2. What Effective Leaders do?
Leaders mobilize others to want to get extraordinary
things done in organizations.
Leaders transform values into actions, visions into
realities, obstacles into innovations, separateness into
solidarity, and risks into rewards.
Leaders create the climate in which people turn
challenging opportunities into remarkable successes.
3. Leadership
Definition of Leadership
Leadership is a relationship; it is about behavior not
personality. Leadership is everyone's business; it is an
ongoing process that can happen anywhere and at any
time.
Leadership is the skill of influencing people to work
enthusiastically for the common good.
Our Leadership Imperative
Great Leadership = Engaged Employees =Positive Business Outcome
4. Importance of Employee Engagement
The world's top-performing organizations understand that
employee engagement is a force that drives business
outcomes. In the best organizations, engagement is more
than a human resources initiative --it is a strategic
foundation for the way they do business.
World-class organizations unleash their potential for
growth by optimizing their employee and customer
relationships. Organizations that have optimized
engagement have 2.6 times the earnings per share (EPS)
growth rate compared to organizations with lower
engagement in their same industry.
5. Five Practices of Exemplary Leadership
When getting extraordinary things done in
organizations, leaders engage in Five Practices of
Exemplary Leadership.
> Model the Way
> Inspire a Shared Vision
> Challenge the Process
> Enable Others to Act
> Encourage the Heart
6. Ten Commitments of Leadership
The Commitments of Leadership are behaviors that provide
structure and can be used as a guide for learning to lead.
Model the Way
1.Clarify values by finding your voice and affirming shared ideals
2.Set the example by aligning actions with shared values.
Inspire a Shared Vision
3.Envision the future by imagining exciting and ennobling possibilities.
4.Enlistothers in a common vision by appealing to shared aspirations.
Challenge the Process
5.Search for opportunities by seizing the initiative and by looking outward for innovative ways to
improve.
6.Experiment and take risks by constantly generating small wins and learning from experience.
Enable Others to Act
7.Foster collaboration by building trust and facilitating relationships.
8.Strengthen others by increasing self-determination and developing competence.
Encourage the Heart
9.Recognize contributionsby showing appreciation for individual excellence.
10.Celebrate the values and victories by creating a spirit of community.
7. Foundation of Leadership
Credibility is the foundation of leadership
Leadership is the relationship between the leader and
the followers. In order for people to want to follow,
there must be trust. Therefore, credibility is the
foundation of leadership. Without credibility the
leader's message will not be believed.
Over 20 years of research by Kouzes and Posner
continues to validate that followers expect leaders to
be honest, forward-looking, competent and inspiring.
8. Foundation of Leadership
Credibility Matters
If employees don’t trust and believe in their manager, they
will not believe the message.
When employees perceive their manager has high
credibility, they are more likely to:
Be promoters of the organization
Have strong sense of team spirit
Be attached and committed to the organization
Have a sense of ownership
See the alignment between their own personal values and
the values of the organization
9. Foundation of Leadership
Credibility Matters
When employees perceive their manager as having low
credibility, they are more likely to:
Produce only when they are being watched
Be motivated primarily by money
Promote the organization publicly but criticize the
organization privately
Feel unsupported and unappreciated
10. Foundation of Leadership
Credibility Matters
Employee know credibility when they hear and see it.
Around the globe people describe credibility as:
They practice what they preach
They walk the talk
Their actions are consistent with their words
They follow through on their promises
They do what they say they will do
11. Leadership Practice: Model the Way
Titles are labels, they do not give you credibility, it is
your behaviour that will win you respect. Model the
way by:
> Leading by example
> DWYSYWD (Do What You Say You Will Do)
> Ensuring your actions align with your values
12. Leadership in Action: Model the Way
Commitment Number 1
Essentials of:
Clarifying Values
> Find your voice
> Affirm shared values
Taking Action
> Write a tribute to yourself
> Write your credo
> Engage in a credo dialogue
Commitment Number 2
Essentials of:
Setting the Example
> Personify the shared values
> Teach others to model the
values
Taking Action
> Do a personal audit
> Develop a routine for
questioning
> Put storytelling on your
meeting agenda
13. Leadership Practice: Inspire a Shared
Vision
Leaders awaken the passion in others by
communicating a compelling vision of their followers.
Inspire a shared vision by:
> Envisioning the future
> Finding a common purpose
> Listening to others
> Identifying what is important to others
14. Leadership in Action: Inspire a Shared
Vision
Commitment Number 3
Essentials of:
Envisioning the Future
Imagine the possibilities
> Find a common purpose
Commitment Number 4
Essentials of:
Enlisting Others
Appeal to common ideals
> Animate the vision
Taking Action
Determine the something
Taking Action
Record you shared vision
Breathe life into your vision
you want to do
> Picture what you will do next
> Survey your constituents
about their aspirations
> Expand your communication
and expressiveness skills
15. Leadership Practice: Challenge the
Process
Leaders are always looking for ways to innovate, grow
and improve. They are risk takers that recognize and
support good ideas and learn from their mistakes.
Challenge the Process by:
Searching for opportunities
Experimenting and taking risks
> Learning from your mistakes
> Encourage and promote good ideas
16. Leadership in Action: Challenge the
Process
Commitment Number 5
Essentials of:
Searching for
Opportunities
> Seize the initiative
> Exercise outsight
Commitment Number 6
Essentials of:
Experimenting and Taking
Risks
Generate small wins
Learn from experience
Taking Action
Taking Action
Conduct postmortems
Conduct pre-mortems
> Treat every job as an
adventure
Question the status quo
> Send everyone
> Strengthen resilience
17. Leadership Practice: Enable Others to
Act
Leadership is a team effort. Great leaders can
accomplish remarkable things by enabling others.
They reinforce and support others, making each
person feel talented and a vital part of the team.
Enable Others to Act by:
> Sharing power with others
> Offering support
> Knowing when to be a coach and when to be a team
member
> Building a culture of collaboration
18. Leadership in Action: Enable Others to
Act
Commitment Number 7
Essentials of:
Fostering Collaboration
Create a climate of trust
Facilitate relationships
Taking Action
Show trust to build trust
Say we, ask questions, listen
and take advice
> Get people interacting
Commitment Number 8
Essentials of:
Strengthening Others
Enhance self-determination
Develop competence and
confidence
Taking Action
Increase individual
accountability
Offer visible support
> Conduct monthly coaching
conversations
19. Leadership Practice: Encourage the
Heart
Great leaders celebrate accomplishment and
milestones, show appreciation for excellence and build
group esprit de corps. Encourage the Heart by:
Recognize contributions
Link performance with rewards
Celebrate the values and victories
Personalizing recognition
20. Leadership in Action: Encourage the
Heart
Commitment Number 9
Essentials of:
Recognizing Contributions
Expect the best
Personalize recognition
Commitment Number 10
Essentials of:
Celebrating the Values and
Victories
Create a spirit of community
Be personally involved
Taking Action
> Find out what is encouraging
Stop by for a visit
Develop a winner’s attitude
Taking Action
Plan a celebration today
Reinforce core values in your
celebrations
> Enjoy yourself
21. Summary
During these tough times, it is critical to continue to
invest in building better leaders. An investment in the
development of exemplary leaders will enable the
organization to meet of the current and future
business environment.
