Leadership turnover, issues of compensation, and consulting work
Ulmer discusses the turnover rate of leadership within the Center for Creative Leadership. After focusing specifically on a handful of particular leaders, Ulmer speaks more broadly about some of the reasons leaders circulated through the Center. Here, Ulmer focuses on issues of compensation and how one of his acts as the president of the Center was to allow workers to engage in outside consulting work in addition to their work at the Center.
Citing this Excerpt
Oral History Interview with Walt Ulmer, November 20, 1998. Interview S-0034. Southern Oral History Program Collection (#4007) in the Southern Oral History Program Collection, Southern Historical Collection, Wilson Library, University of North Carolina at Chapel Hill.
Full Text of the Excerpt
Any perspective you can offer on right around 1990,
'91, '92, the Center bids goodbye to David
DeVries, Mike Lombardo, Morgan McCall. McCall left a touch before that,
I guess, come to think of it.
- WALT ULMER:
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McCall left I guess within six months of the time I was there.
- JOSEPH MOSNIER:
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Oh, I didn't realize it was as quick as that. Okay. Well,
these were obviously—well, DeVries of course had moved away
from his original sort of closer focus to research questions into a
managerial role. But Lombardo and McCall, these were key members of the
research staff. Any perspective of the impact on the Center for the
departure of these folks, good, bad?
- WALT ULMER:
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Oh, obviously there was also Kaplan and other people. And there is a
school of thought that says that these folks were disenchanted by the
combination of bureaucracy at the Center, the inadequate, relatively
inadequate pay compared to what they could get on the consulting world
outside, and the stuff that they wanted to do with research. And
I've talked to most of these folks and it was a combination
of kinds of things. My real feeling is that the Center is going to
develop people of these skills and qualifications and attributes and
after awhile, they are going to, in a way, they're going to
kind of outgrow the Center. And the Center can probably only contain a
couple of McCalls or Kaplans at any one time. So I think that
you're going to have turnover and I don't think
that this type of personality is going to be contented for a long period
of time working in any organizational environment. Maybe if you have a
perfect leadership environment where they are able to stimulate all of
their independent needs and at the same time serve the benefit of the
larger organization and they're able to be compensated
appropriately for their growing stature in the world, if all of those
things pertain, why, maybe they'll stay forever. But I think
the Center can expect and should expect a reasonable
turnover, and it's not all bad. We have some good guys
working outside who I'd like to think say good things about
the Center.
- JOSEPH MOSNIER:
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In your sense, as you take the measure of this range of factors
you've just described that contribute to this sort of
maturation beyond the Center's immediate needs and confines
and so forth, how important was the compensation question itself? Would
that have...
- WALT ULMER:
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Well, you know, this is always an interesting issue. I'm
currently involved in a study of the culture of the American armed
forces and one of the things that's coming up really big is
the compensation package that has fallen behind the civilian sector, the
way most of these people look at it. And it is the hygiene factor for
sure. But the real question is on the other end of the scale, is there
any level of compensation that will have people stay in an environment
when they think they can do more by themselves? I think compensation was
a factor but I'm just not sure but what there might not have
been any combination of things that would have the people stay. The
other issue is in some of these cases, it might have been just as well
for the health of the Center that the folks left. It's a two
way proposition.
- JOSEPH MOSNIER:
-
Right.
- WALT ULMER:
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Particularly in a couple cases, I sort of think that they were perhaps
for good reason they were somewhat alienating in parts of their
behaviors in a mild way. Energetic, bright people, but maybe either they
or the Center has sort of changed in their minds to the point where they
weren't as comfortable as they sometimes were. The Center
still has a good group of people who like to look back to the good old
days when they would go up there and sit around the fireplace at noon
and drink coffee and thought about the world. Those probably were the
good old days.
- JOSEPH MOSNIER:
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Yeah. Was there any—I understand you took a decision at some
point to restrict so-called outside professional activities and it comes
to mind in this context.
- WALT ULMER:
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Yeah, it does. It wasn't the restricting—you see,
that's very interesting because the initial thing I did was
for the first time in the history of the Center to permit outside
professional compensation.
- JOSEPH MOSNIER:
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Oh, maybe I have this backwards, then.
- WALT ULMER:
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No, you don't have it backwards. But we decided to
take an experiment and say okay, in trying to fix
the business of being out in the world and also adding to your
compensation and adding to your satisfaction and your experience, all of
these things, we will permit the exempt members of the staff to have
some numbers of days a month where they can go out and do their
consulting or whatever work. Now they must make sure that they
understand, and most college professors don't do this
adequately but the law probably won't jump on them, that when
they do this, that they are not representing the Center since the Center
can't consult. It's an educational institution.
Carolina can't consult. And we're going to try
this for a little while and see what happens. And there's a
couple of possibilities. One is that we'll have teachers at
the Center complaining that they don't have the time to go
out and consult but some of the researchers and some of the other
part-time and other people can go out and do, so it would be a
"we they". Secondly, there may be people who are
spending so much time getting prepared for their three to four days of
consulting a month, or whatever it is, I can't remember what
it was, that they're really not going to be doing their jobs
at the Center. And another thing is that maybe it will just work
absolutely great and everyone will be happy. I had been around long
enough then to know that the third possibility was rare. Okay, guys,
let's try this. And okay, we're going to try this.