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© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Great
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.”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
2
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
leaders from individual contributors.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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
else.
7. How to keep spirits high and hope alive.
8. The secret to success in life—seriously.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
3
Great
Leadership
Creates Great
Workplaces
© 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.
4
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.
How much of direct
reports’ engagement is
accounted for by
individual demographics
and how much by
leader behavior?
5
Explaining an Engaged Workforce
0.3
41.6
0.3
50.3
0.2
35.5
0.2
48.3
0.1
35.9
0.3
40.8
0.1
44.9
0
10
20
30
40
50
60
Demographics Leader Behavior
Africa East Asia European Union Middle East
North America South America Southern Asia
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The Five Practices of
Exemplary Leadership®
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
6
The more frequently
leaders demonstrate The
Five Practices of
Exemplary Leadership®
the more engaged people
are in their workplaces.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The question is clearly NOT:
“Do leaders make
a difference?”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
7
The question IS,
“How do leaders
make a positive
difference?”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
The Five
Practices of
Exemplary
Leadership®
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
8
1 Model
The Way
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
9
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?”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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.”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
10
Employee Commitment
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Clarity about
my values
4.87 6.26
4.90 6.12
LOW HIGHL
OW
HIG
H
Clarity about
organization’s
values
1 2
4 3
Credibility is the
foundation of
leadership. What is
the evidence that a
leader is credible?
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
11
DWYSYWD
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
12
© 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.
Take Action: Model
Each day ask yourself:
“What have I done today
that demonstrates the
values that I hold near
and dear?”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
13
2 Inspire a
Shared Vision
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
14
Nancy Zimpher, president, University of Cincinnati
“Vision trumps
everything.”
© 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%
15
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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...”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
16
© 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.
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?
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
17
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Let’s take
some
questions.
3 Challenge
The Process
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
18
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.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
19
Sources of Innovative Ideas
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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.”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
20
© 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.
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.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
21
4 Enable
Others to Act
© 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.
22
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.”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
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.”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
23
Talents Utilized by Leaders
2
4040
110
0
20
40
60
80
100
120
Worst Leaders Best Leaders
Least Most
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
31.2
95.1
0
20
40
60
80
100
120
Worst Leaders Best Leaders
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
24
© 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.
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
can?”© James M. Kouzes & Barry Z. Posner. All Rights reserved.
25
5 Encourage
The Heart
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Shelley Freeman, regional president, Wells Fargo
“When you
encourage people,
you make them
feel brave.”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
26
Rachel Argaman, CEO of
TFE Hotels, wrote a
handwritten note to every
one of her 3,000
employees. It took her
four straight days.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
27
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.”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
28
© 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.
Take Action: Encourage
No matter how often
they now say “thank
you” they should say
“thank you” more
often.© James M. Kouzes & Barry Z. Posner. All Rights reserved.
29
In Summary
© 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.
30
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.
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.”
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
31
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Let’s take
some
questions.
The Secret to
Success in Life
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
32
How do we
develop leaders
for the future?
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Maj. General John Stanford, ret., commanding general, MTMC, US
Army
“Stay in
love.”
33
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Love ‘em
and
lead ‘em
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
34
© James M. Kouzes & Barry Z. Posner. All Rights reserved.
Learn more
about our work
by visiting:
www.leadershipchallenge.com