1

Defining Leadership

Leadership is the art of mobilizing others

to want to struggle for shared aspirations.

Jim Kouzes and Barry Posner

The Five Practices of Exemplary Leadership®

Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

The Leadership Challenge

Clarify values by finding your voice and affirming shared ideals.

Set the example by aligning actions with shared values.

Model The Way

2

If we don’t believe in the messenger,

we will not believe in the message.

Kouzes and Posner

Model The Way

Everybody models a way. You must be intentional about the way you want to model.

Model The Way

“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

Model The Way

3

Tony Simons, Cornell University, The Integrity Dividend

“(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.”

Model The Way

___ 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

21% Ambitious

38% Broad-minded

21% Caring

69% Competent

27% Cooperative

22% Courageous

34% Dependable

26% Determined

37% Fair-minded

71% Forward-looking

89% Honest

16% Imaginative

5% Independent

69% Inspiring

45% Intelligent

19% Loyal

14% Mature

11% Self-controlled

32% Straightforward

35% Supportive Source: Kouzes & Posner

Characteristics Of An Admired Leader

4

Group Norm

31% 21% Ambitious

38% 38% Broad-minded

18% 21% Caring

81% 69% Competent

45% 27% Cooperative

9% 22% Courageous

59% 35% Dependable

18% 26% Determined

22% 37% Fair-minded

72% 71% Forward-looking

Group Norm

100% 89% Honest

9% 16% Imaginative

13% 5% Independent

54% 69% Inspiring

31% 45% Intelligent

22% 19% Loyal

9% 14% Mature

18% 11% Self-controlled

27% 32% Straightforward

31% 35% Supportive Source: Kouzes & Posner

Characteristics Of An Admired Leader

Honest Forward-looking

Competent Inspiring

Honest Competent

Forward-looking Intelligent Inspiring

Honest Inspiring

Forward-looking Competent

Forward-looking Honest

Inspiring Competent

Broad-minded Supportive

Around The World

Vision Forward Looking

Credibility

Trustworthiness Expertise Dynamism

What We Admire

Honest Competent Inspiring

Leadership Is

5

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.

Source: James Kouzes and Barry Posner

High Credibility

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

High Credibility

DWYSYWD

Do What You Say You Will Do

Credibility Is

6

“Our challenge as leaders is not to find new values, but live the ones we already profess.”

John Gardner

Living Values

Low High

Low

High

Clarity of Personal Values

Cla

rity

of

O

rgan

izat

ion

al V

alu

es

4.87

4.90

6.26

6.12

Impact Of Values Clarity On Commitment

Very Important Important

Less Important

No more than 15 in this group

Clarifying Values

7

Very Important

From your most important values, decide on your top 5. List them on the back page.

Clarifying Values

“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.

The Bottom Line

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.

Challenge The Process

8

How to Stop a Runaway Stage

A Different Perspective

Orville Wright never had a pilot’s license.

Think About This

Table Ready Lettuce

$1.4 Billion

If someone can do this with lettuce, what in the world is

our excuse!

Innovation

9

+ +

+ $$$

Hundreds of Millions

=

=

George Howell, Coffee Connection

Dina Campion, District

Manager Starbucks

=

Innovation

International Leadership Associates, 2014

Challenge Challenge

Challenge The Process

10

Blameworthy . . . . . . . . . . . . . . . . . . . . . . . . . . . Praiseworthy

Percentage of Failures which are truly blameworthy:

Percentage of Failures which are treated as blameworthy:

2 – 5%

70 – 90%

Amy Edmondson, Harvard

Blame Game

“We have a high tolerance for non-repetitive mistakes made in the pursuit of excellence.”

Freedom to Fail

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

Innovation Challenge

11

Blue Green Red Black Purple

Blue Green Red Black Purple

Prsvn Rwk Ccxz Ttqsrl Xrvy

Letting Go Of The Old

A typical day at the office for me begins by asking: What is impossible that I am going to do today.

Daniel Lamarre,

President, Cirque du Soleil

Innovation Challenge

What are some of the key innovations which have occurred in your industry?

Within your organization?

Key Question

12

Stuck In The Box

In what ways do you get stuck in the box?

• 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

How To Challenge