“I think good people - HRDQ-U

Leadership

Creates Great

Workplaces

Presented by

Jim KouzesOctober 7, 2015

Debi Coleman, Board of Directors, Synopsys and opening case in

TLC 1st edition

“I think good people

deserve good leadership.

The people I manage

deserve the best

leadership in the world.”

ObjectivesAs a result of this session, you will learn:

1. The most important driver of

workplace engagement.

2. The one attribute that is the

foundation of all leadership.

3. The Five Practices that matter most

in producing positive work attitudes.

4. The factor that most distinguishes

ObjectivesAs a result of this session, you will learn:

5. The condition that is most likely to

produce personal-best leadership.

6. The factor that rules innovation, brand

image, acceptance of influence,

commitment—just about everything

7. How to keep spirits high and hope alive.

8. The secret to success in life—seriously.

Leadership

Creates Great

Workplaces

Tell us about a time

when you were at

your personal best

as a leader.

The Five Practices of

Exemplary Leadership®

• Model the Way

• Inspire a Shared Vision

• Challenge the Process

• Enable Others to Act

How much of direct

reports’ engagement is

accounted for by

individual demographics

and how much by

leader behavior?

Explaining an Engaged Workforce

Demographics Leader Behavior

Africa East Asia European Union Middle East

North America South America Southern Asia

account for:

37.4%Source: Barry Posner, “Bringing the Rigor of Research to the Art of Leadership: The Five

Practices of Exemplary Leadership and the Leadership Practices Inventory,” 2015

The more frequently

leaders demonstrate The

Five Practices of

the more engaged people

are in their workplaces.

The question is clearly NOT:

“Do leaders make

a difference?”

The question IS,

“How do leaders

make a positive

difference?”

The Five

Practices of

Exemplary

Leadership®

1 Model

The Way

Ron Sugar, chairman emeritus, Northrop Grumman Corp.

“Leadership is

personal…Do the people

you lead know who you

are, what you care about,

and why they ought to be

following you?”

Olivia Lai, manager, customer service support, Kimberly-Clark

“In order to become a

leader…it’s important

that I first define my

values and my

principles.”

Employee Commitment

Clarity about

my values

4.87 6.26

4.90 6.12

LOW HIGHL

Clarity about

organization’s

values

Credibility is the

foundation of

leadership. What is

the evidence that a

leader is credible?

DWYSYWD

Clarify values by

finding your

voice and

affirming shared

values.

Set the example

by aligning

actions with

shared values.

Take Action: Model

Each day ask yourself:

“What have I done today

that demonstrates the

values that I hold near

and dear?”

2 Inspire a

Shared Vision

Nancy Zimpher, president, University of Cincinnati

“Vision trumps

everything.”

Forward Looking

In Leaders

In Colleagues

Ward Clapham, commander, Richmond Detachment, RCMP

“I was the chief dot

connector. At the end of

the day, I had to connect

the dots from vision and

strategy to the front

line...”

Envision the future

by imagining

exciting and

ennobling

possibilities.

Enlist others in a

common vision by

appealing to

shared

aspirations.

Take Action: Inspire

Imagine it’s five years from

now and you’re attending a

ceremony honoring you as

the “Leader of the Year.”

What do you hope others are

saying about you that night?

Let’s take

questions.

3 Challenge

The Process

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.”

Sources of Innovative Ideas

42%-62% are external

Source: Expanding the Innovation Horizon, IBM

Lillas Brown and Barry Posner

“Better learners…

consistently engaged in

leadership practices more

frequently than those in

the low learning

category.”

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.

Take Action: Challenge

At least once a week, ask

yourself: “What have I done

in the past week to improve

so that I’m a better leader

now than I was a week

ago?” Repeat for your team.

4 Enable

Others to Act

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.”

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 influencesubordinates accepted.”

Lois Skillings, RN, MS, NEA, BC

CEO, Mid Coast Health Services

“If you see the best in

people and expect

the best in people,

they deliver.”

Talents Utilized by Leaders

Worst Leaders Best Leaders

Least Most

Worst Leaders Best Leaders

Foster

collaboration by

building trust and

facilitating

relationships.

Strengthen others

by increasing self-

determination and

developing

competence.

Take Action: Enable

Before every interaction with

every person ask yourself,

“What can I do in this moment

to make others feel more

powerful, competent and able

to do more than they think they

5 Encourage

The Heart

Shelley Freeman, regional president, Wells Fargo

“When you

encourage people,

you make them

feel brave.”

Rachel Argaman, CEO of

TFE Hotels, wrote a

handwritten note to every

one of her 3,000

employees. It took her

four straight days.

Prasad Kanneganti, quality operations director, Pfizer

“Sharing success stories

and celebrating

contributions encourages

all of us to come together

and work toward a larger

goal.”

Recognize

contributions by

showing

appreciation for

individual

excellence.

Celebrate the

values and victories

by creating a spirit

of community.

Take Action: Encourage

No matter how often

they now say “thank

you” they should say

“thank you” more

In Summary

• Model the Way

• Inspire a Shared Vision

• Challenge the Process

• Enable Others to Act

The more frequently

leaders demonstrate each

of The Five Practices of

Exemplary Leadership the

more engaged people are

in their workplaces.

Melissa Poe Hood, Founder of Kids F.A.C.E.

“You never know where one

step will take you. And you

never know where the next

one will lead. The difference

in being a leader is that you

take the step.”

Let’s take

questions.

The Secret to

Success in Life

How do we

develop leaders

for the future?

Maj. General John Stanford, ret., commanding general, MTMC, US

“Stay in

love.”

Love ‘em

lead ‘em

Learn more

about our work

by visiting:

www.leadershipchallenge.com

“I think good people - HRDQ-U

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