Great Leadership Makes a Great Workplace

Copyright © 2013 Sonoma Leadership Systems all rights reserved

The Leadership Challenge Experience:

“Great Leadership Makes a Great Workplace”

January 8, 2013

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[email protected] | 707.933.3882 | [email protected] | 707.933.3882 | www.SonomaLeadership.com

Copyright © 2013 Sonoma Leadership Systems all rights reserved

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Great Leadership Makes a Great WorkplaceJanuary 8, 2013Kansas Citywith Barry Posner

Peter Drucker

“Only three things happen naturally in organizations:friction, confusion, and underperformance.Everything elserequires leadership.”

Deloitte Touche Tohmatsu and the Economist Intelligence Unit

Over 76% indicated that the most critical people management issue related to organizational success was their leadership development and leadership pipeline.

Leadership Development is a Global Challenge

AGENDA(1) Document That Leadership

Makes a Difference

(2) Describe The Five Practicesof Exemplary Leadership

(3) Provide Practical Take-Away Actions

Tell us about a time when you were at your personal best as a leader.

Kouzes-Posner Research

• Over 30 years of collecting data• Over 5,000 individual cases studies• Over 5 million survey respondents• Global data from over 70 countries. • Over 550 research studies by others.• Rigorous testing of reliability and

validity.

The Five Practices of Exemplary Leadership®

• Model the Way• Inspire a Shared Vision• Challenge the Process • Enable Others to Act• Encourage the Heart

Michael Burchell and Jennifer Robin

“When we ask employees in great workplaces to describe what it is like to work there, they begin to smile …


“… and they talk about how they are excited to get to work, and, at the end of the day, are surprised to discover that the day has already disappeared.”


“They share their belief that what they do matters in the organization - that their team or the organization would be less successful if it weren’t for their efforts.”

The Conference Board

“(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.”

How would you measureengagement?

What are the elements or dimensions you would want to tap into?

Kouzes Posner’s PositiveWorkplace Attitudes Scale1. 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.

(a) Leadership; that is “Howpeople’s leaders behave?”

(b) Who people are andwhat they do?

How much of engagement can be explained by…

Leadership Practices Inventory (LPI)• 30 behavior-based statements.• Likert scale from “1” (rarely) to

“10” (almost always)• 5 independent leadership scales

(each with 6 behavioral statements)

• Strong reliability and validity

Who People Areand What They Do1. Age2. Gender3. Educational Level4. Functional Area5. Hierarchical Level6. Organizational Size7. Length of Time with Organization8. Industry9. Country

What percentage is explained by leadership?

1.Less than 1%2.1% to 5%3.6% to 10%4.11% to 20%5.21% to 30%6.More than 30%

1.Less than 1%2.1% to 5%3.6% to 10%4.11% to 20%5.21% to 30%6.More than 30%

What percentage of people’s work engagement is

accounted for by who people are and what

they do?

PWA and LPI Scores

• Model• Inspire• Challenge• Enable• Encourage

LowPWA

42.1639.6940.1445.2540.85

ModeratePWA

47.1644.1845.1249.8146.25

High PWA

51.4049.2049.4753.3951.01

Does Leadership Matter?Higher usage of The Five Leadership Practices is significantly correlated with measures of:

• Higher leader credibility• Greater levels of commitment• Greater teamwork and empowerment• Increased productivity• Higher performance and effectiveness• Reduced turnover and absenteeism

The more frequently leaders demonstrate each of The Five Practices of Exemplary Leadership the more engaged people are in their workplaces.

Despite people’s differences, their workplace engagement is a result of how their leaders behave!

Clarify values by finding your voice and affirming shared values.

Set the example by aligning actions with shared values.

Olivia Lai

“In order to become a leader…it’s important thatI first define my valuesand my principles.”

“I couldn’t ask anyone else to make a commitment, until I knew in my heart that I was willing to make that same commitment myself.”

Mary GodwinMary Goodwin

Spencer Clark

“Knowing who I am has been enormously helpful in guiding me in making decisions about what I do and how I could do it.”

When Clear AboutLeadership Philosophy

Leaders

Constituents

25% more engaged

40% more engaged

Barbara Goretsky

“What evidence exists that we are living our values and making decisions consistent with our values?”

Everybody wants to go to heaven,

But nobody wantsto die first.

If you read 5,000 books this fall,I’ll spend the weekend up on the roof!

“It’s pretty funny,” said Joseph Knight, 10.

“But it would be funnier if it rained.”

“I was so happy that he kept his promise,” Esther Zamora, 8, said, as she stared up wide-eyed at Kramer, equipped with a tent, lawn chair and some favorite books…

Parents talked about how the idea madetheir children more excited about reading.

“He’s the best principalthe school has everyhad,” says DebbieLomedi, mother ofSelena Cervantes, 6.

Tony Simons

“Firms 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

“The model we setwith our actionsis far more powerfulthan anything we say!”

Jim Kouzes and Barry Posner

Let’s clapour hands.

Let’s see if I can get everyone to clap together in perfect unison.

“I’ll count to three, and right on the count of three, I want everyone to clap their hands together.”

TO REPEAT:“The model we setwith our actionsis far more powerfulthan anything we say!”Jim Kouzes and Barry Posner

1. Lead by example.2. Ensure all leaders act in a consistent

way across the organization.3. Be more mindful of linking actions with

values.4. Constantly work on it.

What do you think are the most important things a leader can do to impact employee engagement?

Envision the future by imagining exciting and ennobling possibilities.

Enlist others in a common vision by appealing to shared aspirations.

Claudio Lucero

“People are not trained to face danger, in fact, they are trained to avoid it [...] If you want someone to face a dangerous situation, you have to give them a good reason to do it.”

What’s it like to drive in the fog?

James P. Hackett

“But that’s what leadership is for — to look at the chaos and provide a point of view about what needs to be done.”

What kind of information do people want more of from their management?

• Reliable information on where the company is heading.

• How my job fits into the total picture.

Debbie Bishko

“You have to be able tocommunicate how everyone involvedhas something atstake in the outcome.”

Envision and Enlist

Constituents 25% more engaged

50% more effectiveLeaders reported

1. Don’t lose sight of the future by only focusing on the here-and-now.

2. Communicate the vision, strategy and objectives frequently and with clarity.

3. Speak openly, positively, credibly, and often about a brighter future across the organization.

4. Communicate excitement about the company's mission and vision.


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.

Jim Kouzes and Barry Posner

“Leaders are not probability thinkers. They are possibility

thinkers!”

“Everyone can make a difference if she or he dares to step out to seize the opportunity and take the initiative.”

Sam Liu

Feeling & Seeking ChallengeConstituents who felt

challenged reported25% - 35% stronger

feelings of engagement

40% more effective

Constituents who saw leaders as seeking

challenges evaluated them as

“The key to motivatingperformance is supporting progress in meaningful work.”

Teresa M. Amabile and Steven J. Kramer

Claude Meyer

“Leadership is learning by doing, adapting to actual situations.Leaders are constantly learning from their errors and failures.”

1. Encourage employees to go beyond their comfort level and continually improve themselves.

2. Support risk taking and growing; provide air cover.3. Provide tasks that challenge people and give them

the opportunity to grow and develop.4. Provide meaningful work.


Foster collaboration by building trust and facilitating relationships.

Strengthen others by increasing self-determination and developing competence.

Eric Pan

“No matter how capable a leader is,he or she alone won’tbe able to deliverwithout the jointefforts that comefrom the team.”

“It’s all about fostering collaboration and building spirited teams – actively involving others, creating an environment of mutual trust and respect.”

Cora Carmody

“By trusting others with responsibility you are letting them know you believe in them and that you have confidence that they can achieve it.”

Ana Aboitiz

• She created a climate, which allowed me to develop the competence and confidence necessary to become an agent.

• She enhanced my self-determination by empowering me to negotiate low-level actor deals directly with film producers.

• She made me feel part of her team. When times were difficult or stressful, she reminded me that we were inter-dependent.

• In hindsight, Niki helped me understand the importance of strengthening others and fostering collaboration.

Pranav Sharna

Paul J. Zak

“We discovered that trust is among the strongest known predictors of a country’s wealth; nations with low levels tend to be poor.”

Erika Long

“It is essential to share informationwith a team. Many times leaders think that withholding information will help the team be more focused; or perhaps it has to do with wanting the power for themselves.

However, I find that sharing information fosters collaboration and communication among the team.”

Enable Others to Act



1. Share information, provide resources, clear away obstacles, and eliminate rules.

2. Support developmental experiences which build competence and confidence, especially in relationship to their next role/assignment.

3. Listen carefully and demonstrate in actions that people’s input and viewpoint are valued.

4. Allow discretion for making choices and exercising decisions.


Recognize contributions by showing appreciation for individual excellence.

Celebrate the values and victories by creating a spirit of community.

Which is the right question?

1. Do you need encouragement to perform at your best?

2. When you get encouragement does it help stimulate and sustain your performance?

“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.”

Jane Binger

“The first core truth about positive emotions is that they open our hearts and our minds, making us more receptive and more creative.”

Barbara Fredrickson

Poll: How Positive?

What does the ratio of positive to negative affect need to be at work for people to feel fully engaged?

A. 1:1B. 2:1C. 3:1D. 4:1E. 5:1F. 6:1

Magic Ratio

Kajsa Ryttberg

“By publicly praising people, you make a statement for how you wish other people, not directly involved in the praise, to work and act.”

Prasad Kanneganti

“Sharing success stories and celebrating contributions encourages everyone to come together and work toward the larger goal.”

Benefits of Celebrating Accomplishments



1. Understand what motivates each employee.2. Genuinely care about people.3. Appreciate employees’ efforts and recognize

performance.4. Link rewards/recognition with values and vision.


The Five Practices of Exemplary Leadership®

• Challenge the Process• Encourage the Heart • Inspire a Shared Vision• Model the Way • Enable Others to Act

Great Leadership = Great Workplace =

Great Results!!

Preferred Provider, The Leadership Challenge®

[email protected] | 707.933.3882 | www.SonomaLeadership.com

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Great Leadership Makes a Great Workplace