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On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by UCSC Extension Silicon Valley and SBODN, the South Bay Organization Development Network.
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© James M. Kouzes & Barry Z. Posner. All Rights reserved.
South Bay
OD Network September 10, 2012
Jim Kouzes
Gautam Makunda
Indispensable: When Leaders Really Matter
―…individual leaders
have little or no impact
on the organizations
they lead.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Melissa Poe Hood, Women of Distinction honoree
"Everything you need to be a
successful leader you already
have: your intelligence to see an
issue and a way to fix it, your
heart to stay motivated, and
your courage not to give up."
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
D. R. email to Jim Kouzes, May 21, 2010
―…maybe someone
like myself does
have the possibility
of being a leader.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Objectives
1. Explain the impact of demographics on workplace engagement.
2. Explain the impact leader behavior has on engagement and performance.
3. Discuss The Five Practices of Exemplary Leadership® and their impact on engagement.
4. Define the quality that forms the foundation of all leadership.
5. Discuss what it takes to become the best.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
1 Engagement
and
Leadership
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Three Minute Drill
1. What words or phrases
come to mind that describe
an engaged workforce.
2. Discuss and be ready to
share 3 or 4.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The Conference Board
―Employee Engagement in a VUCA World,‖ 2011
―(Engagement is) a heightened
emotional connection that the
employee feels for his/her
organization, that, in turn,
influences him/her to apply
additional discretionary effort to
his/her work.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Bruce Rich, Jeffrey LePine, Eean Crawford
Academy of Management Journal
―Engagement involves
investing the hands,
head, and heart in
active, full work
performance.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Kouzes & Posner’s Positive
Workplace Attitudes Measure
1. My work group has a strong sense of team spirit.
2. I am proud to tell others that I work for this organization.
3. I am committed to this organization‘s success..
4. I would work harder and for longer hours if the job demanded it.
5. I am highly productive in my job.
6. I am clear about what is expected of me in my job.
7. I feel that my organization values my work.
8. I am effective in meeting the demands of my job.
9. Around my workplace, people seem to trust management.
10. I feel like I am making a difference in this organization.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
What Explains Why
Constituents are Engaged?
1. Who they are?
or
2. How their leader behaves?
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Who Constituents Are
1. Age
2. Gender
3. Country
4. Education
5. Tenure
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
6. Position
7. Function
8. Industry
9. Size of org‘n
How Their Leader Behaves
• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Explaining Engagement (PWA)
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Who Constituents Are
How Leaders Behave
0.2%
27.7%
Explaining Committed/Engaged Workforce
0.2
27.7
0.2
27.8
0.2
30.1
2.3
32.4
0.3
29.6
0
5
10
15
20
25
30
35
Demographics Leadership
United States
Europe
Asia Pacific
Latin America
Australia
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
PWA and LPI Scores
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
• Model
• Inspire
• Challenge
• Enable
• Encourage
42.16
39.69
40.14
45.25
40.85
47.16
44.18
45.12
49.81
46.25
51.40
49.20
49.47
53.39
51.01
Low
PWA Moderate
PWA
High
PWA
Despite people‘s
differences, their
workplace engagement
is a result of how their
leaders behave!
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The more frequently
leaders demonstrate each
of The Five Practices of
Exemplary Leadership the
more engaged people are
in their workplaces.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The Bottom Line
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
841% -49%
204% 76%
Net Income Growth
Strongly
Practiced
Weakly
Practiced
Stock Price Growth
Source: Richard Roi, Crawford International
The question is not,
"Will I make a
difference?―
The question is, "What
difference will I make?"
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
2 The Five
Practices of
Exemplary
Leadership
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Kouzes & Posner Research
• Over 30 years of collecting data
• Over 5,000 individual cases studied
• Over 3 million survey respondents
• Global data from 72 countries
• Over 500 research studies by others
• www.leadershipchallenge.com
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Tell us about a time
when you were at
your personal best
as a leader.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The Five Practices of Exemplary Leadership®
• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
3 Model
The Way
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Clarify values by
finding your
voice and
affirming shared
values.
Set the example
by aligning
actions with
shared values.
Olivia Lai, Hong Kong University of Science and Technology
―In order to become a
leader…it‘s important that
I first define my values
and my principles.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Employee Commitment
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Clarity about
my values
4.87 6.26
4.90 6.12
LOW HIGH
LO
W
HIG
H
Clarity about
organization‘s
values
1 2
4 3
Clear Leadership Philosophy
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Leaders
Constituents
25% more engaged
40% more engaged
Jim Kouzes and Barry Posner, The Leadership Challenge
―Credibility is the foundation
of leadership…If you don‘t
believe in the messenger,
you won‘t believe the
message.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
What is credibility
behaviorally? How
do you know it
when you see it?
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
DWYSYWD
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
4 Inspire a
Shared Vision
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Envision the future
by imagining
exciting and
ennobling
possibilities.
Enlist others in a
common vision by
appealing to
shared
aspirations.
―So, Jim,
where do
you see
yourself
in ten
minutes?‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Forward Looking
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
In Leaders
In Colleagues
71%
27%
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Michael Hyatt, CEO, Thomas Nelson
―Leadership is more than
influence. It is about reminding
people of what it is we are
trying to build — and why it
matters. It is about painting a
picture of a better future.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Nancy Sullivan, vice president of Disability Benefits, Trustmark Companies
―Imagine your own career
ten years out, and dream
of a position that serves
you well…Create your own
position. Create our future.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Envision and Enlist
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Constituents
Leaders
25% more engaged
50% more effective
5 Challenge
The Process
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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.
Saying taped to Joe Barsi‘s computer
―If you have not endured
the most difficult, you
cannot become the most
successful.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Katherine Winkel, Seattle Genetics
―The similarity that most stuck out…was how each person had to overcome uncertainty and fear in order to achieve his or her best.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Sam Liu, Manager, Shuttle Truck Operations, Hong Kong
―Everyone can make a
difference if she or he
dares to step out to seize
the opportunity and take
the initiative.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Feeling and Seeking Challenge
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Constituents
Leaders
25%-35% more engaged
50% more effective
6 Enable
Others to Act
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Foster
collaboration by
building trust and
facilitating
relationships.
Strengthen others
by increasing self-
determination and
developing
competence.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Cora Carmody, SVP, Jacobs Engineering
―..it‘s all about fostering
collaboration and building
spirited teams – actively
involving others, creating an
environment of mutual trust
and respect.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
P.J. Sweeney, V. Thomson, & H. Blanton, Journal of Applied Social Psychology 2009.
―Most importantly, the level of trust subordinates had in their leaders determined the amount of leader influence subordinates accepted.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The Name of the Game
Makes A Big Difference!
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Community Game
Wall Street Game
70%
30%
Sinisa Ljujic, Christie Digital
―We are all human, and we need
to treat people respectfully. I
listen to what people have to say
so that I know what is going on in
their heads and hearts. Only then
can I work with them to improve.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Enable Others to Act
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Constituents
Leaders
30% more engaged
60% more effective
7 Encourage
The Heart
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Recognize
contributions by
showing
appreciation for
individual
excellence.
Celebrate the
values and victories
by creating a spirit
of community.
Do you need encouragement
to perform at your best
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
When you get encouragement,
does it help you perform at a
higher level?
Jane Binger, executive director of leadership development
Lucille Packard Children‘s Hospital at Stanford University
―They want to know that I
value them. That I think they
are doing a great job. And
that I am not taking their
contribution for granted.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Maurice Chan, engineer, telecommunications company, Hong Kong
―No one would come to your
cube and talk to you about
what you had achieved…It
didn‘t make me or anyone
else very excited about
getting the reward.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Jade Liu, Ambition Group, referring to Guy Day, managing director
―He showed
that he cared.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
…than lower performers
• Are more open and caring,
• Express more affection,
• Demonstrate more passion,
• Are more positive, and
• Are more grateful and encouraging
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The Highest Performing Leaders
Barbara Fredrickson
University of North Carolina, Chapel Hill, Author of Positivity
―The first core truth about
positive emotions is that they
open our hearts and our
minds, making us more
receptive and more creative.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Magic Ratio
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
3 :1
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Benefits of Celebrating
Accomplishments
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Constituents
Leaders
26% more engaged
31% more effective
The Five Practices of
Exemplary Leadership®
• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
8 Going
Forward
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Lillas Brown and Barry Posner
―Better learners …
consistently engaged in
leadership practices more
frequently than those in the
low learning category.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Glenn Michibata, head coach, Men's Tennis, Princeton University
―Two hours per day if
you want to stay the
same. More if you want
to get better.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Source: K. Anders Ericsson, Michael J. Prietula, and Edward T.Cokely, Harvard
Business Review.
―The development of
expertise requires
coaches who are capable
of giving constructive,
even painful, feedback.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Sergey Nikiforov, CA Technologies
―Where do I start becoming a
better leader? …. I found that
every day I had an
opportunity to make a small
difference.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Sergey Nikiforov, CA Technologies
―I could have coached someone
better, I could have listened
better, I could have been more
positive toward people, I could
have said ‗thank you‘ more often,
I could have…the list just went
on.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Michael Hogan, University of Illinois
―Saying ‗yes‘ begins
things. An attitude of ‗yes‘
is how you will be able to
go forward in these
uncertain times.‖
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Are you ready
to say “yes”
to leadership?
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
For more information
about The Leadership
Challenge and Jim and
Barry visit:
www.leadershipchallenge.com
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