Whether in executive search practice, or providing training to Board volunteers, as a management consultant I inevitably ask others about achieving a legacy.

In a hiring interview, the question typically goes something like this: “what will others say has been your legacy achievement in your time with your employer?“

It is an equally apt question for volunteer leaders, notably board chairs or other officers. Many volunteers I meet have bold intentions to realize the untapped potential of the not-for-profit organization they help to lead. Yet a year later as their term of office ends, little if any meaningful change has occurred.

With a New Year comes the tradition of setting resolutions. When the goal is transformational, there are important considerations for the staff and volunteer leaders of nonprofit organizations in defining and carrying out a legacy.

First, great legacies are not realized in days or months, but in years. Consider two examples over the past 50 years:.

US president John F. Kennedy, first in a speech to Congress and in 1962 in a speech at Rice University, defined the mission to the moon. Many will recall those timeless words to send a man to the moon and return him safely to the earth. In late 1963 Kennedy was killed, yet in less than six years from the time of his death the space legacy was realized. The image of Neil Armstrong stepping off the lunar landing craft to the dusty surface of the moon is now eternally etched in human history.

Closer to home is the courageous legacy of Terry Fox. He had a vision to raise awareness of cancer and money for a cure. Sadly, his physical run and his inspiring life ended prematurely. But as former broadcaster and master storyteller Paul Harvey used to say, that’s not the end of the story. The Terry Fox story continues growing to this day. Every year in communities across Canada and in every part of the globe, people assemble to run, walk, raise money, and build Terry Fox’s legacy.

The second insight about legacy is that it requires many to be mobilized. It may be your vision, and ultimately be defined as your legacy, but it cannot happen without the active support of people. In the case of Terry Fox, the people engaged in his vision today not only did not meet him; many were not even born when he died.

Many also grasped the leadership torch from Terry Fox’s hands, including Isadore Sharp of Four Seasons Hotels, corporate partners, and even school children. The legacy today raises more money than Terry Fox could have ever possibly imagined with benefits accruing to cancer patients and their loved ones.

In the mission to the moon, the resources of a national government and the brilliant minds and hard work of scientists, engineers, military personnel including test pilots/astronauts, had to be co-owners of the mission to translate this dream to reality.

Who are the legacy builders in your experience? On a world stage, the example of Nelson Mandela is transformational because it demonstrates leadership that engaged others, was shared with others, and depended upon others to be accomplished. The opportunity for board chairs, senior officers, and senior staff is to recognize that legacy builders must mobilize fellow directors, employees, and other committed supporters to accomplish great results and create the strategy together to make it happen. To fly solo in the legacy process almost guarantees the dream dies the moment you leave office.

The opportunity for legacy building in registered charities and associations must also start with this step.

Strategy is key to legacy building

Leaders must learn what it actually means to be truly strategic. This requires time, study, and discipline because it is my observation that most organizations in the not-for-profit sector are not very strategic, certainly not to the degree they may think. Strategic planning is too often an exercise of doing more of the same, of creating a shopping list of activities that are too granular with little or no strategic context (e.g., “we are doing this to what end?”). As the result, we see organizations in 2011 that are fundamentally no different in terms of their value proposition than what they did in 2001 and 1991.

Many authorities in the practice of governance urge boards to set aside time at every meeting, if only 15-20 minutes, to discuss strategy. What is happening in our corner of the world that we serve that has changed and requires thought?

Another equally important challenge for leaders is to think past their term of office and beyond what they want to see realized in the next year or two. A strategic discussion with stakeholders must include the longer-term goals the organization aspires to realize (e.g., to be the leader in education, to find the cure for the disease, etc.).

Personal resolutions at New Year?s have a high failure rate. Resolutions that are transformational — the “I have a dream” rallying calls of great leaders such as Dr. Martin Luther King Jr — succeed because others passionately embrace and carry it forward.

Resolve in 2011 to discuss as a entire team (volunteers and paid staff) the future outcome that will have people talking about what you dreamed in 2011; the legacy that you inspired; and the masterful manner by which you gave others ownership so that it could be carried on for years into the future.

Content is © Jack Shand and is reprinted with permission.

Jack Shand, CMC, CAE, is president of Leader Quest, a management consulting firm providing expert advice to not-for-profit organizations since 1997. Leader Quest specializes in executive search/staff recruitment, strategic planning, governance, and organizational reviews. Jack can be reached at 905-842-3845 and 1-877-929-4473, or jack-at-leaderquest-dot-com.