THE LEADERSHIP CHALLENGE

Model the WayInspire a Shared Vision

Jim Kouzes & Barry Posner – coauthors of The Leadership Challenge

One of top 10 books on leadership of all time Won the James A. Hamilton Hospital

Administrators’ Book-of-the-Year Award Won the Critics’ Choice Award from the

nation’s book review editors Was a BusinessWeek best-seller Has sold over 1.8 million copies in more than

twenty languages

Practical Inspirational Evidence-based

Personal-best experiences

The Five Practices of Exemplary Leadership Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

Ten Commitments of Leadership Behaviors that serve as the basis

for learning to lead Two commitments in each of the

five practices By using these commitments,

leaders get extraordinary things done

Credibility: The Foundation of Leadership

“Credibility is in the eyes of other people; it is they who proclaim you as a leader.”

Carrie Gilstrap, Hewlett-Packard

(Kouzes & Posner,2007)

Consistent CharacteristicsIdentified in an Admired Leader: Honest Forward-looking Inspiring Competent

The Kouzes-Posner First and Second Laws of Leadership1. If you don’t believe in the

messenger, you won’t believe the message.

2. DWYSYWD: Do What You Say You Will Do.

“ To gain and sustain the moral authority to lead, it’s essential to Model the Way.” (Kouzes & Posner, 2007)

Model the Way Clarify Values Set the Example

…..please think of an historical leader whom you greatly admire

Two Most Frequently Mentioned Leaders:1. Abraham Lincoln2. Martin Luther King Jr. Others who made the list: Aung San Suu Kyi, Susan B. Anthony, Benzai

Bhutto, Cesar Chavez, Winston Churchill, Mahatma Gandhi, Mikhail Gorbachev, Miguel Hidalgo, Nelson Mandela, Golda Meir, His Holiness the Dalai Lama, J. Robert Oppenheimer, His Holiness Pope John Paul II, Eleanor Roosevelt, Franklin D. Roosevelt, Mother Teresa, Margaret Thatcher, and Archbishop Desmond Tutu

What These Leaders Have in Common: Strong beliefs about matters of

principle

“People admire most those who believe strongly in something, and who are willing to stand up for their beliefs.” (Kouzes & Posner, 2007)

Essentials You Must Engage in to Clarify Values: Find Your voice Affirm Shared Values

Know What You Care About Finding your voice… * explore your inner territory * daily clarify and reaffirm your

values (means and ends) * recognize that personal values

clarity drives commitment * say it in your own words

Ponder the Foundation of Positive Relationships Affirm Shared Values * provides people with a

common language * intensifies commitment,

enthusiasm, and drive * decreases stress and

tension * increases creativity * encourages teamwork

Central Themes in Values of Highly Successful, Strong Culture Organizations High performance standards A caring attitude about people A sense of uniqueness and pride “These three common threads

seem to be critical to weaving a values

tapestry that leads to greatness.” (Kouzes &

Posner, 2007)

The Leadership Challenge- Bird’s Eye View

(Ward, 2009)

Leadership Practices Inventory People who frequently demonstrate LPI

behaviors are perceived by others as:

Being more effective in meeting job-related demands Being more successful in representing their units to upper

management Creating higher-performing teams Fostering loyalty and commitment Increasing motivational levels and willingness to work hard Reducing absenteeism, turnover, and dropout rates Possessing high degrees of personal credibility

Suggested web site: http://consummatecoaching.com/images/LPI-WB_book.pdf

Essentials You Must Engage in to Set the Example: Personify the Shared Values Teach Others to Model the

Values

Signal-Sending Opportunities to Make Your Commitment Visible to Others: Spend your time and attention wisely Watch your language Ask purposeful questions Seek feedback Shared values become

personified.

Ways to Teach Others to Model the Values: Confront critical Incidents Tell Stories Reinforce the behavior you

want repeated

Inspire A Shared Vision Envision the Future Enlist Others

“To be able to describe a compelling

image of the future, you have to be

able to grasp what others want and

need.” (Kouzes & Posner, 2006)

Do I See What Others See? Leadership Practices Inventory – six of the thirty questions measure a leader’s effectiveness at inspiring a shared vision This consistently shows as the leadership practice that leaders do the least effectively

WHY?

Reasons... People and organizations are

hostage to the present Fast pace of change Increased complexity of problems Frightening uncertainty in the world Most leaders are overworked

What Can We Do to Overcome These Things? Be more mindful in the present first Stop, look, and listen

“The best leaders are and have been those who are the best observers of the human condition. They just pay more

attention than everyone else to all that’s around

them.” (Kouzes & Posner, 2006)

THEN ... Explore Future Possibilities

Essentials You Must Engage in to Envision the Future: Imagine the Possibilities Find a Common Purpose

Imagine the Possibilities

Reflect on your past Attend to the present Prospect the future Feel your passion

“ Search your past to find the recurring theme

in your life.” (Kouzes & Posner, 2007)

Find a Common Purpose

Listen deeply to others Determine what’s meaningful

to others Make it a cause for

commitment Be forward-looking in times

of rapid change

Essentials You Must Engage in to Enlist Others:

Appeal to Common Ideals Animate the Vision

“In our research we found that when leaders effectively communicate a vision – whether it’s to one person, a small group, or a large organization – constituents report significantly higher levels of job satisfaction, motivation, commitment, loyalty, team spirit, productivity, and profitability.” (Kouzes & Posner, 2007)

Appeal to Common Ideals

Connect to what’s meaningful to

others Take pride in being unique Align your dream with the

people’s dream

Animate the Vision

Use symbolic language Make images of the future Practice positive

communication Express your emotions Speak from the heart

Leadership is Everyone’s Business You are the most important leader in your organization Leadership is learned Leaders make a difference First lead yourself Moral leadership calls us to higher

purposes Humility sets the groundwork for resolving the conflicts and contradictions of leadership

“The best kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their

organizations produce, and with those who honor the organization by using its products and services.” (Kouzes & Posner, 2007)

Whose Visions Are These?

1. To have a computer on every desk.2. Land a man on the moon and safely return him to earth by the end of (this) decade. 3. All men will be judged by the merit of their character, not by the color of their skin.4. Low prices, Low costs5. To become the most competitive enterprise

in the world by being number one or number two in market share in every business the company is in.

“Leadership begins with something that grabs hold of us and won’t let go. And this ‘something’ will only be found when we are willing to take a journey through our inner territory – a journey that often requires opening doors that are shut, walking in dark spaces that are frightening, and touching the flame that burns. But at the end is truth.”

(Kouzes and Posner, 2006)

ReferencesAbout the authors. (2000-2010). . Chesky, K. (2009). CLO Magazine Kouzes, J., & Posner, B. (2006). A leader's legacy. Jossey-Bass.Kouzes, J., & Posner, B. (2007). The leadership challenge. Jossey-Bass.Kouzes, J., & Posner, B. (2001). What the lPI measures (p.9). Retrieved from Jossey-Bass/Pfeiffer: http://consummatecoaching.com/images/LPI-WB_book.pdfThe leadership challenge - bird's eye view. (2009, June 30). Retrieved from http://manyminds.typepad.com/manyminds/2009/06/the-leadershipchallenge-birds-eye-view.htmlhttp://www.leadershipchallenge.com/WileyCDA/Section/id-131089.htmlLeadership practices inventory. (2002-2008). Retrieved from John Wiley & Sons, Inc.: http://www.lpionline.com/lpi_individual.html The lPI. (2000-2010). Retrieved February 17, 2010, from John Wiley & Sons, Inc.: http://www.leadershipchallenge.com/WileyCDA/Section/id-131089.html