Annual Cost (CONT’D FROM PAGE 8)
“Legacy in action is not about grandiose visions, nor is it about any kind of crazy plans. It is about the relentless execution of small details performed day in and day out. It's about maintaining standards, clean plants, safe facili- ties, but probably even more important than that, it is ex- plaining to the next generation why those standards even exist in the first place, so that they then have the agency to deploy those standards as they see fit. It's about teach- ing that next generation why trust is absolutely critical to everything we do in business and in life. That's legacy in action.” Eichmann explained that “legacy in action” is about vis- ible, felt leadership, which is about getting out from behind the computer, onto the shop floor, walking the floor. It's about sitting kneecap to kneecap with your customer. It's about going out on the road to meet a prospect. And prob- ably biggest of all, it's about putting your arm around that colleague when they're struggling. Telling them it's going to be all right. “It's also about getting that next generation ready to “rock and roll,” he said. “Gen Zers don't want a museum. What they want is momentum. They want to know that their work matters. They want to see purpose. They want to know that they're contributing to something bigger than themselves. They do good work. They're just motivated a little bit differently.” Showing a series of slides, Eichmann explained how
“I personally believe that the world needs better leaders than ever before,” he said. “What I want to do is I want to talk about a term that Terri-Lynn Levesque referenced earlier. That term, ‘legacy in action,’ is not a passive con- cept. It is, in fact, an active mindset. What we want to be
doing is not waiting until the end of a career to count on a legacy. What we want to do is build that legacy and action mindset into everything we do day in and day out. In fact, most of us this morning have already executed on various activities which are part of our legacy.” Legacy in action, Eichmann in-
Matt Eichmann
sisted, is really about the compounding effect of how you build people. Citing the shocking one trillion-dollar figure mentioned in his introduction, he said that what that figure really represents is not the cost of poor succession plan- ning by itself. It is not the cost of poor strategic planning by itself. What it is, he said, was building a business but failing to build the people that have the power of the busi- ness long after they're gone. That's what that one trillion number represents. It's a failure to execute on legacy and action activities. “This failure has deep consequences,” Eichmann said.
CONTINUED ON PAGE 12
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