Short Term Incentive

John WellySBM-ITBTHE LEADERSHIP CHALLENGEBook used in MBA Executive SBM-ITB Bandung Program

Jim Kouzes and Barry Posner created model of leadership in 1983 based on their research

Kouzes currently Deans Executive Professor of Leadership, Leavey School of Business, Santa Clara University

Posner currently Dean of the Leavey School of Business and professor of leadership at Santa Clara UniversityKouzes and Posners leadership model isnt the only one in use, but it does represent a leadership development idea embraced by MBA Executive SBM-ITB Bandung Program. The Leadership Challenge is used by a wide variety of organizations, both for-profit and non-profit. The Leadership Practices Inventory is one of the most widely used leadership assessment instruments in the world and has been the basis of more than 350 doctoral dissertations. Kouzes and Posner are actively engaged today and both hold academic positions.2Development of the Five PracticesInterviewed people leading project teams, department managers, school administrators, leaders of community groups, and volunteers in civic groups

Asked for Personal-Best Leadership Experience to elicit individual best practices

Found similar patterns and labeled them The Five Practices of Exemplary LeadershipKouzes and Posner conducted a large number of interviews with leaders of all kinds of organizations and at various levels. They chose to focus on what they call ordinary people, not on world leaders who make headlines. As they reviewed interviews, they found successful leaders who reported on an instance where their leadership skills were at what individuals believed to be peak performance, they found strikingly similar responses and labeled them The Five Practices of Exemplary Leadership3Are Leaders Born or Made?Of course they are born, but..

Leadership is learned (and earned)

Leadership is an art

Leadership development programs* can provide tools and techniques

They are born, but very seldom with well honed leadership skills. Leadership really is a skill that is learned, it must be practiced and refined, and perhaps most importantly it must be earned. Although there are all kinds of leadership academies, books, seminars, etc. it is just as much an art as a science.4Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the HeartLeaders dont get things done by themselves. The five practices represent what people expect from their leaders. 5Model the WayFind your voiceTools and techniques of leadership arent substitutes for who and what you areUnderstand your own beliefs; cant expect people to follow you if you dont know what you believe

Affirm shared valuesHonor diversity but find the common coreShared values are the organizations promiseShared values are important, but not at the expense of dissent

Good leaders must be clear in their own mind about their values and must be able to not only articulate them clearly, but to live them as well. K&P suggest writing your own tribute and credo statement to clarify your values to yourself.K&P contend that when dissent is silenced and shared values become doctrine, the organization is likely to also lose innovation, creativity and talent. 6Inspire a Shared VisionEnvision the future Exemplary leaders are forward-lookingRequires two essentials:Imagine the possibilitiesFind a common purpose

Enlist others You cant do this on your own (you wouldnt be a leader)The best leaders are excellent listeners

The vision of the future is a broad message to be conveyed and requires that you also look backward. It is important to see the big picture not just one-time occurrences. Leaders dont have the corner on the market of insight, innovation or good ideas. The people on the ground, on the front line (whatever) often have the best feel for what a customer needs or where (and how) a process might be improved. Listen to them.7Challenge the ProcessSearch for opportunities Good leaders are fundamentally restlessProactivity produces better results than reactivity Training and the mental simulation that results can also result in unanticipated opportunities

Experiment and take risksGood, successful leaders are ones who are willing to take a chance, fail, learn and try something newNot every thing has to work every time, but always seek to generate small wins (they build into big ones)

K&P found in their studies that people (of both gender and national culture) perform better when they take charge of change because proactive people tend to work harder at what they doA good leader should also encourage initiative in othersit can result in new ways of looking at problems, can result in innovative solutions and greater commitment from members of an organization8Enable Others to ActFoster collaborationCreate a climate of trustFacilitate relationshipsBe willing to share information and resourcesOne of the easiest ways to foster collaboration is by use of the word we instead of IAsk questions, listen and be willing to take advice

Strengthen othersEnhance self-determinationDevelop competence and confidence Educate, educate, educate

Trust is at the core of a successful collaboration and the trust must run both ways. You cannot be an effective leader if you dont trust the people you seek to lead and people wont accept you as their leader if they dont trust you. Trust is contagious; but if lost it is much more difficult (and sometimes impossible) to re-earn.There is a paradox of leadershipyou become more powerful when you give your own power away; people who feel powerless underperform and may adopt dictatorial leadership styles themselves. Dont be afraid to make individuals accountable.Good leaders coach.9Encourage the HeartRecognize contributionsPeople within the organization are the ones who make things happenPersonalize recognition

Celebrate the values and victoriesCelebrations dont have to be public or elaborate, but they should be genuine acknowledgements of success (even small successes)Celebrations can create a sense of communityGood leaders show they care

Not everyone responds to recognition the same way; a good leader knows the people in the organization well enough to personalize the recognition10The Ten Commitments of LeadershipPractice Commitment Model the WayClarify values by finding your voice and affirming shared idealsSet the example by aligning actions with shared valuesInspire a Shared VisionEnvision the future by imagining exciting and ennobling possibilitiesEnlist others in a common vision by appealing to shared aspirationsChallenge the ProcessSearch for opportunities by seizing the initiative and by looking outward for innovative ways to improveExperiment and take risks by constantly generating small wins and learning from experienceEnable Others to ActFoster collaboration by building trust and facilitating relationshipsStrengthen others by increasing self-determination and developing competenceEncourage the HeartRecognize contributions by showing appreciation for individual excellenceCelebrate the values and victories by creating a spirit of communityThank You!!Get involved.Generate ideas.Be willing to collaborate.Be willing to lead initiatives.Develop leaders as you develop.Stay current.Anticipate.Drive your own growth.Be a player for all seasons.Provide clarity of direction.Set goals and objectives.Give frequent, specific, and immediate feedback.What I Expect from My Direct ReportsWhat My Direct Reports Can Expect from MeHBR Article by Larry Bossidy