I think good people deserve good leadership. The people I manage deserve the best leadership in the world.

Transcription

1 Great Leadership Creates Great Workplaces Presented by Jim Kouzes October 7, 2015 I think good people deserve good leadership. The people I manage deserve the best leadership in the world. Debi Coleman, Board of Directors, Synopsys and opening case in TLC 1 st edition 1

2 Objectives As 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. Objectives As 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. 2

3 Great Leadership Creates Great Workplaces Tell us about a time when you were at your personal best as a leader. 3

4 The Five Practices of Exemplary Leadership Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart How much of direct reports engagement is accounted for by individual demographics and how much by leader behavior? 4

5 60 Explaining an Engaged Workforce Demographics Leader Behavior Africa East Asia European Union Middle East North America South America Southern Asia 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,

6 The more frequently leaders demonstrate The Five Practices of Exemplary Leadership the more engaged people are in their workplaces. The question is clearly NOT: Do leaders make a difference? 6

7 The question IS, How do leaders make a positive difference? The Five Practices of Exemplary Leadership 7

8 1 Model The Way 8

9 Leadership is personal Do the people you lead know who you are, what you care about, and why they ought to be following you? Ron Sugar, chairman emeritus, Northrop Grumman Corp. In order to become a leader it s important that I first define my values and my principles. Olivia Lai, manager, customer service support, Kimberly-Clark 9

10 LOW HIGH Employee Commitment Clarity about organization s values LOW HIGH Clarity about my values Credibility is the foundation of leadership. What is the evidence that a leader is credible? 10

11 DWYSYWD 11

12 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? 12

13 2 Inspire a Shared Vision 13

14 Vision trumps everything. Nancy Zimpher, president, University of Cincinnati Forward Looking In Leaders In Colleagues 71% 27% 14

15 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... Ward Clapham, commander, Richmond Detachment, RCMP 15

16 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? 16

17 Let s take some questions. 3 Challenge The Process 17

18 The similarity that most stuck out was how each person had to overcome uncertainty and fear in order to achieve his or her best. Katherine Winkel, Seattle Genetics 18

19 Sources of Innovative Ideas 42%-62% are external Source: Expanding the Innovation Horizon, IBM Better learners consistently engaged in leadership practices more frequently than those in the low learning category. Lillas Brown and Barry Posner 19

20 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. 20

21 4 Enable Others to Act..it s all about fostering collaboration and building spirited teams actively involving others, creating an environment of mutual trust and respect. Cora Carmody, SVP, Jacobs Engineering 21

22 Most importantly, the level of trust subordinates had in their leaders determined the amount of leader influence subordinates accepted. P.J. Sweeney, V. Thomson, & H. Blanton, Journal of Applied Social Psychology If you see the best in people and expect the best in people, they deliver. Lois Skillings, RN, MS, NEA, BC CEO, Mid Coast Health Services 22

23 Talents Utilized by Leaders Worst Leaders Least Best Leaders Most 0 Worst Leaders Best Leaders 23

24 Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing selfdetermination 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? 24

25 5 Encourage The Heart When you encourage people, you make them feel brave. Shelley Freeman, regional president, Wells Fargo 25

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. 26

27 Sharing success stories and celebrating contributions encourages all of us to come together and work toward a larger goal. Prasad Kanneganti, quality operations director, Pfizer 27

28 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. 28

29 In Summary The Five Practices of Exemplary Leadership Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart 29

30 The more frequently leaders demonstrate each of The Five Practices of Exemplary Leadership the more engaged people are in their workplaces. 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. Melissa Poe Hood, Founder of Kids F.A.C.E. 30

31 Let s take some questions. The Secret to Success in Life 31

32 How do we develop leaders for the future? Stay in love. Maj. General John Stanford, ret., commanding general, MTMC, US Army 32

33 Love em and lead em 33

34 Learn more about our work by visiting: 34