change as an opportunity and not a threat.” I was asked at a Committee for Melbourne luncheon, “how do you deal with people who don’t or won’t change?”. And I said, “simply and gently re-pot them” (a Drucker term).

Ten years ago we could describe the future, but today it is hard to even describe next week. There is no time for us to negotiate with nostalgia. Our turbulent times do not accommodate for this. We need policies and practices that spell change for the future. It is an uncertain future, where challenges will only be realised by leadership that can innovate. The old answers do not fit contemporary issues. Leaders must disperse leadership responsibility across the organisation. We ban hierarchical language – no more ‘up-down’, ‘topbottom’, ‘superior-subordinate’ – is there anyone who says “I can’t wait to be subordinate?”. We need effective, ethical leadership. And we need to remember that there is no such thing as business ethics and personal ethics. Only ethics. Leadership is how to be, not how to do.

The story of the transformation of the Girl Scouts of the USA was documented in a Harvard case study. In 1976, I became the Chief Executive of the Girl Scouts at one of the most perilous times in its history. I understood the power of example, the importance of mission and vision. And I worked very hard on the language. My message was that we manage for the mission, for innovation, for diversity – this message permeated the total organisation and was a leadership benchmark for a great institution. In 1990 we had achieved the greatest diversity in 78 years of the Girl Scouts history. Local and national staff referred to ourselves as being ‘one great executive corps’, serving the Girl Scout Movement, 6000 local staff and 850 national staff – and the organisation became mission focused and value-based, demographics driven, achieving great transformation.

It is important to know who you are and why you do what you do – establish a clear company mission. Peter Drucker (Leader to Leader Institute formerly the Peter F. Drucker Foundation for Non-profit Management), advocates your entire company mission should fit on a t-shirt. Short, powerful and compelling.

For you and me this is not an intellectual exercise. Everything converges into a new leadership imperative, every act, every word, every initiative is tested, against our common bottom line. In the end we sustain the democracy.

In closing, George Bernard Shaw wrote, “I am of the opinion that my life belongs to community and as long as I live I do for it, whatever I can….life is no brief candle for me, it is a sort of splendid torch that I have got hold of for a short moment and I want to make it burn as brightly as possibly before handing it on to future generations.”

Closing Remarks by Frances Hesselbein

Agora, Day Two, Wednesday 21 April 2004

As we look at the first action moving forward, because these are 4 powerful action steps or action initiatives, in the end they are all leadership initiatives.

1. The issue of the integrity of the leader, there is no such thing as business ethics/personal ethics, there is only ethics. And the whole issue of integrity and the leader. Being true to ourselves and looking to our own value and principles, because the quality and character of the leader determines the results. This is the mission focussed, values based action step. It begins with the leader within and moves through the organisation, leading from the front and into the community. 

2. Being clear about mission and defining mission as why we do what we do, not how and who and with whom. We have all written down powerful and compelling ideas today, Peter Drucker says our mission should fit on a t-shirt and be compelling and concise. So, point number two is to be very clear about our purpose and our reason for being.

3. If we wanted to describe it in three words, we would say focus, focus, focus, because moving forward, inclusion in action, is about identifying how we might make a difference. Where can we make our greatest difference, our greatest impact. What is the one thing that our organisation could do, that we can do better than any other? If everything else were wiped away, this is the one passionate focus we have. If we do this, it will change lives and in changing lives we are building connectedness and inclusive communities that care for all. Then we must think about the Agora and where we make our greatest difference and our greatest contribution. Because we have just spent two days together in a remarkably open, productive, adventurous, leadership development, then how do we make a particular contribution to the ongoing Agora? Because in a sense we are the founders of Agora. How do we strengthen the dialogue of citizens as we move across the three sectors? When we came in two days ago, we were people from three sectors, now I can’t tell the difference. I don’t know who is the great corporate leader and who leads the organisation that serves young people. So, how do we strengthen the continuing dialogue? Because across the sectors sectors, all the organisations are on a journey of transformation together. The Agora helps us lead from the front, not push from the rear. 

4. There is a clear call to our leaders from the social sector – see yourselves as life size. As the indispensable partners of business and government. Government cannot produce or provide the social services at the quality and level that you demonstrate everyday. We are the equal partners of business and government. Seeing ourselves as life size is just a short cut for appreciating the significance of the indispensable contribution you/we make to this society. 

So these are the 4 points and as we move forward, I think we all agree we should do something different Monday morning because we were here. So let’s think consciously, as a leader, what will be the first thing I do that will be different from my usual Monday morning? This is a challenge and I hope that when you leave this remarkable place, you will know what you will do. I won’t even suggest one thing because we’ve all experienced this and only you can know what that powerful first step that will lead to other steps is for you individually.

I would invite any comments, additional challenges to this, our best thinking of what we could distil from two days of remarkable involvement and engagement. Thank you

Frances Hesselbein's Responses to Questions at the Agora Conference

Question: In our workshop this morning Frances, you made a remarkable comment when asked about the difference between power and leaders. I really identified with it. Please elaborate.

Answer: In my opinion and experience leaders have no power, we have great influence, we have language, we have inclusion, persuasion, but if we’re talking about power in the corporate terms, in the good old days, I think for effective organisations and leaders of the future, we have no power. If we are part of an in control, up and down, top and bottom organisation we will suffered a genteel and quick decline. There is no place any longer for a demanding and controlling leader. First we talk about the mission and the values of the organisation, then, we have to exemplify those in every word and every action, every encounter. That version of power is far more influential than the old definition of power. So I have no power, but I have influence and I have a voice and I can speak for people who cannot speak for themselves.

Question: I think it is fantastic that this conversation between industry, government and the community sector is taking place, but I also wonder if there is a partner missing from the table. We’re entering a century where the current scene and exchange is about information and knowledge, rather than about selling practical services. I wondered whether universities and research institutes should be part of the consortia. I realise a number of people are here informally from universities, but maybe there is the chance to consolidate this and to formalise relationships with knowledge institutions.

Answer: In my work I don’t think there is a project that does not include colleges and universities. I spend a third of my time at these campuses. It is amazing that in 10 years that landscape has changed totally. The colleges and universities of every country have to be brought in as equal partners of this great dialogue of citizens who care about humanity. One of the most persuasive arguments is, and if you look at everything we do in the end, it sustains the democracy.

Question: Every Monday we have to do something new - ourselves and our organisation. This is our chance. But sometimes a funding body gives you a limitation and it is hard to do something new as I we are concentrating on working from A to B. I have to be flexible, but then funding can dictate.

Answer: This is a challenge of communication. If we want to involve our colleagues at every level right across the organisation, there are ways to involve people without having them stop what they are doing, what they are focused on. If people are working and we want to convey a message and we want to involve them, then we must find many ways to communicate, not just one. It is a challenge.

Question: I want to suggest that there might be a fifth element to your 4 points. CHIME – To Challenge the status quo, To Help empower those around you, to provide an Inspiring vision, to Model the behaviour, but the one that intrigued me the most was the E, to Engage the heart. I think one of the things we‘ve got to learn to do is to tell stories and actually communicate what it is we want to say so that we engage the hearts of the community around us.

Answer: That is a very, very, very important message for all of us. Wherever I go I keep hearing this message - we are tired of the theory. When we don’t know all the answers and we don’t even know all the questions, then it is important, very important, to do exactly what you say. This whole engagement, all of us together and the very challenge of communication and the future becomes the best opportunity you ever had. When we tell a story we are sharing our private selves. We have to feel pretty comfortable about the audience. Like the day you give theory to people, if you don’t document it they won’t buy it because the ambiguities are so great that they would like something factual. But at times we need something that touches the heart.

Source: www.agoraconference.melbournecitymission.org.au