Five Practices of Exemplary Leadership Workshop

Copyright 2013 Sonoma Leadership Systems all rights reserved
NYU Steinhart School—April 7, 2018

Three Takeaways
• Research shows that recognized leaders around
the world exhibit a common set of FIVE CORE
PRACTICES
• These are practices that can be LEARNED
• Strong Leadership is an ongoing process and
takes time and personal investment

Agenda
• 9:30 am: Welcome and Introduction to
the Topic of Leadership
• 10:00 am: Introduction to the Five
Practices of Exemplary Leadership
• 10:15 am: Discussion of 5 Practices
– Model the Way
– Inspire a Shared Vision
– Enable Others to Act
– Challenge the Process
– Encourage the Heart
• 12:45 am: Wrap-up and Reflection

THE LEADERSHIP CHALLENGE® WORKSHOP, FOURTH EDITION. COPYRIGHT © 2010 BY JAMES M. KOUZES AND BARRY Z. POSNER.
ALL RIGHTS RESERVED. DISCOVER MORE AT WWW.LEADERSHIPCHALLENGE.COM.
So, what is Leadership?

Discussion
What if someone (Dr. Tang)
walked into this room right
now and said, “Hi, I’m your
new
leader”
What would you want to ask
that person?

Leader FAQs 领导的常见问题
• Who are you? 你是谁？
• Where are we headed? 我们要往
哪儿走？
• What are you going to do? 你要
怎么做？

Fundamentals 基本概念
 Leadership is everyone’s business.
领导力不是一个人的事情，事关集体。
 Leadership is a relationship.
领导力是一种人际关系。
 Leadership development is self-development.
领导力培养是自我发展。
 The best leaders are the best learners.
最佳的领导是最好的学习者。
 Leadership development is an ongoing process.
领导力的培养是持续不断的过程。
 Leadership development takes deliberate practice.
领导力的培养需要有意进行实践。
 Leadership is an aspiration and a choice.
领导力是一种愿望和一种选择。

When you are at your
personal best as a leader,
(or working for a strong
leader), what are/were you
doing?

Some Details About Kouzes & Posner’s
Personal Best Case Studies:
1. Personal Best leadership experiences reveal
uniformity of behavioral “Practices” across
sectors, genders, geographies, functions,
levels and ages.
2. Using these best “Practices” more frequently
makes a leader more effective.
3. Reliability and validity of these findings have
been tested for 25 years and counting.

The Five Practices of Exemplary Leadership
卓越领导五种习惯行为
 Model the Way 以身作则
 Inspire a Shared Vision 共启愿景
 Enable Others to Act 使众人行
 Challenge the Process 挑战现状
 Encourage the Heart 激励人心

Five Practices:
 Model the Way—Leaders find their voice and set the
example by aligning actions with shared values
 Inspire a Shared Vision—Leaders envision the future by
imagining exciting possibilities and enlist others by appealing
to shared aspirations
 Enable Others to Act—Leaders foster collaboration by
building trust and strengthen others by developing
competence
 Challenge the Process—Leaders look for innovative ways
to improve and are willing to experiment and take risks
 Encourage the Heart—Leaders recognize contributions ,
and celebrate the values and victories by creating a spirit of
community

Practice #1: MODEL THE WAY
以身作则
“The superior man is modest in his
speech but exceeds in his actions”
Confucius

MODEL THE WAY
■ Clarify values by finding your voice and affirming shared
ideals.
■ Set the example by aligning actions with shared values.
• I set a personal example of what I expect of others.
• I spend time and energy making certain the people I work with
adhere to the principles and standards we have agreed on.
• I follow through on the promises and commitments that I make.
• I ask for feedback on how my actions affect other people’s
performance.
• I build consensus around a common set of values for running
our organization.
• I am clear about my philosophy of leadership.

What do you look for
and admire in a leader?
(someone whose direction
you would
willingly follow)

Characteristics of Admired Leaders
受人尊敬的领导者的品质
THIS
GROUP
NORMS
值数 CHARACTERISTIC 特征
THIS
GROUP
NORMS
Ambitious 有雄心 Honest 真诚
Broad-Minded 心胸宽广 Imaginative 富有想象力
Caring 关爱他人 Independent 独立
Competent 有能力 Inspiring 有激情
Cooperative 合作 Intelligent 聪明
Courageous 勇敢 Loyal 忠诚
Dependable 可靠 Mature 成熟
Determined 果断 Self-Controlled 有自制力
Fair-Minded 公平 Straightforward 坦率
Forward-Looking 有远见 Supportive 善支持

Characteristics of Admired Leaders
受人尊敬的领导者的品质
THIS
GROUP
NORMS
THIS
GROUP
NORMS
21 Ambitious 有雄心 89 Honest 真诚
38 Broad-Minded 心胸宽广 16 Imaginative 富有想象力
21 Caring 关爱他人 5 Independent 独立
69 Competent 有能力 69 Inspiring 有激情
27 Cooperative 合作 45 Intelligent 聪明
22 Courageous 勇敢 19 Loyal 忠诚
35 Dependable 可靠 14 Mature 成熟
26 Determined 果断 11 Self-Controlled 有自制力
37 Fair-Minded 公平 32 Straightforward 坦率
71 Forward-Looking 有远见 35 Supportive 善支持

How does a leader earn
credibility?
DWYSYWD

Credibility comes from
consistency between
what you say and what
you do….

What Are Your Core Values?
Using the worksheet
provided determine the top 5
values that matter to you—
wherever you go …
whatever you do.

成就自主美挑战沟通能力
竞争勇气创新好奇果断可靠
纪律多元高效移情平等家庭
适应性自由友谊成长幸福和谐
健康真诚希望幽默独立革新
正直聪明爱忠诚精通开明
耐心权力生产力繁荣/财富品质认可
尊重冒险安全服务简约精神/信念
优势团队平稳信任真理多元
才智
从以上词组中选出你认为的五个重要价值观，用简短的话进行描述:
你的核心价值观是什么

If I followed you around at
work, how would I know
what you stand for?

Getting Your Values in Action
践行自己的价值观
Values
价值观
Calendars时间管理 – How do you
spend your time? Does it reflect
your values?
Incidents关键事件– What
teachable moments can you create
for your values?
Stories故事阐述 – How can you use
stories to illustrate ways your values
come to life in the organization?
Language语言使用 – What words or
phrases are you using personally
that do/don’t support your values?
Measurements评测方法– What
measurements can help reinforce
your values on an ongoing basis?
Rewards奖励手段 – How are you
recognizing performance that
demonstrates your values?

Practice #2: INSPIRE A SHARED VISION
共启愿景
“The most pathetic person in the world
is someone who has sight, but has no
vision”
Helen Keller

Leader FAQs
• Who are you?
• Where are we headed?
• What are you going to do?

INSPIRE A SHARED VISION
■ Envision the future by imagining exciting and ennobling
possibilities.
■ Enlist others in a common vision by appealing to shared
aspirations.
• I talk about future trends that will influence how our work
gets done.
• I describe a compelling image of what our future could be
like.
• I appeal to others to share an exciting dream of the future.
• I show others how their long term interests can be realized
by enlisting in a common vision.
• I paint the “big picture” of what we aspire to accomplish.
• I speak with genuine conviction about the higher meaning
of our work.

Over all the years, Kouzes
and Posner have been
collecting LPI data,
leaders consistently score
lowest in Inspiring a
Shared Vision.

A Vision Is An
ideal and
unique image
of the future for
the common
good.
愿景是指，
人们共同
向往的理
想且超凡
的前景。

Components of a Shared Vision
共同愿景的构成要素
• Ideal 理想的
• Unique 独特的
• Image 图景
• Future-oriented 面向未来
• Common good 共同追求

“I have a
dream.”

Components of a Shared Vision
共同愿景的构成要素
 Ideal 理想的
 Unique 独特的
 Image 图景
 Future-oriented 面向未来
 Common good 共同追求

What can we learn from this?
 Describe Paris?
 Describe Tuva? (Location in S. Russia near
the border of Mongolia. Most famous for its
unique form of throat singing).

Three Lessons:
 Lesson #1: We remember in images and in
sensations. We recall feelings, sights, sounds
and smells (not statistics).
 Lesson #2: We can’t get any images of places
we’ve never been to before in our minds. For
us to recall something, we have to have been
exposed to it in some way.
 Lesson #3: To inspire a shared vision, you
have to create memorable images in other
people’s minds.

What’s a Compelling Image of Your
Vision? (For Your Leadership Challenge,
Engagement or Other Topic of Your Choice)
FROM (pick 1
image that
captures what
your
team/organizatio
n is like today)
TRANSITION (pick 1
image that captures
what the transition
looks like)
TO (pick 1 image
that captures what
your
team/organization
could be)

Practice #3: ENABLE OTHERS TO ACT
使众人行
“True leadership must be for the
benefit of the followers, not the
enrichment of the leaders” Confucius

ENABLE OTHERS TO ACT
■ Foster collaboration by building trust and facilitating
relationships.
■ Strengthen others by increasing self-determination and
developing competence.
• I develop cooperative relationships among the people I
work with.
• I actively listen to diverse points of view.
• I treat others with dignity and respect.
• I support the decisions that people make on their own.
• I give people a great deal of freedom and choice in deciding
how to do their work
• I ensure that people grow in their jobs by learning new skills
and developing themselves.

Enabling Others to Act
 Enabling times (feeling capable, strong
confident)
Think of a time when someone made you feel
enabled/powerful at work (or you did so).
Describe specifically what the person (or you)
said or did that made you feel this way.
 Disabling times (feeling deflated,
unmotivated)
Think of a time when someone made you feel
disabled/powerless at work (or you did so).
What specifically did the person (or you) say or
do to you?

Powerful Times
 Behaviors that make people feel powerful are
enabling, and those that make people feel
powerless are disabling.
 Feeling powerful is likely to bring out the best,
most positive, most committed energy and
performance.
 Making people feel capable and valued is at
the heart of trust—the essential ingredient in
people’s willingness to take risks that can drive
extraordinary results.

You can’t do what you say you’ll do if
you don’t know how.
–Jim Kouzes and Barry Posner
如果不知道一件事情怎么做，
即使你说过你要做，千万不能
做。
—吉姆·库泽斯巴里.波斯纳

Developing Competence
Source:
Based on the work of
M. Csikszentmihalyi

Developing Competence
Source:
Based on the work of
M. Csikszentmihalyi
PANIC
ZONE
DRONE
ZONE

Practice #4: CHALLENGE
THE PROCESS
挑战现状
“Be not ashamed of mistakes
and thus make them crimes”
Confucius

CHALLENGE THE PROCESS
■ 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.
• I seek out challenging opportunities that test my own skills
and abilities.
• I challenge people to try out new and innovative ways to do
their work.
• I search outside the formal boundaries of my organization
for innovative ways to improve what we do.
• I ask “What can we learn?” when things don’t go as
expected.
• I make certain that we set achievable goals, make concrete
plans and establish measurable milestones for the projects
and programs that we work on.
• I experiment and take risks, even when there is a chance of
failure.

A desk is a dangerous
place from which to watch
the world
–John Le Carre
100
办公桌是个危险的地方,如果
你只从这里张望世界的话。
—约翰·勒卡雷

Leaders Use “Outsight” Constantly
to Innovate and Improve
 What’s new?
 What’s next?
 What’s better?

Tips for Applying Outsight
 Arrange a field trip to stimulate thinking.
 Read magazines from fields you know nothing
about.
 Call parents & ask what they would like to see
you do that you aren‘t doing.
 Visit a competitor school or website.
 Ask the students to share ideas at a planning
meeting.
 Observe a classroom in another subject
102

Key Actions for Generating
Small Wins 取得小小成功的主要行动
 Break it down.
切分目标
 Make a model.
以身作则
 Keep it simple.
简单明了
 Do the easy stuff first.
先易后难，循序渐进
 Accumulate yeses.
累积他人的肯定
 Experiment.
践行试验
 Give feedback.
提供反馈
 Celebrate.
庆祝成功

Taking it One Step at a Time
When Jim and Barry asked Don
Bennett, the first amputee to ascend to
the 14,400 foot summit of Mt. Rainier,
how he made it to the top he replied
” One hope at a time.” He said he
imagined himself on the top of the
mountain a thousand times a day, but
when he started to climb, he said to
himself, “Anybody can hop from here to
here—and so I did”

Practice #5: ENCOURAGE THE
HEART
激励人心
“Where so ever you go, go with
all your heart” Confucius

ENCOURAGE THE HEART
■ Recognize contributions by showing appreciation for
individual
excellence.
■ Celebrate the values and victories by creating a spirit of
community.
• I praise people for a job well done.
• I make it a point to let people know I have confidence in their
abilities.
• I make sure people are creatively rewarded for their
contributions to the success of our projects.
• I publicly recognize people who exemplify commitment to
shared values.
• I find ways to celebrate accomplishments.
• I give members of the team lots of appreciation and support
for their contributions.

MINGLE TOPIC:
What’s your Most
Meaningful Recognition?
What made it meaningful
to you?

In a “typical” week, how many positive
interactions such as those that
acknowledge you, show you respect,
offer appreciation for your efforts, do
you receive compared to negative
ones—those that put you down, are
critical of what you do, etc.?

P-N-R

Fun Facts
 Every team member on your team should
be positively recognized at least 1X/week
 People who engage in at least three
positive interactions for every negative
interaction tend to be more effective and
productive
 Among spouses, there need to be XXXXX
positive interactions for every negative
interaction for the relationship to stay
strong

The Four Essentials of Encourage
the Heart 激励人心四要素
 Expect the best 期待发挥最好的水平
 Personalize recognition 个性化地认可他人的贡献
 Create a spirit of community 创建集体主义精神
 Be personally involved 亲自参与

COMMITTING
165

Reflections on Today?
• What are your 2-3 biggest takeaways from
today?
• What will you do differently starting
Monday?
• What would you like to work on over the
next 6 months?

“Leadership is the ART OF
mobilizing others TO want TO
STRUGGLE FOR shared
aspirations.”
“领导力就是动员大家为了共同的愿
景努力奋斗的艺术。”
JIM KOUZES AND BARRY POSNER

Five Practices of Exemplary Leadership Workshop

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