The Science of Leadership
Tommy Boone, PhD, MPH, FASEP, EPC
Professor and Chair
Director, Exercise Physiology Laboratories
Department of Exercise Physiology
The College of St. Scholastica
Duluth, MN 55811

“Some people are encouraged by the ASEP leadership.  Some join them in membership.  And some become leaders.”  -- B. Chaice  

UNDERSTANDING the inner workings of an organization is similar to the science of leadership.  Both depend heavily on clinging to the plans and blueprints of proven techniques and knowledge.  But, while organizations serve the members on an annual budget and set of plans, leaders are responsible for looking beyond the organization and the profession.  Leaders, especially those who have articulated the vision and values of the American Society of Exercise Physiologists (ASEP), have come to expect exercise physiologists to stand for something, to stop clinging to the past [1], and to be proactive in reframing exercise physiology as a healthcare profession.  The simple truth of the matter is that they foster pride in the profession.  They foster feelings such as "We are important."  "We are healthcare professionals." 

The ASEP leaders are responsible for the change and new opportunities that have taken place in exercise physiology.  They are also responsible for creating an organizational strategy that has caused the healthcare community to take a second and a third look at exercise physiology graduates.  The world has changed and the healthcare system has changed as well.  Exercise physiology, therefore, must change to keep pace with new thinking.  The ASEP leadership has cleared a path for professional development of exercise physiology as a healthcare profession.  Their work represents a way of thinking about exercise physiology that is entirely different from traditional thinking.  The goal is not to become the biggest organization on the block.  It's to understand professionalism and to promote the professional development of exercise physiologists. 

"Never cease to pursue the opportunity to seek something different.  Don't be satisfied with what you're doing.  Always try to seek a way and a method to improve upon what you're doing, even if it's considered contrary to the traditions of an industry."  -- Howard Marguleas [2]

Strategic Planning or Cunning Schemes
The year of 2004 may be remembered as the year of strategic planning or cunning schemes on behalf of the sports medicine leaders.  Faced with increased competition for membership, eroding market share, and reputation for failing certifications, the American College of Sports Medicine is now implementing strategies what was once considered neither right nor logical.  In other words, hoping to emerge victorious for their efforts, the ACSM leaders are poised to implement an accreditation strategy.  They are interested in accrediting exercise science or related departments (such as physical education, kinesiology, etc.) with a professional preparation tract designed for students seeking employment opportunities in the health, fitness, and exercise industry [3].   They are also interested in accrediting graduate exercise physiology programs!  One of the puzzles of leadership is when men and women in position of power and/or influence don't know when their manipulative skills become harmful to others.  In some respects, what is being witnessed here is the continuation of the sports medicine myth [4] and the urge to dominate.  As witnessed before in similar competitions, it is doubtful that the weapons will prove helpful.  Why?  It is not the right dream or vision for ACSM.  Leaders must lead with a goal that is worth having.  The effort to accredit exercise science and similar academic programs is rooted in something other than the right image for students interested in health, wellness, fitness, rehabilitation, and athletics.

While this kind of business isn’t new among competing organizations for a particular market, it is always disconcerting.  Rather than working together, different personal and organizational paradigms contradict commonsense.  But, to be fair, even when an idea has merit, 90% of the time it is rejected in favor of established thinking.  Hence, despite the contribution of the ASEP leadership, many colleagues remain resistance to the implementation of the ASEP professional, ethical, and academic strategies.  This is precisely why this article is written.  ASEP exercise physiologists must grasp the necessity for realizing their full potential by never giving in to the 800 pound gorilla!  Regardless of the gigantic reach of the aggressive organizations, it is not possible for them to win when sincere men and women with the necessary values, courage, and self-control to do the right things for the right reasons stand the test of integrity.  Ours is a society that aligns itself with truth and justice.   Each member can see that the ASEP effort is based on a rational idea of the future of exercise physiology. 

To do what is right for all students who want a career in exercise physiology, the ASEP leadership accepts the challenge of indifference.  They acknowledge what they are doing is entirely different from the 20th century thinking of what has for decades been viewed as exercise physiology.  They also understand that the willingness to adapt to new ideas is imperative if exercise physiologists are to have any control over the profession.  Hence, in a strong and unwavering step, the ASEP leadership created a Board of Certification [5] for exercise physiologists.  This pursuit of quality and professionalism rather than quantity is fundamental to the professional development of exercise physiologists.  One thing should be noted.  The ASEP leader are the first ever to formally articulate the tenets of professional development, accreditation, and standards of exercise physiology practice.  They alone championed the importance of a code of ethics for exercise physiologists.   The world of exercise physiology has changed, and it's not going back to sports medicine.  Thus, scrambling to invent strctures and programs to respond to the ASEP changes is entirely wrong and  inappropriate.  The failed logic [6] continues blinded to the larger picture of exercise physiology.

Under the influence of the ASEP leadership, the ASEP organization has managed against major odds to attain quantitative goals.  As a framework for reference, in just one year with the leadership of the ASEP President, Mr. Matthew Wattles, goal setting and achievement have been at the forefront of every monthly teleconference by members of the Board of Directors [7].  His leadership has been extraordinary among the ASEP Presidents.  His emphasis on quantitative goal setting has been a very effective motivational strategy upon which to continue the building of a solid professional infrastructure without sacrificing quality.   In short, Mr. Wattles’s 2004-2005 tenure has promoted the cooperative effort needed to be successful as a professional organization.  From a performance appraisal standpoint, his leadership and emphasis on accomplishing organizational-specific goals has increased the efficiency, productivity, and shared thinking of the ASEP leaders.  Hence, the ASEP organization is blessed to have had a leader who has significantly helped the organization continue its movement towards making dreams come true.  He understands that it is 100% wrong to keep things the way they have been just because it may be comfortable or easy.  Great leaders know there is always room for improvement. 

As a result, the ASEP leaders see exercise physiology differently from non-exercise physiologists.  They are guided by the belief, “If you don’t know that the American Society of Exercise Physiologists is [the] professional organization of exercise physiologists, you’re not thinking straight.”  They view the organization as the 21st century reality of exercise physiology as a healthcare profession, and they are willing to do what it takes to keep the organization relevant to the shared vision of the members.  Even if it should mean modifying the ASEP vision statement, they are committed to doing so.  The basic intent of the vision will always be the same.   The exercise physiologists of tomorrow will be in a much better position of trust, respect, and accountability with the continued leadership of the caretakers, teachers, and mentors.  Think about it.  Reflect on why they have taken great risks on behalf of students and the profession.  Why did they do it?  Was it done for freedom, a sense of purpose, or for the belief and passion for something better?

Taking Risks is Critical to Success
Having a shared commitment to a vision is a powerful source of collective power and sustainability.  Most importantly, aside from being inspired and motivated towards insuring that the vision becomes reality, it is a statement from the heart to do the right thing for the right reasons.  It simply doesn’t matter whether the path is marked with obstacles or hard work.  It doesn’t matter if the leaders fail on occasion.  That is life.  They understand failure.  They also know that leaders have the right to make mistakes.  Those who challenge old ideas and ways of doing things know they will make mistakes.  Risk taking is fundamental to change, improvement, and success.  The question is this:  “Would [you] be willing to stay the course, to live through difficult experiences, and to cope with negative comments, criticism, and failures for a better exercise physiology?”  The ASEP leaders have the backbone for it.  Their thinking has changed the way the public thinks about exercise physiology.  They also invite exercise physiologists worldwide to join the ASEP organization to help all exercise physiologists become more than they are and truer to their profession as healthcare practitioners.  The larger purpose in the organization has always centered on creating a new profession of exercise physiologists. 

The secret of great leadership and vision is strength of heart, which may be another way of saying “vision.”  Everybody knows it is easy to give up or to throw in the towel.  True leaders don’t quit.  They don’t make excuses.  They believe that “a higher calling” always has a risk to it, especially the feeling of inadequacy.  Leadership is nothing if not about the fear of failure.  If there is no fear or change, there is probably no leadership [8].  All leaders understand this point.  No one wants to be a failure, yet fear is deeply rooted in all commanding tasks.  At times, it can be the single most significant obstacle to success.  This is exactly why leaders must have faith in their abilities to do what they said they would do.  They know that colleagues and others will continue to ridicule their efforts.  Leaders know that these same people are simply part of the problem.  A certain number of them will never get caught up.  They will remain in the past either from failed logic or pressure from the establishment [9].  They will never understand what it means to care deeply about college students and the career opportunities they deserve as educated healthcare professionals [10].  Perhaps, equally troubling, they demonstrate to the world their inability to know their own minds.

On the other hand, the ASEP effort is a genuine change to improve the greater good for all exercise physiologists.  It communicates the qualities of honesty and humility as well as the willlingness to serve.  Once the ASEP thinking and leadership have been studied, it is obvious that both are about reaching goals and succeeding and, yes, ultimately about fulfilling the promise of something better for everyone interested in the study and application of exercise physiology.  Here again, taking risks, feeling discouraged when change doesn't come in a timely fashion, dealing with distorted comments and smoke screens, and staying on task are all part of the shared experience [11].  It is realistic to address this side of leadership, especially when they are often times in position to support others undergoing the change process.  Not everyone handles unkind comments as well as others may.  Also, leaders should be on the watch for intolerance to criticism that may lead to decreased morale and productivity [12-14].

Vision and Action Precedes Opportunity
Conviction about what is exercise physiology is important.  Having the courage to speak out defines character.  The ASEP leaders have both, but they are not infallible.  No one in charge of a major responsibility is infallible.  That is part of the shared understanding of leadership roles and, therefore, the reason only a handful of men and women will step up to the plate.  Great leaders give it their best shot.  They lead for the right reasons knowing that mistakes will be made.  Not surprisingly, their commitment, hard work, and dedication keep them on the right track.  They know what leaders have known for decades, “vision and action precedes opportunity.”   This is why the ASEP vision is so important [15].  This is also why ASEP is the leader in promoting values and principles that contribute to the professional development of the members.  Thus, the good news is that the leaders have the desire to help and and the energy to grow the profession [16].  They have made sense of exercise physiology and, in so doing, have helped others to see its integrated features, opportunities, and challenges as a healthcare profession. 

Vision sets the stage for opportunity.  It answers the question, “What the organization wants to become?”  Through reflection and critical thinking, the ASEP leadership knows it is important that the American Society of Exercise Physiologists is recognized as a leading professional organization of exercise physiologists.  They know it is important that the ASEP organization is dedicated to unifying all exercise physiologists to serve the public good.  This is a shared vision of the members.  Those who join the organization are stating to others they want to be part of the ASEP action that precedes new career opportunities.  This thinking is the backdrop from which triggered the founding of the ASEP organization.  That is, to mobilize new career opportunities to enable exercise physiology students to make it financially in the public sector.  Most people would rather turn their backs to the problem rather than face new learning and self-understandings required of a new reality.  Many members have witnessed first-hand the difficulty of others making the ASEP journey, even when they hear the same people saying: “Something has to be done."   "Many of us are not given the respect we should have.”  Or, “Why doesn’t such in such organization do that?”  They know it is difficult if not impossible to raise a family on gym wages and/or a part-time job as doing clinical work at a local hospital.  Some have joined ASEP because they believe in its vision.  They want something different from what they have.  Some even believe in the leadership of ASEP to achieve the vision.  Others don’t believe at all, but are willing to given them the chance to fail.  What some don’t get is that the leaders expect the members to help.  Leadership is a process; it involves everybody [17]. 

In other words, rather than getting upset with the leaders of new ideas and/or new ways of thinking about the status quo, like the ASEP organization, members and non-members could stop complaining and get involved.  The ASEP leaders know and expect that others will disagree with much of what they say and do.  Getting upset is all part of the change process.  It is not something that is happening with just the ASEP organization or with exercise physiology per se.  There is a revolution in management [18] and other fields of professional work.  Competing agendas always raises questions and complaints regardless of the role of the leaders and/or the profession.  And, being right doesn’t always insure that change is rapid.  All change, no matter how desperate or needed, is a rather slow process.  Leaders must be prepared to stay the course and believe in oneself [19].  It is a hallmark of strong leadership.  The question is, “Will exercise physiologists rise to the occasion?”  There are many details to be worked out.  Clearly, the ASEP leaders have transformed exercise physiology from a discipline into a new profession.  Thinking as a healthcare profession is bigger thinking than the specialist mentality!  And, at some level, even the gatekeepers [20] who resist change know their stonewalling is indefensible.  

In fact, “It’s pretty clear,” the ASEP leaders believe, “that if you’re an exercise physiologist who is not a member of ASEP or if you’re someone who disagrees with the ASEP leaders, or if you’ve got issues with the leaders, that you are nonetheless an exercise physiologist.  However subtle, there is power in coming together.  Leaders understand this point all too well.  They also know, as did the quintessential American, Benjamin Franklin, that:  “Lost time is never found again.”  In fact, too much time has been lost promoting instructor and/or specialist thinking.  This model is out-dated.  It is self evident that the status of past thinking is too narrow for exercise physiology as a healthcare profession.  Hence, this in itself is reason enough for the existence of the ASEP organization, without whom exercise physiology is destined to run on fumes.  The leaders have done the unexpected by institutionalizing an exercise physiology culture within its own professional organization [21].  No longer wandering aimlessly, exercise physiologists now have a rationale for facilitating their professional development.  They have shifted paradigms.  No longer technicians, they now think of themselves as competent, forward-looking professionals inspired by the ASEP vision.  Their new framework for thinking about exercise physiology differs significantly from earlier decades.  

The Courage of Leaders
Leadership requires the collective openness to new ideas.  Exercise physiologists should not be (cannot be) uncomfortable talking about ASEP or its vision and mission statements.  They must be enthusiastic and positive about the future of exercise physiology.  It is clear that they have suffered enough from leaders without credibility.  The appropriate place to begin is with ASEP and the courage to change.  It takes courage to think about what is, what might be, and to go about doing it.  The ASEP leaders expect it of themselves.  They know that in order to influence others for the right reasons they need to think about the future and the way it should be crafted.  Moreover, as leaders of the future exercise physiology, they can no longer afford not to see the big picture and how it connects with already-established healthcare activities.  Their boldness has indeed turned around the social condition and quality of exercise physiologists' lives.  This is illustrated everyday they fight for ASEP.  They know all too well that building an organization is hard work.  It takes  courage to think about the past, to determine what is best for all exercise physiologists, and to act on one's feelings and thinking. 

Courageous leaders must argue persuasively that the future view is worth the criticism from competitors.  Not everyone is interested in being a leader or in understanding the sense of urgency or even communicating a common vision.  Those who are interested find themselves in a leadership position.  They are willing to make choices that will shape and guide others.  After all, leading is about making an impact on others so they will get involved (e.g., in the ASEP organization).  It is the responsibility of the leader to explore options.  There is nothing wrong with wanting to do something differently even though some may still think of it as an invasion of their rights and privacy.  Those who argue that, “this is the way we have always done it, so get lost” are not fair or respectful of another person’s right to object.  Those who are afraid of or uncomfortable with the truth because it addresses the problems of doing business the usual way cannot be allowed to stop the change process.  Not only do their actions call to question their credibility, but the lack of a vision for exercise physiologists captures their drift from the core of the problem.

Leadership demands an understanding of the problem.  Leaders are deeply committed to showing others by their example that correcting the problem is imperative.  They tell the truth no matter what.  Then, they sat out to do something about it.  They understand that it is unethical to not do something about what is believed to be a problem.  This is exactly why the leaders are acting ethically when they support organizational initiatives and strategies that result from a clear vision.  They know what they stand for, and they lead by example [19], which has captured the imagination of the membership.  Collectively, they understand what is possible in the future.  Hence, real change begins with wanting something better for exercise physiologists.  Then, there is the strategy to define and keep an organizational and professional advantage.  The latter, in particular, requires self-change and the courage to identify an entirely new direction.  Strategic thinking is all about doing what is good for the members of the profession.  The results may be modest in the beginning but, in time, issues such as certification, accreditation, and licensure become accepted as achievable goals.  This is why the leaders have developed a separate agenda for each strategic issue.  This is also why alternative and motivatonal thinking are important in the planning stages for successful professional models to serve the members.  

Charters and Leadership
At the founding of the ASEP in 1997, the leaders were involved in the development of specific documents that outlined the future intentions of the organization.  The ASEP charter was created to guide the strategic thinking of the leaders as well as the members.  From the beginning, they understood the mission of the ASEP organization, which is:  “The American Society of Exercise Physiologists (ASEP), the professional organization representing and promoting the profession of exercise physiology, is committed to the professional development of exercise physiology, its advancement, and the credibility of exercise physiologists.“  The mission statement answers the question, “What is the business of the ASEP organization?”  It helps exercise physiologists to identify with the purpose and reason for the leadership’s strategic thinking.  The mission statement also reflects the shared vision and values of everyone in the organization.  

The ASEP vision statement answers the question, “What do exercise physiologists want to become?”  Do exercise physiologists want to become fitness experts, wellness specialists, exercise technicians, personal trainers, strength coaches, or athletic professionals?  If they want to become “fitness professionals” and not “exercise physiologists” – then the ASEP vision is a problem.  But, if the members of ASEP want to be or expect to be part of the healthcare community, then the ASEP vision is 100% correct.  Non-members can learn to embrace the vision statement by reading and studying it.  It isn’t easy, but it is something to shoot at when all other targets become something other than what an exercise physiologist wants to become.   The ASEP leaders understood this point early on.  They went about accomplishing both the mission and vision statements from an ethical and professional point of view.  They did this by adhering to the ASEP code of ethics [22], which is directly linked to the ASEP values statement, which is:  “Under no circumstances is it permissible for the ASEP non-profit professional organization to be influenced by for-profit businesses such as the companies that promote athletic and/or performance-enhancing supplements.  The leadership and members act with integrity and accountability in all matters that bear directly on the application of exercise physiology to the public.”  The values statement declares what the ASEP leadership stands for and what it is willing to do in carrying out the mission and vision statements.      

Despite the rhetoric otherwise, exercise physiologists can and do make mistakes (especially when they are free to take the lead).  It wasn't too long ago that no one believed it was wrong to support the use of sports supplements.  Frankly, this view is no longer true today [23].  Good ethics is always imperative.  It is especially important to the reputation of a professional organization.  This is why a clear set of ethical principles to guide organizational development and business is justified [24].  Otherwise, how will leaders know that engaging in certain behaviors is wrong if not illegal?  This propensity to use an organization for inappropriate purposes is a serious problem for many different reasons.  The values statement is one way to avoid making mistakes.  That is why the ASEP leadership has worked hard to promote ethical thinking and actions in accordance with good behavior and a clear set of values.  Placing integrity and professionalism above the quick benefits of questionable thinking and influence on the organization is the responsibility of the leadership.  They understand that the ASEP organization is a "professional" organization that began with a vision to create something credible for exercise physiologists [25].

Leadership and Goals
Since goals are performance targets used to measure the success or failure of an organization, it is important that every organization has goals.  Goals are open-ended statements of what the organization leaders wish to accomplish with no quantification of what is to be achieved and no time criteria for completion.  The following 14 ASEP Goals demonstrate the commitment of the leaders to the importance of thoughtful, deliberate planning that will make a difference in exercise physiology:

• To set the agenda, determine the direction, and make the decisions about the future of the exercise physiology profession.
• To increase visibility and enhance the image of the exercise physiology profession.
• To promote and encourage the exchange of ideas and information regarding all phases of exercise physiology.
• To make a commitment to quality and integrity in exercise physiology through adherence to the ASEP Code of Ethics.
• To facilitate and promote positive public policy and professional, ethical behavior by providing ongoing peer review and quality assurance programs via the accreditation of the exercise physiology (science) academic programs.
• To participate in the development and implementation of public policies and procedures concerned with exercise physiology.
• To promote the advancement of teaching and research in exercise physiology within the academic environment.
• To encourage and implement undergraduate and graduate education programs to meet the diverse interests and career opportunities in exercise physiology, regardless of age, gender, race or disability.
• To promote the growth and application of the highest quality research and professional application of exercise physiology in health promotion, disease prevention, rehabilitation, and sport fitness and training.
• To provide a powerful, unified forum and opportunity for exercise physiologists to present and discuss current research in exercise physiology.
• To promote the development and exchange of scientific information between ASEP and other professional organizations with an interest in exercise physiology.
• To be a dynamic and action-oriented clearinghouse for questions regarding the exercise physiology profession.
• To represent exercise physiologists whose professional work is mainly clinical, and to help ensure that federal agencies and legislators understand their work and needs of the clinical professional.
• To expand federal and private funding of exercise physiology research and training.

In the words of Harvey Mackay, “A goal is a dream with a deadline.”  A goal is also about taking a risk, keeping focused, and making a difference.  The point here is that exercise physiologists gain self-confidence when goals are accomplished.  This is the purpose behind strategic planning [26].  As goals are achieved,  members come to believe that their collective effort is making a difference. 

Final Thoughts
This brief sketch of some of the major points of leadership in exercise physiology has neglected, so far, the important influence of numerous exercise physiologists who are not part of the ASEP organization but, nonetheless, have shaped the profession.  Most know who they are since considerable discussion revolves around their research and other roles in the field.  However, since the founding of the ASEP organization, the danger that must be avoided is that "working outside of the organization" is okay.  It is not unreasonable to expect that exercise physiologists should be members of [the] professional organization of exercise physiologists just as physical therapists and nurses are expected members of their professional organization. From this point of view, then, the distinctive qualities of "being a professional" are framed in a philosophy which accepts the premise that exercise physiologists are held accountable to the same established patterns of professional behaviors and responsibilities of other healthcare professionals.

“After decades of witnessing the divide in exercise physiology, I am convinced that I will see a radically different group of professionals to which is born many leaders.”  -- Tara Fulkerson

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