Great retirement professionals:
- Do not define themselves by what they do, but rather by who they are and how they do it. Professionals exhibit a balanced continuum between their leadership, stewardship, and governance (fiduciary responsibility). The term behavioral governance is used to define this continuum. Behavioral governance is based on the groundbreaking academic research in neuro-leadership that has identified key neurological and psychological capacities that impact the quality of an effective and inspiring decision-making process. Studies suggest that behavioral governance will have more impact on the success of a professional than any other factor. As such, behavioral governance is a disruptive and superior alternative to the fiduciary standards being drafted by regulators.
- Have the capacity to inspire and engage others.
- Look for ways to increase their understanding of their own strengths and shortfalls. Professionals have the capacity to understand their own self within changing roles and requirements. They’re committed to self-improvement and life-long learning.
- Are passionate and disciplined about protecting the long-term interests of others.
- Can build trust. Behavioral governance informs us that the keys to building trust are the retirement professional’s ability to:
- Enact a fair, just, and transparent process to resolve moral conflicts, or to allocate limited resources;
- Provide shared visions and strategies that gain commitment and alignment, and inspire higher levels of performance; and
- Adjust and adapt behaviors to enact more appropriate responses to ill-defined, changing, and evolving situations.
- Demonstrate the ability to manage the details of a procedurally prudent decision-making process. Procedural prudence is a legal term that defines an even higher standard of care than a best interests or suitability standard.
- Are not afraid to fail. When they do fail, professionals have a strong sense of purpose and a defined moral and ethical framework to guide them back to their mission. They’re not so much remembered for their fifteen minutes of fame as they are for how they handled their fifteen minutes of shame.
Great retirement professionals start each day with a commitment to be a passionate steward of their various leadership roles. They understand that leadership is a privilege, not a right. It’s a responsibility; it’s a way of life, and not a title. They understand the critical importance of behavioral governance.
The founding Directors of the Behavioral Governance Society include Don Trone, L5; Mary Lou Wattman, L5; Rear Admiral Steve Branham, USCG (Retired); Dr. Sean Hannah; and Dr. John Sumanth. The Directors also are the Co-founders of 3ethos, which has developed the first psychometrically-based instrument to assess a person’s, or a group’s, behavioral governance.
The founding Directors of the Behavioral Governance Society include Don Trone, L5; Mary Lou Wattman, L5; Rear Admiral Steve Branham, USCG (Retired); Dr. Sean Hannah; and Dr. John Sumanth. The Directors also are the Co-founders of 3ethos, which has developed the first psychometrically-based instrument to assess a person’s, or a group’s, behavioral governance.
