Leadership Challenge Overview

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    Leadership Challenge

    PROLOGUE

    Leadership Challenge:

    - About how leaders mobilize others to want to get extraordinary things done in org.

    - are practices leaders use to transform values -> actions

    1. visions-> realities

    2. risks-> rewards

    3. Obstacles-> innovations.

    The abundance of challenges is not the issue, is how we respond to them.

    There are opportunities for each of us to make a difference, for ex: Provide

    direction and support our teams

    Set positive examples of the meaning of honesty

    LEADERSHIP CHALLENGE is about those who do, how systems of rewards, punishments give

    innovation.

    Purpose of the book is to assist people, help you develop your capacity to guide others to places thave never been before.

    Is written to strengthen your abilities and uplift your spirits.

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    PART 1

    Chapt 1 The five practices of exemplary leadership

    Dick, was an executive for bank of Americas consumer call center. He felt that people where notenjoying what they where doing and their performance was decreasing.

    He decided to sit for 3 days to talk and listening to people, did interviews.

    He said: if you keep your eyes open and periodically actually shut your mouth and you have the

    courage to turn the mirror around on yourself, its amazing what you can learn and how you can change th

    He led his employees describe the company with 5 adjectives, he found out words such as: not fudisorganized, frustrating, and volatile. But also found positive ones such as dedicated energetic and supp

    He also asked them to describe how they see the future of the company, found out words as; amaresults, world class, learn and grow. With those inspirations he created a mission, mission and set of valu

    (which they called commitments).

    1. He said that what was missing in his life was the ability to make a difference in peoples lives.2. He told his story to the employees, he was nothing at the beginning but he wanted to be really be

    call center, eventually became the senior manager.

    3. Dick said:

    1. If you have an issue, open your mouth!2. Give me ideas to proposals

    3. If you want to be like a partner then you sign up for some responsibility in the process

    4. Empower to act.

    - he did several things to reinforce things in the company:

    4. Constantly reinstates the mission, commitments and vision.

    5. Gives a you said, we did report. Then are discussions of the initiatives.

    6. There is a report on the month performance with celebrating heroes (individuals who made acontribution to the center is publically recognized)

    7. pride day ( personal responsibility in delivering excellence) people where the logo merchandise

    different colors that symbolizes the values, vision and mission.

    - He said that if you are not willing to be innovative and do things differently, we are going to have the

    competition pass us like were sitting still on the freeway.

    -Dick demonstrates exemplary leadership skills, show others how to seize the opportunities to bring t

    of others and guide them in the journey.

    LEADERSHIP OPPORTUNITIES ARE EVERYWHERE:

    -Leadership can happen everywhere, in public private or social sector; at home school or community

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    Claire Owen is founder and leader of vision and values of the SG grouping London. A 110 person fir

    thats a collection of four businesses designed to meet the marketing and human resource recruitmen

    of agencies and corporations. Stop gap, the United Kingdom first specialist freelance marketing agen

    the SG group original business.

    She was working, she had a4 weeks baby and a huge mortgage, worried with what will happen to hi

    He calls the client and told him that she will provide a stopgap. She was providing a temporary soluti

    - She created a marketplace providing freelance marketers.

    - She wanted a transparent business with people that she can trust

    - Competitors looked at her and told her she will never success.

    - She wanted a business with phenomenal reputation, be a company people wanted to do business

    - She set clear values with her staff, the values came from walking in the shoes of her staff and can

    - She gain people because they identified with her values, they wanted to make a difference by hel

    people.

    - She put always her staff first; they are the one that will determine the reputation of the company.

    8. SG Group uses values in everything they do.9. They set meetings once a month to share companys financial

    10. Everybody learns about the business profit made or loss taken so people dont forget about their c

    11. They make grapevine when people ask about things they might have heard about to what is rea

    happening.12. They film the meetings so the one that misses it can watch it.

    13. The atmosphere changed positively

    14. She says: we dont have employees or staff; we have people that have emotions and needs.

    The five practices of exemplary leadership:

    - Leadership is not about personality; its about behavior.

    1. MODEL THE WAY:

    - Leading-> you have to be good example and live what you say.

    - Exemplary leaders know if they want to gain commitment+ achieve high standards = must be mo

    the behavior they expect of others.- Be clear on guiding principles

    - Clarify values

    - Must find their own voice, give voice to values

    - Leaders are supposed to stand up for their beliefs-

    -Leaders most forge agreement around common principles and common ideals.

    - Words and deeds must be consistent

    - Exemplary leaders go first by setting examples in daily actions that demonstrates commitment to

    beliefs.- Actions spoke volumes, employees see that

    - Is important to be competent, steadfastness and pay attention to details. For example:

    - Spending time with someone working side by side, telling stories that makes values come alive,

    questions to get people to thinh about values an priorities.

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    ***MODELING THE WAY is about earning the right and the respect to lead through direct involvemen

    action.

    People follow first the person, then the plan.***

    2. Inspire a shared vision:

    - Every organization begins with a dream.

    - Dream or vision is the force that invents the future.

    - Leaders inspire a shared vision.

    - Imagine attractive opportunities

    - Leaders envision exciting and ennobling possibilities.

    - They have a desire to make something happen, change the way things are.

    - A clear image of the future pulls them forward

    - Leaders cannot command commitment, only inspire it.

    - Is important to enlist others in a common vision.

    For that is important to know their constituents and speak their language.

    - Leaders forge a unity of purpose by showing constituents how the dream is for common good.

    - Leaders communicate their passion through vivid language and an expressive style.

    3. Challenge the process:

    - Leadership involves challenge

    - All cases involve a change in the status quo.

    - All leaders CHALLENGE THE PROCESS.

    - LEADERS VENTURE OUT.

    - Those who lead others to greatness seek and accept challenge.

    - Leaders are pioneers, willing to step out to he unknown.

    - Search for opportunities to innovate, grow, and improve.

    - is important to look outside the organization to innovate products, processes and services.

    - In innovation, leaders contribution is the recognition of good ideas, willingness to challenge the

    system.

    - Leaders know well that innovation and change involve experimentation and taking risks.- Leaders must pay attention to the capacity of their constituents to take control of challenging situ

    and become fully committed to change.

    - MAIN KEY IS LEARNING.

    - Leaders are learners: try, fail, learn.

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    4. Enable others to act:

    Requires team effort, solid trust and strong relationship.

    Requires solid trust, cool confidence, group collaboration, individual accountabilit

    **To get extraordinary things done in org, leaders have to ENABLE OTHERS TO ACT.**

    When you relate to the organization, refer as we.

    Using we, people respond more eagerly and the team became more cohesive.

    Cooperation cant be restricted to a small group of loyalists, must include peers,

    managers, etc.

    Leaders work to make people strong, capable and committed

    Inclusion ensures that everyone feels and thinks they are owners and leaders.

    When people are trusted, have more information. Are more likely to use their ener

    produce excellent results.

    Is essential to let others to act.

    5. ENCOURAGE THE HEART:

    write a personal thank you note.

    It can be about important events in other peoples lives.

    Recognizing contributions can be one to one or with many people.

    Abraham Kuruvilla, a CEO of a company in India: use to send every month emplomonthly newsletter full of success stories.

    He did public-recognition programs for teams or individuals for doing great job.

    Create a culture celebrating VALUES AND VICTORIES. These are ceremonies created for camaderie

    Encouragement is serious business, is how leaders visibly and behaviorally link aw

    with performance.

    Leadership is a relationship:

    - We found it everywhere

    - Is not a gene and its not an inheritance

    - Leadership-> an identifiable set of skills and abilities that is available to all of us.

    - Women and man in the book are great, are everyday heroes of our world.

    - Its inspiring and should give everyone hope.

    - LEADERSHIP IS A RELATIONSHIP between those who aspire to lead those who choose to follow.

    - is the quality of this relationship that matters the most.

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    - The relationship is characterized by mutual respect and confidence

    -success on leadership depends on the capacity to build and sustain those human relationships that enable

    people to get extraordinary things done.

    Chapt 2 CREDIBILITY IS THE FOUNDATION OF LEADERSHIP.

    Constituents are willing to follow someone who has the personal traits, characterisand attributes.

    What people look for and admire in leaders

    15. What people most look for in a leader has been constant over time.

    16. For people to follow someone willingly, the majority of constituents believe the leader must be:1. Honest

    single most important factor in the leader-constituent relationship People are willing to follow someone; they have to assure that the person is worthtrust.

    Qualities people admire from leaders are: integrity and character as synonymous w

    honesty.

    Everyone wants to feel confident with their leaders.

    We want a leader who knows right from wrong.

    People dont want to me misled

    When we follow someone we have we are compromising our own integrity.

    Honesty is tied to VALUES and ETHICS.

    We dont trust people who want or wont disclose a clear set of values, ethics, andstandards and live by them.

    2. Forward-looking

    people expect leaders to have a sense of direction and concern for the future of the

    organization

    Leaders must know where theyre going if they expect others to willingly join themthe journey.

    Have to have a point of view about the future envisioned for the organizations

    Need to be able to connect that point of view to the hopes and dreams of theirconstituents.

    Ability to imagine or discover a desirable destination (company, agency) Expecting leaders to be forward-looking doesnt mean constituents want their leadset out on a solitary vision; people want to be engaged in search for a meaningful future.

    3. Inspiring

    A leader must be able to communicate the vision in ways that encourage people toon for the duration and excite them about the cause.

    When leaders breathe life into peoples dreams and aspirations, those people are m

    more willing to enlist in the movement.

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    Enthusiasm and excitement signal the leaders personal commitment to perusing a

    being upbeat, positive, and optimistic about the future offers people hope.

    We need leaders who communicate in words, actions that they believe their constiwill overcome.

    To get extraordinary things done in extraordinary times, leaders must inspire optim

    performance.

    4. Competent

    17. People must believe that the leader is competent to guide them where they

    headed.18. Must see leader as having relevant experience and sound judgment.

    19. Leadership competence-> leaders track record ability to get things done. I

    inspires confidence that the leader will guide the organization.

    20. Leaders take time to learn the business and to know the current operation.21. Relevant experience-> a dimension of competence, one that is different fro

    technical expertise

    22. Experience is active participation in situational, functional and industry evthe accumulation of knowledge from those participations.

    It is unlikely that a leader can succeed without being relevant experience and goodpeople skills.

    Putting it all together:

    Credibility is the foundation

    - Trustworthiness, expertise and dynamism are essential to measure leaders qualities.

    - People follow people who are credible

    -Must believe that their word can be trusted

    - Have to be enthusiastic about their work, knowledge and skills to lead.

    - Must believe they know where they are headed, give vision for the future.

    - Forward-looking is what sets leaders apart from other credible individuals.

    - We expect leaders to have a point of view about the future.

    - To articulate exciting possibilities

    - What makes them credible?

    23. Ability to make strong stands, to challenge the status quo, point us in new directions.

    The kouzes-posner first law of leadership:

    ****if you dont believe the messenger, you wont believe the message****

    Credibility matters:

    - When people perceive their immediate manager to have high credibility, they are likely to:

    1. Feel a strong sense of team spirit

    2. Have a sense of ownership in the org

    3. Feel committed to the org.

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    - Low credibility:

    1. Be motivated by money2. Feel unsupported and unappreciated

    - Credibility makes a difference

    Loyalty, commitment, energy and productivity depend on it.

    - Credibility goes beyond employees attitudes, it influences customer to investor and employee loy

    - Loyalty is responsible for extraordinary value creation.

    -What is credibility behaviorally?

    Phrases people use to describe how they know credibility:

    1. They do what they say they will do2. They walk the talk

    3. They practice what they preach.

    - People first listen to the words, and then they watch the actions!!!

    -If leaders practice that they preach, people are more willing to entrust them with their livelihood

    lives.

    The kouzes-posner second law of leadership:

    ****Do what you say you will do****

    SAY+ DO.

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    PART 2 MODEL THE WAY

    CHAPT 3. CLARIFY VALUES:

    -What does Mandela, mother Theresa, martin l. King have in common?

    STRONG BELIFS ABOUT MATTERS OF PRINCIPLE

    - They where passionate about their causes

    - People admire the most the person who believes strongly in something + willing to stand up for their be

    - People expect their leaders to speak out on matters of values and conscience.

    - You cant be the messenger until youre clear about what you believe.

    * clarify values is the first of the leader commitments.

    To clarify values is important to:

    1. find your voice2. Affirm shared values.

    - To become a credible leader you have to comprehend beliefs, values, principles, standards, ethics

    ideals that drives you.- You have to express yourself

    - Communicate your beliefs in ways that represent who yoy are.

    FIND YOUR VOICE.

    - If you cant find your voice, youll end up with a vocabulary that belongs to someone else.

    - If the words are not yours in the long run you will not have the integrity to lead.

    1. EXPLORE YOUR INNER TERRITORY.

    - To act with integrity, you must first know who you are.

    - Leadership begins with something that grabs hold of you and wont let go. This is where u must

    FIND YOUR VOICE.

    - To find your voice-> you have to explore your inner territory, take a journey.

    - You can only be authentic when you lead according to the principles that matter most to you.

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    - Clarify of values will give you the confidence to make the tough decisions, to act with determina

    and to take charge of your life.

    2. VALUES GUIDE US

    - Credibility building is a process that takes time, hard work, devotion and patience.

    - Values are guides.

    - The clearer we are about our values, the easier is to stay on the path weve chosen.

    -Values are organized in: MEANS and ENDS.

    - Values refer to our here-and-now beliefs about how things should be accomplished (MEANS)

    - We use vision when we refer to the long term ENDS values that leaders and constituents aspire t

    - Values influence every aspect of our lives: moral judgment, responses to others, commitments to

    personal and org goals.

    - Values also serve as guides to action. Inform our decisions as to what to do or not to do.

    - If you are clear about your values and your actions are aligned, it makes all the hard work worth

    effort.

    - Values are empowering, when values are clear we dont have to rely on direction from someone

    authority.

    - Values also motivate, keep us focused on why we are doing what we are doing and on the ends to

    were striving.- When you become engaged in conflicts or controversies, remind yourself of the principles to pay

    attention to things that really matter.

    3. PERSONAL VALUES CLARITY DRIVES COMMITMENT.

    - The people who have the greatest clarity about both personal and organizational values have the hig

    degree of commitment to the organization.

    - The people who are clear about their personal beliefs but cant recite the corporate credo are more li

    stick around.

    *** PERSONAL VALUES DRIVE COMMITMENT.***

    - Personal values are the route to loyalty and commitment, NOT organizational values.

    - We wont stick around a place for very long when we feel in our heart and in our soul that we do

    belong.

    4. SAY IT IN YOUR OWN WORDS.

    - You must be able to express your voice so that everyone knows that you are the one whos speaking

    - To become a credible leader you have to learn to express yourself in ways that re uniquely your ow

    - Whats true for writers is just as true for leaders. You cannot lead through someone elses values.-words send signals and if u listen intently u just hear the hidden assumptions about how someone vi

    world.

    AFFIRM SHARED VALUES

    - shared values are the foundations for building productive and genuine working relationships.

    - Leaders build on agreement

    - They dont try to get everyone to be in accord on everything.

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    - If disagreements over fundamental values continue, the result is intense conflict, false expectation

    diminished capacity.

    1. SHARED VALUES ARE AN ORGANIZATIONS PROMISES

    - Leaders must be able to gain consensus on a common cause and a common set of principles.

    - They must be able to build and affirm a community of shared values.

    -Tremendous energy is generated when individual, group, and organizational values are in synch.

    - Commitment, enthusiasm, and drive are intensified.

    - When individuals are able to care about what they are doing, they are more effective and satisfie

    - Employees are more loyal when they believe that their values and those of the organization are a

    - The accuracy of communication and the integrity of the decision-making process increase when

    felt part of the same team.

    2. SHARED VALUES MAKE A DIFFERENCE

    ***Shared values make a significant positive difference in work attitudes and performance.***

    - Organizations with a strong corporate culture based on a foundation of SHARED VALUES

    outperformed other firms by a huge margin.- Organizations with strong values:

    1. Experience nearly 10 times the growth in net income

    2. Had three times the growth in stock price.

    3. WHICH SHARED VALUES ARE IMPORTANT???

    Successful companies may have very different values.

    -1ST company: as technical innovation + culture dominated by engineering values( encourage and

    rewards activities)

    - 2nd company: its organizational values are associated with marketing(provides good service)

    - 3rd company: do things by numbers (energies directed to make organization more efficient)

    The 3 central themes values in these org are: it leads to greatness

    1. High performance standards (stress the commitment to excellence)

    2. A caring attitude about people( communicate how others are to be treated)

    3. A sense of uniqueness and pride (tell pple inside and outside how the org is different from all oth

    4. UNITY IS FORGED, NOT FORCED.

    - Leaders must engage their constituents in a dialogue about values.

    - A common understanding of values emerges from a process, NOT A PRONOUNCEMENT.

    - Leaders cant impose their values on organizational members, they must be proactive in involvin

    people in the process of creating shared values.24. SHARED VALUES are the result of listening, appreciating, building consensus, and practicing c

    resolution.

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    25. Leaders must provide a chance for individuals to engage in a discussion of what the values mean

    their personal belifs&behaviors are influenced by what the org stands for.

    REFLECTION AND ACTION: CLARIFYING VALUES

    1st step! - discovering fundamental beliefs that will guide your decisions & actions along the path to

    success.

    - Your personal values drive your commitment to the organization and cause.

    - You cant do what you say if u dont know what you believe.

    - You cant do what you say if you done believe in what youre saying.

    - To make sure that people can act on the values they share, its essential to build competence.

    3 ACTIONS to clarify values for yourself and others:

    a) write a tribute to yourself b) write your credo

    c) engage in a credo dialogue

    *A) write a tribute to yourself: reflects your ideal image of yourself and how u will be like to be seen

    It is basically personal aspects of your life, you can ask yourself questions to write what you want pe

    know about you.

    -B) write your credo: consists on a list of priorities, can be ranked from low to high, it forces yoursel

    the potency of each value.

    c) engage in a credo dialogue: get together with people, discuss what you learned from shared value

    ask them to write a credo memo and share it. The objective is CLARITY; you want to understand the

    values.

    Clarify Values

    Essentials

    Find your Voice

    Explore your inner Territory

    Values Guide UsPersonal Values Clarity DrivesCommitment

    Say it In your own words

    Affirm SharedValues

    Shared Values are an Organizationspromise

    Shared Values make a Difference

    Which shared values are important??

    Unity is Forged, not Forced

    Taking Action

    Write a tribute to yourself

    Write your credo

    Engage in a credo dialogue

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    CHAPT 4

    SET THE EXAMPLE

    Juan case: he had a problem in the company with a client product. He got personally involved and took a

    Called each member, described the situation meanwhile he was figuring out a solution. He sacrificed lonhours; people saw his sacrifice and did the same thing. He thanked each employee; each received compe

    time off for the success.

    He is an example because:

    - he took every opportunity to show others that he is committed into values

    - Setting example is about execution, putting our money where your mouth is.

    TO SET EXAMPLE YOU NEED TO:

    1. Personify the shared values2. take others to model the values

    A) PERSONIFY THE SHARED VALUES:- Leaders recognize that have to be mindful on their choices

    - Sacrifice themselves

    - If you want to make better results, practice what you preach.

    To exemplify the shared values in your organization:

    - spend your time and attention wisely:

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    Set an example arriving early and leaving late.

    Be the first one to do something everyone should value.

    - watch your language:

    Just a few words from someone can make a difference in the beliefs that people articulate. Words evoke

    of what people hop to create with others.

    -ask purposeful questions:

    Questions direct attention to the values that should be attended and how much energy should be devoted

    them. Questions can be an effective tool for change. Can help develop people by asking good questions

    - seek feedback:

    Is the only way to know how a leader is doing. You can ask through meetings employees opinions provid

    powerful statement about the value of self-improvement and how everyone can be better. Feedback is ne

    for growth.

    TEACH OTHERS TO MODEL THE VALUES

    - confront critical incidents:

    critical incidents are opportunities for leaders to teach important lessons about appropriate norms of beha

    How u link actions and decisions to shared values, speaks volumes about whats really important.

    - tell stories:

    are ways leaders pass on lessons about shared values + get others working together. Charts, dialogues=

    BORING. Stories are effective, simple , timeless, people learn from experiences.

    - reinforce the behavior you want repeated:

    what you choose to reinforce is what people will choose to value. You have to reinforce the key valuesimportant to building and sustaining the kind of culture you want.

    REFLECTION AND ACTION: SETTING THE EXAMPLE

    - Is all about EXECUTION AND ACTION.

    - Doing what you say

    - Leaders have to reward appropriate behavior if they expect to get repeated.

    - People are always watching youre credibility

    STEPS TO SET EXAMPLESSSSSSSSS.. ( taking actions)

    - Do a personal audit:

    Use your shared values as the basis for planning your weekly schedule. Audit agendas for your meetings

    how you deal with critical incidents. Your personal audit ill help you discover the example that youre re

    setting.

    - Develop a routine for questioning:

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    Leaders ask quest to get others to know more and for being aware of certain critical factors. Developing

    questioning routine forces u to understand what u are trying to teach and achieve. Quest make other focu

    paying attention to things that matter in the workplace.

    - Put storytelling on your meeting agendas:

    Start meetings with a story of someone

    Allow your emotions to surface as u speak

    Set the Example

    Essentials

    Personify theShared Values

    Spend your time and attention wisely

    Watch your language

    Ask purposeful questions

    Seek Feedback

    Teach Others toModel the Values

    Confront critical incidents

    Tell storiesReinforce the Behavior you wantrepeated

    Taking ActionDevelop a routine for questioningPut storytelling on your meetingagendas

    PART 3: INSPIRE A SHARED VISIONCHAPT 5: ENVISION THE FUTURE

    - is important to be able to imagine a positive future.

    - Leaders are forward looking

    - They are able to develop an ideal and unique image of the future for the common goal

    - Leaders have to make sure that what they see is also something that others can see.

    - When visions are shared, attract more people

    - Leaders develop the capacity to envision the future for themselves and others by mastering two

    essentials:

    A) Imagine the possibilitiesB) Find a common purpose.

    a) Imagine the possibilities:

    Turning possibility thinking into an inspiring vision is the leaders challenge. You need to do more to refl

    your past, attend the present, prospect the future, and feel your passion.

    ** REFLECT ON YOUR PAST:

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    - Looking backward can actually enable you to see farther than if you only stare straight ahead.

    - search your past to find the recurring theme in your life.

    - Past is your future

    - You can look back to gain appreciation for how long it can take to fulfill aspirations.

    ** ATTEND TO THE PRESENT:

    -

    To be able to have a vision of the future, u have to be able to see the big picture (trends, patterns)- Envisioning the future is about paying attention to the little things that are going around and bein

    to recognize patterns that point to the future.

    **PROSPECT THE FUTURE:

    - leaders have to prospect the future

    - Have to be on the lookout for emerging dev in technology; etc.

    - Have to be proactive thinking about the future & be able to project themselves ahead in time

    - Is important to think in the tomorrow if ur future is going to be an improvement over the present

    **FEEL YOUR PASSION:

    - Passion and attention go hand in hand.

    - People dont see possibilities when they dont feel passion.

    - Its all about what gets u up in the morning

    - External motivation creates conditions of compliance

    - Self motivation produces far superior results.

    - People self motivated keep walking without rewards.

    b) Find a common purpose: you cant mobilize people to willingly travel to places they dont want

    - Leaders arent expected to impose their vision of the future of others.

    - People want to hear about their OWN aspirations.

    - They want to hear how their dreams will come true and their hopes fulfilled

    - Want to see themselves in the picture of the future that the leader is painting.

    - No matter how grand the dream of an individual visionary is, if others dont see it in the possibili

    realizing their own hopes and desires, they wont follow willingly.

    1. LISTEN DEEPLY TO OTHERS

    - Leaders need to strengthen the ability to hear what is important to others. Is important to listen and talk

    doing that, leaders are able to give voice to constituents feelings.

    - best leaders are great listeners

    - listen what people say and how they feel

    - is important to ask good questions to open ideas

    - sensitivity is a truly precious human ability, it requires receptiveness to other people and a willin

    to listen

    - Spending time with people in the office means that you are aware of attitudes and feelings of oth

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    2. DETERMINE WHATS MEANINGFUL TO OTHERS

    - the most important reason people give for staying with an organization is: they like the work they

    doing, they find it challenging, meaningful and purposeful.

    26. common values that links everyone together:1. a chance to be tested

    2. a chance to do something good

    3. A chance to change the things the way they are.

    -great leaders, like great companies and countries, create menaning and not just money.

    - Work has become a place where people pursue identity

    - Best org leaders are able to bring out and make use of this human longing by communicating the

    in people in the company.

    - When leaders communicate a shared vision, they enable others and elevate THEIR HUMAN SPI

    3. MAKE IT A CAUSE FOR COMMITMENT

    - People commit to causes NOT plans.

    - The kind of leadership that gets people to infuse their energy into strategies is called

    TRANSFORMATIONAL LEADERSHIP.

    -Transformational leadership occurs when people raise one another to higher levels of motivation

    morality.

    - Inspiring a shared vision is the most efficient way to produce outstanding results.

    4. BE FORWARD-LOOKING IN TIMES OF RAPID CHANGE

    - THE POINT IS: to become a leader u must be able to envision the future.

    - The speed of change doesnt alter this fundamental truth about leadership.

    - People only want to follow does who can see beyond todays problems and visualize a brighter

    tomorrow.

    REFLECTION AND ACTION: ENVISIONING THE FUTURE:

    - most important vision is to give focus to human energy

    - the path to clarity of visions begins with REFLECTING ON THE PAST, moves to attending the

    present, and PROSPECTING into the future.- Its all about PASSION.

    - Only shared visions have the magnetic power to sustain commitment over time.

    - A shared vision sets the agenda and gives direction & purpose to the enterprise

    - Begins and ends with listening

    -A common vision has to be a cause, something meaningful.

    TAKING ACTION/PRACTICAL GUIDANCE TO ENHANCE THE CAPACITY OF ENVISION THE FUTURE

    1. Determine the something you want to do

    2. picture what you will do next3. Survey your constituents about their aspirations.

    *Determine the something you want to do:

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    - you can take a sheet of paper to do this, you can writhe questions to develop that aspect like:

    - How do u want to be remembered?

    - What my dream about my work?

    - Whats my burning passion?

    *picture what you will do next

    - The leaders job is to think about the next project, and the one after that, and the one after that.

    - As a leader u have to be thinking in a few moves ahead of your team and picturing the possibilities.

    * Survey your constituents about their aspirations.- make a list of all constituents that u want to work in the future with

    - the point is to identify who have a stake today and will have a stake tomorrow in the outcomes o

    envision.

    - U ask this guys important questions

    - The idea is to probe and listen to the voices of your constituents talking about their hopes, what d

    them.

    - Everyone learn in this process about what it takes to work 2gether to achieve common objectives

    Enlist Others

    Essentials

    Imagine thePossibilities

    Reflect on your PastAttend to the Present

    Prospect the future

    Feel your passion

    Animate theVision

    Listen Deeply to others

    Determine whats meaningful to others

    Make it cause for commitmentBe forward-looking in times of rapidchange

    Taking Action

    Determine the "something" you want todo

    Picture what you will do nextSurvey your constituents about theiraspirations

    CHAPT 6: ENLIST OTHERS

    - constituents expect that their leaders be inspiring}

    - a shared vision of the future is necessary

    - We need vast reserves of energy and excitement to sustain our commitments to a distant dream

    are expect to be the source of energy.

    - A leader has to be wildly enthusiastic for us to give it our all.

    Other leaders must improve their capacities to act on these two essentials:

    1. Appeal to common ideals

    2. Animate the vision.

    APPEAL TO COMMON IDEALS:

    - Visions are ideals. Are about a strong desire to achieve something great, express optimism.

    - Visions stretch us to imagine exciting possibilities, revolutionary change; etc.

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    - Ideals reveal our higher-order value preferences.

    - Ideals represent our ultimate economic, political social priorities. (Ideals of world peace, freedomjustice)

    - When leaders communicate visions they should be talking to people about how they are going to

    difference in the world& how they are going to have an impact.

    1. CONNECT TO WHATS MEANINGFUL TO OTHERS

    - What pulls people forward, is the existing possibility that what they are doing can make a differe

    the future of their families.

    - Preethi, was in charged to develop technical support for a company: she understood that people w

    look at her for directions, she realized that to make vision exciting she needed to make it MEANINGFUL

    - She made brainstorm sessions, people shared their ideas, she searched for ways to communicate

    team THE SIGNIFICANCE of their work.

    - She found ways to repeat this statement to members: all of us have the power within ourselves t

    accomplish whatever we desire.

    - Her message became a march

    - Everyone connected to her ideas and aspirations

    2. TAKE PRIDE IN BEING UNIQUE

    - Compelling visions set us apart from everyone else.

    - Vision must differentiate us from others

    - Uniqueness fosters pride

    - It boosts the self-respect and self-esteem of everyone associated with the organization.

    - Every function and every department can differentiate itself by finding its most distinctive qualit

    - Each can be proud of its ideal & unique image of its future.

    - Businesses must work harder to differentiate themselves.

    3. ALIGN YOUR DREAM WITH THE PEOPLES DREAM

    - To enlist others, leaders need to bring the vision to life.

    - CLEAR EXAMPLE: MARTIN L. KING.

    - His speech of I HAVE A DREAM

    - It showed the ability to exert and enlivening influence rooted by fundamental values, cultural trad

    The capacity to use words to create positive image of the future.

    - To enlist others, leaders need to bring vision to life.

    - Leaders have to animate the vision and make it manifest its purposes (so others can see, hear, tas

    -

    People were engaged with his speech.

    ANIMATE THE VISION

    - To enlist others you have to help them SEE and FEEL how their own interest and aspirations are

    with the vision.

    - People perception of themselves as uninspiring is in sharp contrast to their performance when the

    about their personal-best leadership experiences.

    - If you are going to lead, you have to recognize that your enthusiasm and expressiveness are amon

    strongest allies in your efforts to generate commitment in your constituents.

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    - By using symbolic language, create images of the future you breathe life into a vision.

    1. USE SYMBOLIC LANGUAGE

    - Leaders use metaphors and other figures to give speech, they give examples of tell stories, etc.

    - They enable constituents to picture the future, hear it, sense it and recognize it.

    - Paying attention to metaphors and to their implications helps us recognize influences more quick

    - All leaders need to be more conscious about the powerful effect that these tools of language can

    shaping the way people envision the work.- Leaders learn to master the richness of figurative speech so that they can paint the word pictures

    best portray the meanings of their visions.

    2. MAKE IMAGES OF THE FUTURE

    - Visions can become real as leaders express those images in concrete terms to their constituents.

    - For a vision to be shared it needs to be seen in the minds eye.

    - To enlist others and inspire a shared vision, u must be able to draw upon that every natural proce

    creating images.

    -Try exercises to portrait an image of your mind.

    - The first challenge is to vividly imagine the destination in your minds eye, and then to describe it

    colorfully that others will see it and want to visit themselves.

    3. PRACTICE POSITIVE COMMUNICATION

    - Leaders must keep hope alive.

    - Constituents want leaders who remain passionate despite obstacles and setbacks.

    - We follow people with a can-do attitude.

    4. EXPRESS YOUR EMOTIONS.

    - Scientist found that what people perceived to be charismatic are simple people more animated tha

    others.

    - They smile more, speak faster, and pronounce words.

    - Emotion drives expressiveness

    - Leaders must communicate their emotions using means of expression VERBAL and NONVERB

    - Emotion makes things more memorable

    - It doesnt have to be complete narrative to make strong memories; it can be just words themselve

    5. SPEAK FROM THE HEART

    - If the vision is someone elses, and you dont own it, it will be very difficult for you to enlist oth

    -The prerequisite to enlisting others in a shared vision is genuiness.

    - The first place to look before talking to others about the vision of the future is in your HEART.

    - There is no one more believable than a person with a deep passion for something

    - There is no one more determined than someone who believes fervently in an ideal.

    REFLECTON AND ACTION: ENLISTING OTHERS

    - leaders appeal to common ideals

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    - they connect others to what is most meaningful in the shared vision

    - exemplary leaders speak to what is unique and singular about the organization

    - The aspiration of constituents is what matter the most.

    - To be sustained over time, visions must be compelling and memorable

    - Leaders must breath life into visions

    - They must believe in what they are saying

    - Authenticity is the true test of conviction; constituents will only follow willingly if they sense tha

    vision is GENUINE.

    HERE ARE THE 3 ACTION STEPS TO INCREASE YOUR ABILITY OF ENLISTING OTHERS:

    1. Record your shared vision2. Breathe life into your vision

    3. Expand your communication and expressiveness skills

    ***Record your shared vision:

    You can write in a paper and develop what is your ideal and unique image of the future for yourself and your organization.

    For example you can ask questions to yourself such as: what is your idal work community. What images

    to your mind when thinking of the future?

    - What you articulate should provide others with the opportunity for dialogue.

    - Successful visions are shared

    ***Breathe life into your vision:

    -You have to make the future come alive in peoples minds.

    - You have to stir their hearts

    - Evoke strong emotions

    - Your work is to make these intangible values (service, respect, freedom, creativity) tangible by u

    richness of language to transport people to the place theyre never been.- When it comes to making visions memorable you have to be evocative, even provocative.

    - Its the figures of speech that create that memory.

    ***Expand your communication and expressiveness skills:

    -expressing a vision is the most difficult of all leadership skills

    - Presentation skills, workshops and meetings, help you learn effective techniques to get your idea

    across.- the more practice in public speaking you have, the more comfortable you will become

    - you can put dvd of famous speakers, listen and learn

    - Notice what the speaker does.

    - Use gestures and move your body

    - Practice a lot.

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    Enlist Others

    Essentials

    Appeal toCommon Ideals

    Connect to whats meaningful to others

    Take pride in being uniqueAlign your dream with the people'sdream

    Animate theVision

    Use symbolic Language

    Make images of the future

    Practice positive communication

    Express your emotions

    Speak from the heart

    Taking Action

    Record your shared vision

    Breathe life into your visionExpand your communication andexpressiveness skills

    PART 4 -Challenge the Process

    CHAPTER 7 - Search for Opportunities

    Moraleja of the story: If you learn to listen to customers better than everyone else in the

    planet, your company would be more profitable.

    The work of leaders is change and all change requires that leaders actively seek ways to

    make things better. To Search for Opportunities to get extraordinary things done, leaders

    make use of two essentials:

    Seize the initiative

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    The fact is that when times are stable and secure, people are not severely tested. They may

    perform well; but certainty and routine breed complacency.

    The study of leadership is the study of how men and women guide others through adversity,

    uncertainty, and other significant challenges. It is the study of people who triumph against

    overwhelming odds.

    Leaders are people who seize the initiative with enthusiasm, determination, and a desire to make

    something happen.

    1. Change Requires Leadership

    Leadership is inextricably connected with the process of innovation. It is quite clear that

    leaders must be innovators to navigate their organizations into and through the global

    economy.

    2. Leaders Make Something Happen

    Leaders do not like the status quo. They want to make something happen, They want to

    change the business-as-usual environment.

    Managers who are rated high in proactivity were assessed as more transformational and

    charismatic leaders. Proactivity produces better results than reactivity or inactivity.

    It seems that everyone performs better when they take charge of change. One reason why

    is that proactive people tend to work harder at what they do. They persist in achieving their

    goals, while other tend to give up, especially when faced with strong objections or great

    adversity.

    Using your initiative can encourage others to do the same; in so doing, you can

    accomplish extraordinary things amid terrible chaos.

    3. Encourage Initiative in Others

    Building yourself up with the positives, as opposed to tearing yourself down, makes you a

    more confident and more willing to take on new challenges.

    Leaders seize the initiative themselves and encourage initiative in others. They want

    people to speak up, to offer suggestions for improvement, and to be straightforward about

    their constructive criticism.

    People who speak out and challenge the status quo believe in their ability to do

    something about the situations they face. People who are high in self efficacy (consider

    themselves capable of taking action) are more likely to act than those who are not.

    Training is crucial in building self-efficacy and to encouraging initiative. The best leaders

    know that the investment in training will pay off in the long term.

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    Training is one form of preparation; another effective way to prepare is mental

    stimulation (being able to imagine the worst possible outcome).

    Leaders find ways for people to stretch themselves. They regularly set the bar

    incrementally higher, understanding the importance of setting it at a level at which people

    feel they can succeed. Raise the bar a bit at a time, and eventually more and more people

    master the situation and build the self confidence to continue moving the bar up.

    Providing positive role models of peers also fosters initiative.

    4. Challenge with Purpose

    Leadership is not about challenge for challenges sake. It is not about shaking things up

    just to keep people on their toes. It is about challenge for meanings sake. It is about

    challenge with passion.

    If people are going to do their best, they must be internally motivated. The tasks or

    projects they are engaged must be intrinsically engaging.

    Rewarding is always good because eventually makes people get things done; but you can

    never pay people enough to care to care about their products, services, or even the bottom

    line. Extrinsic rewards certainly cannot explain these actions. True leaders tap into peoples

    hearts and minds, not merely their hands and wallets.

    If work comes to be seen solely as a source of money and never as a source of

    fulfillment, organizations will totally ignore other human needs at work. Employers will

    come to see peoples enjoyment of their tasks as totally irrelevant.

    Reliance on extrinsic motivators can actually lower performance and create a culture of

    divisiveness and selfishness, precisely because it diminishes our inner sense of purpose.

    Exercise Outsight

    The only effective response from leaders is to be ahead of the innovation curve. They can never

    afford to be behind it. Innovations comes from just about anywhere, two of the three most

    significant sources of innovative ideas are outside the organization.

    If Leaders are going to detect demands for change, they must stay sensitive to external realities,

    especially in this networked, global world. They must go out and talk to people. They must

    listen. Leaders must look outward for fresh ideas.

    Innovation requires more listening and communication than does routine work. Leaders guiding

    a change must establish more relationships, connect with more sources of information, and get

    out and walk more frequently.

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    1. Promote External and Internal Communication.

    Leaders can expect demand for change to come from both inside and outside the

    organization. But organizational leaders are likely to cut themselves off from critical

    information sources over time, often precisely because they are so busy trying to

    build an organization that it will be operationally efficient and sustain itself.

    Groups that have more communication and teamwork are more higher-performing.

    People that have been accustomed to the way things have been done always (longlived groups) cut themselves off from the kind of information they needed the most

    to come up with new ideas, and thus reduced their performance.

    There simply are not enough good new ideas floating around inside, however, to fill

    the innovation pipeline, you have to listen to the world outside.

    2. Let Ideas Flow Freely from the Outside In

    You must continuously scan the external realities. Innovations require insight but

    it also requires even keener outsight. When you keep the doors to the outside

    world open, ideas and information can flow freely into the organization. Insight

    without outsight is like seeing clearly with blinders on; you just cannot get a

    complete picture.

    If you want the innovative and competitive edge, then you need to destroy

    confining barriers and adopt an inquisitive attitude toward others opinions and

    insights. Keep your eyes and ears open for new ideas, Remain receptive and expose

    yourself to broader views.

    Leaders who are dedicated to getting extraordinary things done are open to

    receiving ideas from anyone and anywhere.

    3. Challenges Often Find You

    Because you actively look everywhere for great ideas, this does not mean that you

    cannot get extraordinary things done if you are leading a project that has been

    assigned to you.

    The reality is that much of what people do is assigned; few of us get to start

    everything from scratch. That is just a fact of organizational life. Challenges also

    seek leaders. It is important the choices you make when encountered with

    challenges.

    Reflection and Action: Searching for opportunities

    Exemplary leaders, therefore, are proactive: they actively seek and create new

    opportunities.

    The quest for change is an adventure. It tests your wills and your skills. It is tough,

    but it is also stimulating.

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    Innovation and leadership are nearly synonymous. Leaders are innovators; and

    innovators are leaders. The focus of leaders attention is less on the routine

    operations and much more on the untested and untried.

    Exemplary leadership requires outsight, not just insight.

    Here are three steps that you can take toward the future. They are things you can

    begin to challenge the status quo and move along the path of getting extraordinary

    things done.

    Treat Every Job as an Adventure

    Treat today as if it were your first day. Approach every assignment as a start over.

    Constantly improve the organization. Be an adventurer, an explorer.

    Question the Status Quo

    Some practices, policies, and procedures are critical to productivity and quality

    assurance. However, many are simply matters of tradition. Make a list of all the

    practices in your organization. Review them all and vow to eliminate every useless

    rule.

    Send Everyone Shopping for Ideas

    Be on the lookout for new ideas, wherever you are. Encourage others to open their

    eyes and ears to the world outside the boundaries of the organization.

    Search for Opportunities

    Essentials

    Seize the

    Innitiative

    Change requires Leadership

    Leaders make something Happen

    Encourage Initiative in OthersChallenge with Purpose

    ExerciseOutsight

    Promote External and InternalCommunication

    Let Ideas flor freely from the outside in

    Challenges often find you

    Taking Action

    Treat every job as an adventure

    Question the status quo

    Send everyone shopping for ideas

    PART 4 -Challenge the Process

    CHAPTER 8 Experiment and Take Risks26

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    Moraleja of the story: Patricia Maryland president of Sinai Grace Hospital noticed that

    employees mostly related to the way things had been done in the past. She began by listening and

    talking to staff that way she could find a way to create improvement. One of the challenges were

    long waits for patients at ER. She divided patients with different pains that way it was more

    organized, she dressed employees with uniforms, she fixed up the place. The moraleja is that you

    need to take risks with bold ideas. Nothing new and nothing great is achieved by doing things the

    way you have always done them.

    To create a climate in which the norm is to Experiment and Take Risks, it is essential for leaders

    to:

    Generate Small Wins

    Never test the depth of the water with both feet (Old African Proverb). Leaders should dream

    big, but start small.

    If you think of problems too broadly or too expansively they appear overwhelming. They

    suffocate peoples capacity to even conceive of what might be done.

    Leaders face this dilemma all the time. They want people to reach big heights, but not become

    fearful of falling. They want them to be challenged, but not overwhelmed.

    The most effective Change processes are incremental, not one giant leap. Each step forward

    creates a psychological win that propels people to continue in that direction.

    1. Progress Step-by-Step

    Leaders know they have to break down big problems into small, doable actions. You have to try

    a lot of little things when initiating something new before you get it right. Not every innovation

    works, and the best way to ensure success is to experiment with a lot of ideas, not just one or twobig ones.

    A small wins approach fits especially well with the nature of work in the information society.

    Managers spend about 3 minutes of uninterrupted time on a single event.

    You can coach people in increments on how to focus on the task and then to execute it.

    2. Try a Lot of Little Things

    Mints 50 State Quarters Program, one of the most successful consumer product launches ever.

    Rejuvenate the publics interest in coins and in coin collecting. Each state has a specific coin.They have a small win approach to growth and improvement with the almost monthly

    introduction of limited edition and commemorative coins. You do big things by doing a lot of

    small things.

    3. Small Wins Produce Results

    Small wins produce results for a simple reason: it is hard to argue against success. Small wins

    produce results because they actively make people feel like winners and make it easier for others

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    to want to go along with their requests. Small wins produce results because they build personal

    and group commitment to a course of action.

    Learn from Experience

    People never do anything perfectly the first time they try it. That is what experimentation ia all

    about. There is a lot of trial and error involved in testing new concepts, methods, and practices.

    Without mistakes we would be unable to know what we can and cannot do.

    Many people echo the thought that the overall quality of work improves when people have a

    chance to fail. You should not see failures as mistakes because you always learn something from

    them. The point is that there is no success without the possibility of failure. The objective is not

    to fail; the objective is to learn. Learning happens when people feel comfortable in talking about

    both successes and failures.

    1. Create a Climate of Learning

    Promoting learning requires a spirit of inquiry and openness, patience, and building in a

    tolerance for error and a framework of forgiveness. Because people know that they will not dowell the first time they try something. They might embarrass themselves. Learning is most likely

    to happen in a climate in which people feel safe in making themselves vulnerable. Safer people

    feel, the more risks they will take and the more mistakes they are willing to make. Safety is also

    about a climate that encourages people to offer ideas. People usually put down ideas by saying it

    is not in their budget or it will never work.

    2. Leaders Are Active Learners

    A study was down to find out if manages could differentiate between leadership and learning.

    Managers were divided into four different approaches to learning: taking action (preferring to

    learn by trial and error), thinking (reading articles or books or going online to gain knowledge

    and background), feeling (confronting themselves on what they are worrying about), and

    accessing others (bouncing hopes and fears off someone they trust).

    If they were engaged in these they were more rather than less engaged in The Five Practices of

    Exemplary Leadership. People that were more engaged in various learning tactics were more

    likely to start something from scratch. The more you are engaged in learning the more successful

    you are at leading. Another reason that leaders are serious learners is that they are apt to adopt a

    scientific method perspective to their analysis of problems. The only way that people can learn

    is by doing things they have never done.

    3. View Change as Challenge

    Instead of being debilitated by the stress of a difficult experience, leaders said they were

    challenged and energized by it. Making mistakes is part of the price people pay for innovation

    and for learning. It turns out that the ability to grow and thrive under stressful, risk abundant

    situations is highly dependent on how you view change.

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    Stress even at its most strenuous does not necessarily contribute to severe illness. It is not

    stress that makes you ill but how you perceive and respond to stressful events. The leaders we

    studied experienced the change in which they were engaged as a challenge out of which

    something extraordinary would come. They were fully engaged, curious, and commited to

    making something happen.

    4. Foster Hardiness

    Hardiness can be learned and cultivated at any time in life. Leaders can help their constituents

    cope more effectively by creating a climate that develops hardiness by building the following: A

    sense of control through choosing tasks that are challenging but within the persons skills level.

    Commitment with the offer of more rewards than punishments. An attitude of challenge by

    encouraging people to see change as full of possibilities.

    On promoting hardiness there are 2 implications. People cannot lead if they are not

    psychologically hardy. No one will follow someone who avoids stressful events and will not take

    decisive action. Second, even if leaders are personally very hardy, they cannot enlist and retain

    others if they do not create an atmosphere that promotes psychological hardiness.People will not

    remain long with a cause that distresses them.

    People associate doing their best with feelings of meaningfulness, mastery, and stimulation.

    People do not produce excellence when feeling ignored, insignificant, and threatened. Feelings

    of commitment, control, and challenge provide internal cues for recognizing when you are

    excelling and when you are only getting through the day.

    When the forces of challenge never test their skills and abilities are no in balance, people feel

    apathy and boredom. When the challenges overwhelm their capabilities, they feel worry or

    anxiety. Neither of these conditions produce optimal performance. Its the rest of them when

    they can attain a sense of effortless and optimal performance (FIGURE BELOW).

    Reflection and Action: Experimenting and Taking Risks

    Flow orOptimal

    Experience

    High

    Anxiety Arousal

    Challenges

    Worry Control

    ApathyBoredom Relaxation

    Low

    Low Skills High

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    A major task for all leaders is to identify and remove self-imposed constraints and organizational

    conventions that block innovation and creativity. Leaders are experimenters: they experiment

    with new approaches to all problems.

    Leaders guide and channel the often-frenetic human motion of change toward some end. When

    things seem to be falling apart, leaders show their constituents the exciting new world they can

    create from the pieces. By having and fostering and attitude of psychological hardiness, leaders

    can turn the potential turmoil and stress of innovation and change into an adventure.

    Here are three actions you could start doing today to encourage yourself and your constituents:

    1. Conduct Post-mortems

    At the completion of a project take the team through a review retreat. What did we do well?

    What did we do poorly? What did we learn from this project? How can we do better next time?

    2. Conduct Pre-mortems

    Before doing a new project, try to look for what are the possible problems that can arise in the

    future. A similar technique is the the worst case scenario. Ask yourself and your team to

    imagine what it could be like if things dont quite go the way you expect them to.

    3. Strengthen Resilience

    Hardiness and resilience are mental, not physical, states. They have to do with how we view

    stress, disruption, and change in our lives. A few things you can do to help yourself and others in

    developing the capacity to bounce back from failures and take charge of change. First, step back

    and gain some perspective. Second, ask yourself what new skills and knowledge you will need.

    Third, set some goals and make a plan. Fourth, get some help and support from others.

    Experiment and Take Risks

    Essentials

    Generate small wins

    Progress Step-by-Step

    Try a Lot of Little Things

    Small Wins Produce Results

    Learn from Experience

    Create a Climate of Learning

    Leaders are Active LearnersView Change as Challenge

    Foster Hardiness

    Taking Action

    Conduct postmortems

    Conduct Pre-mortems

    Strengthen resilience

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    PART 5 -Challenge the Process

    CHAPTER 9 Foster Collaboration

    Moraleja of the story: In order to be successful you need to learn to develop a cohesive and

    collaborative team, beginning with trust as the framework. Not only do you need to give your

    constituents the tools to succeed but also to trust them to get their work completed. To have

    effectiveness you have to relinquish control and let your employees be responsible for their own

    jobs.

    Another crucial foundation for collaboration is having cooperative goals. To create a climate of

    collaboration they need to determine what the group needs in order to do their work and to build

    the team around a common purpose and mutual respect. Leadership is not a solo act, it is a team

    effort.

    To Foster collaboration, you need two essentials:

    Create a climate of Trust

    At the heart of collaboration is trust. Without trust you cannot lead. Without trust you

    cannot get extraordinary things done. To build and sustain social connections, you have to be

    able to trust others and others have to trust you. Trust is not just what is on your mind; it is also

    what is in your heart.

    1. Trusting Others Pay Off

    The more trusted people feel, the better they innovate. People who are more trusting are

    more likely to be happy and psychologically adjusted than are those who view the world with

    suspicion and disrespect. People dont want to stay very long in organizations devoid of trust.

    Trust is the most significant predictor of individuals satisfaction with their organization.

    When you create a climate of trust, you take away the controls and allow people to be free to

    innovate and contribute. Trusting leaders nurture openness, involvement, personal satisfaction,

    and high levels of commitment to excellence.

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    2. Be the First to Trust

    Be the first to trust. Building trust is a process that begins when one party is willing to

    risk being the first to open up, being the first to show vulnerability, and being the first to let go of

    control. If you want higher levels of performance that come with trust and collaboration,

    demonstrate you trust in others before asking for trust from them.

    Going first requires considerable self-confidence. Trust is contagious and distrust is

    equally contagious. Self-disclosure is one way you go first. Letting other know what you stand

    for, and what you are willing to do means disclosing information about yourself.

    Trust cannot be forced. If someone is bent on misunderstanding people and refuses to

    perceive them as either well-intentioned or competent, there may be little you can do to change

    that perception.

    3. Be Open to Influence

    You have to make a conscious effort to listen and learn from the local experts of the

    company. By having a new group it is especially important to build trust early on. You cannotmandate changes when you do not know the people or the organization.

    Knowing that trust is key, exemplary leaders make sure that they consider alternative

    viewpoints, and they make use of other peoples expertise and abilities. By demonstrating

    openness to others influence, you contribute to building the trust that enables your constituents

    to be more open to your influence.

    Managers who create distrustful environments often take self-protective postures.

    Theyre directive and hold tight to the reins of power. People who work for these managers

    usually pass the distrust by holding and distorting information.

    Sensitivity to peoples needs and interests is another key ingredient in building trust. The

    simple act of listening to what other people have to say and appreciating their unique points of

    view demonstrates your respect for others and their ideas.

    4. Share Information and Resources

    Value of collaboration is by sharing information. By consulting with others and getting

    them to share information, you make certain people feel involved in making decisions that affect

    them.

    Facilitate relationships

    Emphasizing the big picture, and the long term, is crucial in helping people deal with

    short-term setbacks. Leaders reframe any such incidents as learning experiences.

    One of the most significant ingredients to cooperation and collaboration is a sense of

    interdependence, a condition in which everyone knows that they cannot succeed unless everyone

    else succeeds.

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    1. Develop Cooperative Goals and Roles

    For a team to have a positive experience together, they must have shared goals that

    provide a specific reason for being together. Success can only be achieved through cooperation

    and teamwork. Keeping individuals focused on a common goal promoted a stronger sense of

    teamwork than emphasizing individual objectives.A focus on collective purpose binds people

    into cooperative efforts.

    2. Support Norms of Reciprocity

    If one partner always gives and the other always takes, the one who gives will feel taken

    advantage of and then one who takes will feel superior. In such a climate, cooperation is virtually

    impossible. To develop cooperative relationships, leaders must quickly establish norms of

    reciprocity within teams.

    The power of reciprocity is best demonstrated as the Prisoners Dilemma. Two parties

    are confronted with a series of situations in which they must decide whether or not to cooperate.

    They do not know in advance what the other party will do. There are two basic strategies

    cooperate or compete and four possible outcomes based on the choices players make: win-lose,lose-win, lose-lose, win-win.

    Reciprocity leads to predictability and stability in relationships, which can keep

    relationships and negotiations from breaking down. It is absolutely essential that every leader

    keep the norms of reciprocity and fairness in mind. Once you help others to succeed,

    acknowledge their accomplishments, and help them shine, especially in front of others, they will

    never forget it.

    3. Structure Projects to Promote Joint Effort

    The leaders job is to make sure that all parties understand each others interests and how

    each can gain more from working together than from working alone or with their own interests in

    mind. People are more likely to cooperate, if the payoffs for interdependent efforts are greater

    than those associated with working independently.

    Leaders structured projects so that each persons tasks made a visible contribution to the

    end result. For cooperation to succeed, individuals need to understand that by working together

    they will be able to accomplish something that no one man can do on their own. Another way of

    facilitating cooperation through promoting joint efforts is to emphasize long term payoffs.

    4. Support Face-to-Face Interactions

    Group goals, reciprocity, and promoting joint effort are all essential for collaboration to

    occur, but what is also critical is positive face-to-face interactions. This need for these

    interactions increases the complexity of the issues. People nowadays believe that virtual

    interactions are considered face to face interactions, but it is wrong because your are not

    physically with the person. People who expect durable interactions in the future are more likely

    to cooperate in the present. Fostering collaboration is so crucial to the success of teams and you

    should treat every significant relationship should be treated as if itll last a lifetime.

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    Reflection and Action: Fostering Collaboration

    You cannot get extraordinary things done by yourself. Collaboration is the master skill

    that enables teams to function effectively. Collaboration can be sustained only when you create a

    climate of trust and facilitate effective long-term relationships. Trust is the lifeblood of

    collaborative teamwork. Three Actions:

    1. Show trust to build trust

    Building trust is a process that begins when one party is willing to risk being the first to

    ante up, being the first to show vulnerability. Since you are the leader, the first to trust has to be

    you. Of course there are risks. You might end up looking weak or incompetent but the risk is

    well worth while. Trustworthiness is in the eye of the beholder. This means that in order for your

    constituents to call you trustworthy they must believe that you have their best interests in heart.

    2. Say We, Ask Questions, Listen, and Take Advice

    Because no one ever accomplishes anything significant alone, your approach can never be I did

    this and I DID THAT. When talking about what is planned or what has been accomplished, it isessential that you talk in terms or our vision, we did this, WE DID THAT.

    Audit your I-WE language and also audit youre talking and listening behavior. If you want

    people to trust you, and if you want to build a climate of trust in your organization, the listening

    to talking ratio has to be in favor of listening. You have to have the routine of asking questions,

    listening and taking advice from others. Remember that listening does not mean not speaking.

    3. Get People Interacting

    People cannot all be in this together unless you get them interacting on both a personal and

    professional basis. People need these opportunities to socialize, exchange information, and solveproblems informally.

    Foster Collaboration

    Essentials

    Create a climate of

    trust

    Trusting Others Pays Off

    Be the first to trust

    Be Open to Influence

    Share information and Resources

    Facilitate

    Relationships

    Develop Cooperative Goals and Roles

    Support Norms of Reciprocity

    Structure Projects to Promote Joint Effort

    Support Face-to-Face Interactions

    Taking Action

    Show trust to build trust

    Say we, ask questions, listen, and take advice

    Get People Interacting

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    PART 5 -Challenge the Process

    CHAPTER 10 Strengthen Others

    Moraleja of the story: That mutual respect and accountability were key to the teams

    success. Although lack of experience was unavoidable, lack of knowledge or enthusiasm was

    not acceptable. If someone did not have knowledge in an essential area, he or she was

    responsible for gaining that knowledge. Sanjay set up a buddy system that paired up a less

    experienced with a more experienced worker. Creating a climate in which people are fully

    engaged and feel in control of their own lives is at the heart of strengthening others.

    Two leadership Essentials:

    Enhance self-determination

    Leaders accept and act on the paradox of power: you become more powerful when you

    give your own power away. People, who feel powerless, be they managers or individual

    contributors, tend to hoard whatever shreds of power they have. Powerless managers tend to

    adopt petty and dictatorial styles.

    As we examine powerless and powerful times, were struck by one clear and consistent

    message: feeling powerful literally feeling able comes from a deep sense of being in

    control of your own life. Any leadership practice that increases anothers sense of self-

    determination, self-confidence, and personal effectiveness makes that person more powerful andgreatly enhances the possibility of success.Feeling powerful comes from a deep sense of being

    in control of your own life.

    The more people believe that they can influence the organization, the greater

    organizational effectiveness and member satisfaction there will be. A sense of personal power

    results in higher job fulfillment and performance throughout the organization.

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    Self-determination can be enhanced in a number of ways. The most significant actions a

    leader can take to ensure that people can decide for they are to provide more choices, design jobs

    that offer latitude, and foster personal accountability.

    1. Provide Choices

    Many have written about how choice is required for organizations and their employees to

    provide exceptional customer service. Responsive service and extra employee efforts emerge

    when people have the necessary leeway to meet customer needs and sufficient authority to serve

    customer wants.

    People simply cannot lead and cannot make a difference unless they have a choice. If someone

    has no freedom of choice and can only act in ways prescribed by the organization, then how can

    they respond when the customer or another employee behaves in ways that are not in the script.

    2. Design Jobs to Offer Latitude

    If leaders want higher levels of performance and greater initiative from their constituents, they

    must be proactive in designing work that allows people discretion and choice. The shift to fewerjob classifications in large organizations is a clear sign that breadth is essential to rapid response.

    Narrow job classifications limit our options, and narrower options mean people cannot do very

    much to respond customer needs.

    In this dynamic global environment, only adaptive individuals and organization will thrive. This

    means leaders must support more and greater individual discretion to meet the changing

    demands of customers. A healthy business relationship starts with reasonable compromises and

    mutual understanding from both sides, not by simply pressing hard on one side.

    3. Foster Accountability

    The power to choose rests on the willingness to be held accountable. The more freedom of

    choice people have, the more personal responsibility they must accept. Unless people take

    personal responsibility and unless they are held accountable for their own actions, others are not

    very inclined to want to work with them nor much inclined to cooperate in general.

    Structuring the situation so that people have to work collaboratively can actually increase

    personal accountability. Because when you know that your colleagues are expecting you to be

    prepared and to do your job, these peer expectations are a powerful force in motivating you to do

    well. Some people believe that teams and other cooperative endeavors minimize individual

    accountability.

    Accountability was pushed by reminding the operators to focus on the problem, not the person

    and making each operator accountable was critical to the success of Andys initiative. Pointing

    out individuals success in the presence of their peers was one of the ways that Andy reinforced

    who was accountable for what.Accountability results in feelings of ownership, that you not

    someone else have the responsibility for whats going on around you.

    Develop competence and confidence

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    Options, latitudes, and accountability fuel peoples sense of power and control over their lives.

    Without the knowledge, skills, information, and resources to do a job expertly, without feeling

    competent to skillfully execute the choices that it requires, people feel overwhelmed and

    disabled. Developing competence and building confidence are essential to delivering on the

    organizations promises and maintaining the credibility of leaders and team members alike.

    1. Educate, educate, Educate

    When you increase the latitude and discretion of your constituents, you also have to increase

    expenditures on training and development. Without education and coaching, people are reluctant

    to exercise their knowledge, in part because they dont know how to perform the critical tasks

    and in part out of fear of being punished for making mistakes.

    For leaders, developing the competence and confidence of their constituents is a personal and

    hands-on affair.Leaders are genuinely interested in those they coach, having empathy for and an

    understanding of each of their constituents.

    2. Organize Work to Build Competence

    Your constituents cannot act like owners and provide leadership if they fundamentally do not

    understand how your business or program operates. Another way leaders can help strengthen

    constituents is by understanding how the contextual factors of their jobs play out.

    Make certain that peoples jobs are designed so that they know what is expected of them.

    Provide sufficient training and technical support so that people can complete their assignments

    successfully. Enrich their responsibilities so that they experience variety in their task

    assignments and opportunities to make meaningful decisions about how their work gets

    accomplished.

    3. Foster Self-Confidence

    Fostering the confidence to do well is critical in the process of strengthening others. Just because

    individuals know how to do something doesnt necessarily mean that they will do it. Without

    sufficient self-confidence, people lack the conviction for taking on tough challenges. Building

    self-confidence is building peoples inner strength to plunge ahead in uncharted terrain.

    Having confidence in your ability to handle the job is essential in promoting and sustaining

    consistent efforts.

    4. Leaders Coach

    Leaders actively seek out ways to increase choice, providing greater decision making authority

    and responsibility for their constituents. They also develop the capabilities of their team and

    foster self-confidence through the faith they demonstrate in letting other people lead. In taking

    these actions, leaders act as coaches, helping others learn how to use their skills and talents, as

    well as learn from their experiences.

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    Coaches listen, mentor, and fundamentally change the culture and the decision making process.

    Leaders never take control away from others. They leave it to their constituents to decide and to

    take responsibility for the decisions they make.

    Reflection and Action: Strengthening Others

    Strengthening others is essentially the process of turning constituents into leader making

    people capable of acting on their own initiative. Leaders strengthen others when they make it

    possible for constituents to exercise choice and discretion.

    Leaders develop in others the competence, as well as the confidence, to act and to excel. They

    make certain that constituents have the necessary date and information to understand how the

    organization operates.

    Action Steps

    1. Increase Individual Accountability

    Enhancing self-determination means giving people control over their own lives. Therefore you,

    the leader, have to give them something of substance to control and for which they are

    accountable. Peoples increased sphere of influence ought to be over something relevant to be

    pressing concerns and core technology of the business.

    2. Offer Visible Support

    Power does not flow to unknown people; becoming powerful requires getting noticed. And

    getting noticed means getting the visible support of the leader. No one likes to be taken for

    granted, and everyone likes being noticed. By fostering outside contacts, and by developing and

    promoting people with promise, you help build a greater sense of personal power.

    3. Conduct Monthly Coaching Conversations

    You need to have monthly coaching conversations with each of your team members. Both parties

    learn how they can be doing better than they are in these dialogues. Coaching is not a once a year

    process.

    Strengthen others

    Essentials

    Enhance Self-determination

    Provide choices

    Design jobs to offer latitude

    Foster accountability

    Developcompetence and

    confidence

    Educate, educate, educate

    Organize work to build competence

    Foster self-confidence

    Leaders coachTaking Action Increase individual accountability

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    Offer visible supportConduct monthly coachingconversations