Last week, we shared some thoughts about the implications of the growing number of CEO positions currently being sought across the zoo and aquarium community. An inevitable outcome of that unprecedented and accelerating number of upcoming changes will be a substantial ripple effect, as Deputy Directors, COOs, and Senior VPs move into some of the chief executive vacancies, opening up opportunities for leadership at that crucial second-in-charge level. The skill sets needed to fill the roles of those daily operational decision-makers leading the teams “inside the gate” are changing, and CEOs and Boards will be wise to adapt their recruiting strategies to meet the evolving demands of the post-pandemic, post-George Floyd, post-January 6th world we are entering.
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“Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.”
Managing change is not an easy job, and the way an organization adapts and adjusts depends in large part on how leaders respond. Strong winds ushering in big changes can do more than mess up your hair – they can cause people to dig in their heels and resist! In preparing for the changes blowing through the zoo and aquarium community, leaders are called upon to set the tone, because the rest of the organization will take its cue from them. The styles and strategies of the past are a poor guide to what will succeed now and into the future. Leadership today is less about command-and-control strategies and more reliant on providing support and guidance to steer institutions through rapidly changing environments. The key role is that of coach.
The new style of leadership requires a willingness to develop strong relationships built on a foundation of trust, and to let go of the more authoritative leadership strategies of the past. The ability to gain and grow these new types of skills is what is necessary to give all constituencies – Boards, communities, and staff alike – confidence and trust in a leader’s ability to navigate steadily into an uncertain future.
Stop calling them “soft” skills – they’re leadership skills
The horizon we scan today is vastly different from the one we watched a year ago. The post-pandemic workforce has different priorities and expectations, and the ability to attract and retain leaders at all levels depends on our ability to adapt to these new realities. The qualities that used to be called “soft skills” – genuine attention to and affinity for things like culture management, staff mental well-being and work-life balance, and broadened inclusivity in organizational programs and committees – are at least as critical as the technical and experiential qualifications typically sought in leadership positions. Successful leadership today depends on the ability to forge strong relationships and to guide teams through changing circumstances.
Referring to these crucial abilities as “soft” skills diminishes their importance and puts them subconsciously on a lower, touchy-feely level. “Hard” skills – measurable, teachable proficiencies – are more readily quantified and defined, and easier boxes to tick when reviewing job candidates. But focusing mainly on technical ability in selecting or promoting leaders is a mistake. Emotional and social competency are less teachable but far more fundamental to strong coaching and leadership. “Strategic” is a more accurate adjective for these talents, and organizations seeking leaders to step into the vacancies currently cascading through the zoo and aquarium world will be wise to highlight emotional intelligence in the hiring process.
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“If you want to be different, do something different.”
Zoos and aquariums are increasingly enlisting the assistance of professional search firms when seeking CEOs, and for good reason – the ability to seek, recruit, and screen a set of truly viable candidates that meet the unique cultural and business needs of a given institution is a specialized skill that requires time, expertise, and sustained effort. But when filling next-level vacancies, institutions often fall back to promoting whoever is “next in line.” If that next-in-line person has been actively mentored for the role by a leader who has been intentional about sharing experiences and opportunities for growth, that is an effective and successful strategy and a situation in which everyone wins as a result of thoughtful succession planning.
But increasingly, and particularly in light of the rapid recent changes in social norms and expectations, zoos and aquariums are recognizing that they need to be more intentional and strategic in filling positions at all levels of leadership. The AZA’s Executive Leadership Development Program has sharpened the skills of as many COOs as CEOs – as a profession, we are learning that training and guidance is needed to build strong leadership at all levels. Skilled search firms are also coming to be seen as important resources in filling positions at the Deputy, COO, and Senior VP levels (recruiting both internal and external candidates for the positions), because of their breadth and depth of familiarity with people, programs, and trends, as well as their ability to present unbiased candidate recommendations to governing Boards – the final arbiters in most cases. The Board perspective is usually and understandably focused primarily on the local market and on technical (“hard”) skills; search firms can be a key factor in ensuring that broader professional considerations and the critical strategic (“soft”) skills are given equal consideration in assessing candidates.
Whatever the recruitment strategy, the zoo and aquarium world must get ready for accelerated culture change. The turnover in the executive ranks will only increase, and the cascade of impact and increased competition for talent throughout all levels of leadership will change the face of our profession for the foreseeable future. Let’s not be caught by surprise! These rapid changes are happening right now, in zoos and aquariums large and small. Think about leadership succession at the CEO level and beyond in your organization, and consider with intention the strategic skills you need to acquire or grow in order to coach your culture now and into the future. It’s going to be an exciting ride! It’ll also be a successful one if we pay attention to societal and industry trends and prepare ourselves to address them head-on.
