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The Five Practices of Exemplary Leadership
Defining Leadership The Leadership Challenge Leadership is the art of mobilizing others to want to struggle for shared aspirations. Jim Kouzes and Barry Posner Model The Way The Five Practices of Exemplary Leadership® Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Model The Way Clarify values by finding your voice and affirming shared ideals. Set the example by aligning actions with shared values. If we don’t believe in the messenger, we will not believe in the message. Kouzes and Posner Model The Way Model The Way Everybody models a way. You must be intentional about the way you want to model. “The behavior most related to employee productivity was ‘Model The Way.’ If managers want productive employees they must set a good example, establish high standards, and then practice what they preach.” Donna McNeese Smith UCLA School of Nursing 1 Model The Way Characteristics Of An Admired Leader “(Organizations) where employees strongly believed their managers followed through on promises and demonstrated the values they preached were substantially more profitable than those whose managers scored average or lower.” Tony Simons, Cornell University, The Integrity Dividend Characteristics Of An Admired Leader 21% 38% 21% 69% 27% 22% 34% 26% 37% 71% Ambitious Broad-minded Caring Competent Cooperative Courageous Dependable Determined Fair-minded Forward-looking 89% 16% 5% 69% 45% 19% 14% 11% 32% 35% ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ Ambitious Broad-minded Caring Competent Cooperative Courageous Dependable Determined Fair-minded Forward-looking ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ Honest Imaginative Independent Inspiring Intelligent Loyal Mature Self-controlled Straightforward Supportive Source: Kouzes & Posner Characteristics Of An Admired Leader Honest Imaginative Independent Inspiring Intelligent Loyal Mature Self-controlled Straightforward Supportive Source: Kouzes & Posner Group Norm 31% 38% 18% 81% 45% 9% 59% 18% 22% 72% 21% 38% 21% 69% 27% 22% 35% 26% 37% 71% Ambitious Broad-minded Caring Competent Cooperative Courageous Dependable Determined Fair-minded Forward-looking Group Norm 100% 9% 13% 54% 31% 22% 9% 18% 27% 31% 89% 16% 5% 69% 45% 19% 14% 11% 32% 35% Honest Imaginative Independent Inspiring Intelligent Loyal Mature Self-controlled Straightforward Supportive Source: Kouzes & Posner Around The World Honest Inspiring Forward-looking Competent Leadership Is Honest Forward-looking Competent Inspiring Honest Competent Forward-looking Intelligent Inspiring Forward-looking Honest Inspiring Competent Broad-minded Supportive Credibility Trustworthiness Expertise Dynamism Vision What We Admire Honest Competent Inspiring Forward Looking 2 High Credibility High Credibility When people perceive management to have high credibility, they: • Are proud to tell others they are part of the company. • Talk up the organization with friends. • See their own values as similar to the organization’s. • Feel a sense of ownership for the organization. When people perceive management to have low credibility, they: • Produce only when watched. • Are motivated primarily by money. • Say good things about the organization at work, but feel different in private. • Would consider looking for another job in tough times. Source: James Kouzes and Barry Posner Credibility Is Source: James Kouzes and Barry Posner Living Values “Our challenge as leaders is not to find new values, but live the ones we already profess.” DWYSYWD Do What You Say You Will Do John Gardner Clarifying Values Impact Of Values Clarity On Commitment High Clarity of Organizational Values 4.87 4.90 6.26 Very Important Less Important 6.12 No more than 15 in this group Low Low Important Clarity of Personal Values High 3 Clarifying Values The Bottom Line Very Important From your most important values, decide on your top 5. List them on the back page. Challenge The Process “You have no control who is watching you at any time. However, you have total control over what they see when they are watching you. A Different Perspective Search for Opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and Take Risks by constantly generating small wins and learning from experience. Think About This How to Stop a Runaway Stage Innovation Orville Wright never had a pilot’s license. Table Ready Lettuce $1.4 Billion If someone can do this with lettuce, what in the world is our excuse! 4 Innovation + + = George Howell, Coffee Connection Dina Campion, District Manager Starbucks $$$ + = = Hundreds of Millions International Leadership Associates, 2014 Challenge The Process Blame Game Blameworthy . . . . . . . . . . . . . . . . . . . . . . . . . . . Praiseworthy Percentage of Failures which are truly blameworthy: 2 – 5% Challenge Percentage of Failures which are treated as blameworthy: 70 – 90% Amy Edmondson, Harvard Freedom to Fail Innovation Challenge “We have a high tolerance for non-repetitive mistakes made in the pursuit of excellence.” The problem is not how to get innovative thoughts into our heads, but how to get the old ones out. Dee Hock Founder – VISA International 5 Letting Go Of The Old Innovation Challenge Blue Green Red Black Purple Blue Green Red Black Purple Prsvn Ccxz Ttqsrl Rwk A typical day at the office for me begins by asking: What is impossible that I am going to do today. Xrvy Daniel Lamarre, President, Cirque du Soleil Key Question Stuck In The Box What are some of the key innovations which have occurred in your industry? Within your organization? In what ways do you get stuck in the box? How To Challenge • • • • • • Respect the Culture Understand the Process - who is affected - who loses Build the Compelling Case Build Advocates – don’t go it alone Build Credibility through Small Wins Choose your Battles Thoughtfully 6
