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Similaire à The Leadership Challenge
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The Leadership Challenge
- 1. THE LEADERSHIP CHALLENGE Model theWay Inspire a SharedVision
- 2. 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-YearAward 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
- 3. Practical Inspirational Evidence-based
- 5. The Five Practices of Exemplary Leadership Model theWay Inspire a SharedVision Challenge the Process Enable Others to Act Encourage the Heart
- 6. 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
- 7. 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)
- 8. Consistent Characteristics Identified in an Admired Leader: Honest Forward-looking Inspiring Competent
- 9. The Kouzes-Posner First and Second Laws of Leadership 1. If you don’t believe in the messenger, you won’t believe the message. 2. DWYSYWD: DoWhatYou SayYouWill Do.
- 10. “To gain and sustain the moral authority to lead, it’s essential to Model the Way.” (Kouzes & Posner, 2007)
- 11. Model the Way ClarifyValues Set the Example …..please think of an historical leader whom you greatly admire
- 12. Two Most Frequently Mentioned Leaders: 1. Abraham Lincoln 2. Martin Luther King Jr. Others who made the list: Aung San Suu Kyi, Susan B.Anthony, Benzai Bhutto, Cesar Chavez, WinstonChurchill, Mahatma Gandhi, MikhailGorbachev, 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, MotherTeresa, Margaret Thatcher, andArchbishop DesmondTutu
- 13. 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)
- 14. Essentials You Must Engage in to Clarify Values: FindYour voice Affirm SharedValues
- 15. 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
- 16. Ponder the Foundation of Positive Relationships Affirm SharedValues * provides people with a common language * intensifies commitment, enthusiasm, and drive * decreases stress and tension * increases creativity * encourages teamwork
- 17. 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)
- 18. The Leadership Challenge- Bird’s Eye View (Ward, 2009)
- 19. 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
- 20. Essentials You Must Engage in to Set the Example: Personify the SharedValues Teach Others to Model theValues
- 21. 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.
- 22. Ways to Teach Others to Model the Values: Confront critical Incidents Tell Stories Reinforce the behavior you want repeated
- 23. 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)
- 24. 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?
- 25. 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
- 26. 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)
- 27. THEN ... Explore Future Possibilities
- 28. Essentials You Must Engage in to Envision the Future: Imagine the Possibilities Find a Common Purpose
- 29. 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)
- 30. 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
- 31. Essentials You Must Engage in to Enlist Others: Appeal to Common Ideals Animate theVision “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)
- 32. Appeal to Common Ideals Connect to what’s meaningful to others Take pride in being unique Align your dream with the people’s dream
- 33. Animate the Vision Use symbolic language Make images of the future Practice positive communication Express your emotions Speak from the heart
- 34. 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
- 35. “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)
- 36. 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 costs 5. 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.
- 37. “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)
- 38. References About 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.pdf The 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/Sec tion/id-131089.html Leadership practices inventory. (2002-2008). Retrieved from JohnWiley & 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
Notes de l'éditeur
- Kouzes and Posner have coauthored more than a dozen other leadership books, including A Leader’s Legacy. They also developed the Leadership Practices Inventory (LPI), which I will discuss at a further point in this presentation.
- This model’s design is practical, inspirational and evidence-based. Kouzes and Posner emphasize that using this model will help leaders improve their performance and the performance of their team.
- Question asked: What did you do when you were at your personal best in leading? Their distinct practices were found to vary little from industry to industry, profession to profession, community to community, and country to country
- Similar patterns of action with every leader’s personal-best experience. All these practices can be learned.
- Kouzes & Posner looked at the expectations that constituents, or followers, have of leaders. Asked thousands of business and government executives. Several hundred different values, traits, and characteristics were identified. Condensed to twenty characteristics and a survey questionnaire was given to over 75,000 people all over the world – called “Characteristics of Admired Leaders”
- Only these four over time have always received over 60% of the votes (with the exception of Inspiring in 1987) We want to believe that their word can be trusted, that they’re personally passionate and enthusiastic about the work that they’re doing, and that they have the knowledge and skill to lead
- When you believe in your leader, you are more likely to willingly follow. #2 has two essential elements: say and do. Leaders need to be clear about their beliefs and know what they stand for. That’s the “say” part. The “do” comes from acting on their beliefs This is where I’d like to lead into the first practice: Model the Way. It is directly linked to these two dimensions of people’s behavioral definition of credibility.
- This can be a well-known leader form the distant or recent past…someone whom you would follow willingly.
- They all have unwavering commitment to a clear set of values…they’re passionate about their causes.
- It’s important to know what drives you. What are your deeply held beliefs? Values, principles, standards, ethics, and ideals all guide your decisions and actions.
- “When sailing through the turbulent seas of change and uncertainty, crewmembers need a vision of the destination that lies beyond the horizon, and they also need to understand the principles by which they must navigate their course. If either of these is absent, the journey is likely to end with the crew lost at sea.” p.52
- Reflect on your positive relationships…one with just one other person may come to mind…now think about with groups of individuals. It’s important to recognize the value of diversity and listening to each other. “A unified voice on values results from discovery and dialogue.” (K&P, p. 67). It may be in expressing differing beliefs, that central themes in values are clarified.
- High performance values – stress the commitment to excellence. Caring values- communicate how others are to be treated. Uniqueness values – tell people inside and outside how the organization is different from all the others.
- Personal bests point to the Five Practices. Each practice carries two commitments and is embodied by six behaviors. It is those 30 behaviors, as they are perceived by the people around the leader, that the LPI measures. TLC emphasizes the frequency of these behaviors as perceived by others. They are the benchmarks for one’s leadership growth. The umbrella extends out to include everyone the leader comes in contact with.
- From an excellent web site: http://consummatecoaching.com/images/LPI-WB_book.pdf This workbook gives a very nice overview of the LPI and its practicality
- The way we spend our time is the clearest indicator to others what is important to us. Words evoke images and help to build the frame around people’s views of the world. Questions frame the issue and set the agenda. They can be effective tools for change with the potential to develop people. Seeking feedback provides a powerful statement about how we value self-improvement and how everyone can be better than they are today.
- Critical incidents offer the chance to teach valuable lessons. Stories are powerful tools for teaching people about what’s important and what’s not, what works and what doesn’t, and what is and what could be – it’s friendly and enjoyable. What we choose to reinforce is what people will choose to value. What gets reinforced gets done.
- Most frequent explanations from clients and students….
- “Our failure at being forward-looking may result more from our mindlessness in the present than any other factor.” (K&P, 2006, p.103) Stop being in motion. Become more curious.
- Omar A. El Sawy – professor at Univ. of Southern California reported research on the relevance of past experience to envisioning the future. He studied CEOs who were asked to look ahead into their personal futures…and to look into their personal pasts. Asked to list 10 events and date each one (past and present). One group past first – other group future first. Sawy compared time lines of each. Both groups had similar time lines for past events. CEOs who listed past events first had longer time horizons for the future events.
- Give voice to constituents’ feelings. “Listen carefully for quiet whisperings and attend to subtle cues.” (K&P, 2007, p. 19)
- It matters a lot to people that they can see the possibility that what they are doing can make a profound difference to the future of their families, friends, colleagues, customers, and communities.
- Use metaphors and other figures of speech. Give examples, tell stories. Offer quotes and recite slogans. Sparks people’s imaginations and makes them feel part of a very special team. Architects make drawings, engineers build models – leaders need to make their statements of vision, pictures: word pictures. Keep hope alive. When you tap into people’s emotions, it sticks. Deep passion makes what you believe in more believable.
- Leadership is in the daily moments. U.S. Army Major General John H. Stanford: listened to his thoughts on his leadership bests.
- Microsoft President John F. Kennedy – this is the famous challenge issued to NASA in 1961 – a simple, specific task and timeframe Rev. Dr. Martin Luther King – this is an excerpt from the famous ‘I Have a Dream’ speech Ryanair General Electric – this statement was the famous challenge that CEO Jack Welch issued to his division heads in the mid 1980s