Great ideas!The Leadership Challengeby James M. Kouzes andBarry Z. PosnerThe Executive ForumJune 14, 2011
What’s in it for   me?
me?   What’s in it forWhy should I believe you?
me?   What’s in it forWhy should I believe you?   Why should I care?
Kouzes and Posnerhave been researching  and writing about    leadership for   nearly 30 years
Kouzes and Posnerhave been researching  and writing about    leadership for   nearly 30 years  “This is perhaps the mostco...
This might be themost profound bookI’ve come across for    our purposes
This might be the most profound book I’ve come across for     our purposes    “The LeadershipChallenge is about howleaders...
There is also aWorkbook that I’vedownloaded from  Open Library
Full disclosure: these guys areacademics, not business practitioners
However, they have been studying leadership fornearly 30 years, around the globe and in just about           every environ...
The basis for Kouzes’ and Posner’s findings is an exercise called         the “Personal Best Leadership Experience”
The focus of the book is The Five Practices of Exemplary Leadership
And the10 Commitments of    Leadership
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
The study’s findings “challenge the belief that leadership  is reserved for a few charismatic men and women”.
Rather:
“Leadership is an identifiable set of   skills and abilities that are available to us                       all.”Rather:
“Leadership is a relationship”
Study by the Center for Creative Leadership
The #1 success factor for people in the top three          jobs in large organizations:
The #1 success factor for people in the top three          jobs in large organizations:“Relationships with subordinates”
Study by Public Allies, a program of AmeriCorps
18-30 year olds were asked what qualities were        important to them in a leader
18-30 year olds were asked what qualities were            important to them in a leader“Being able to see a situation from...
18-30 year olds were asked what qualities were            important to them in a leader“Being able to see a situation from...
The 10 Commitments of      Leadership
Model the Way                Clarify valuesSet the example by aligning actions and values
“People follow first the person, then the plan.”
Inspire a Shared Vision  Envision the future    Enlist others
“Leaders cannot command commitment,            only inspire it.”
Challenge the ProcessSearch for opportunities by looking outward         Experiment and take risks
“Every single personal-best leadership case ...      involved some kind of challenge.”
Enable Others to ActFoster collaboration Strengthen others
“Leaders make it possible for others        to do good work.”
Encourage the Heart             Recognize contributionsCelebrate values and victories to create community
“It’s how leaders visibly and behaviorally      link rewards with performance.”
Credibility is the foundation of leadership
Credibility is the foundation of leadership            DWYSYWD
DoWhatYouSayYouWill Do
“Leaders don’t get extraordinary things      done all by themselves!”
They must consider what constituents            expect from their leaders
For nearly 30 years Kouzes and Posnerhave also been studying the expectations for leaders
Specifically:“What values, personal traits or characteristics  do you look for and admire in a leader?”
This led to 20 traits ...
This led to 20 traits ...           ... and a checklist
The researchers then asked people to:
Select the qualities that they most look for and admire in a leader, someone whose direction          they would willingly...
The resulting data has been strikingly consistent
Across time
1987  Across time
19951987  Across time
19951987  Across time 2002
19951987  Across time 2002                 2007
Across geographies
Across different types of organizations
Across genders
And across age groups
The 4 most importantCharacteristics of Admired Leadership
Honest
HonestForward-looking
HonestForward-looking   Inspiring
HonestForward-looking   Inspiring  Competent
The 5 Practices of Exemplary         Leadership                           The 4 most important                         Cha...
The 5 Practices of Exemplary         Leadership      “Complimentary perspectives on the               same subject”       ...
The 5 Practices ofExemplary Leadership    “Complimentary perspectives on the             same subject”                    ...
Model the Way                        Inspire a Shared Vision  The 5 Practices of    Challenge the ProcessExemplary Leaders...
Model the Way                        Inspire a Shared Vision  The 5 Practices of    Challenge the ProcessExemplary Leaders...
Most everyone I know well in the business world          is honest and competent
Forward-looking and inspiring may seem more challenging
Inspiring leadership
Inspiring leadership        “speaks to people’s needto have meaning and purpose in their lives”
Forward-looking is not a magical power, however           it is the characteristic that
Forward-looking is not a magical power, however           it is the characteristic that“most distinguishes leaders from   ...
Model the WayInspire a Shared Vision Challenge the Process  Enable Others to Act  Encourage the Heart                     ...
Model the WayInspire a Shared Vision Challenge the Process  Enable Others to Act  Encourage the Heart   Notice something a...
Model the WayInspire a Shared Vision Challenge the Process  Enable Others to Act  Encourage the Heart                     ...
Model the WayInspire a Shared Vision Challenge the Process  Enable Others to Act  Encourage the Heart         They’re all ...
The promise of TheLeadership Challenge is to make leaders more effective and improvethe performance of their     organizat...
Great ideas!The Leadership Challengeby James M. Kouzes andBarry Z. PosnerThe Executive ForumJune 14, 2011
Great Ideas! James M. Kouzes' & Barry Z. Posner's The Leadership Challenge - Executive Overview
Great Ideas! James M. Kouzes' & Barry Z. Posner's The Leadership Challenge - Executive Overview
Great Ideas! James M. Kouzes' & Barry Z. Posner's The Leadership Challenge - Executive Overview
Great Ideas! James M. Kouzes' & Barry Z. Posner's The Leadership Challenge - Executive Overview
Great Ideas! James M. Kouzes' & Barry Z. Posner's The Leadership Challenge - Executive Overview
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Great Ideas! James M. Kouzes' & Barry Z. Posner's The Leadership Challenge - Executive Overview

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Jim Kouzes and Barry Posner have written what Patrick Lencioni, author of Five Dysfunctions of a Team has called "... perhaps the most comprehensive field guide ever written for leaders." Here is a summary, touching on the book's key concepts.

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  • Introduce the book, Collins, L&L concept\n\nVALIDATION - clients and OSB\n
  • Define OB, RR2B and DD\nOB - not so much a “how to” as benchmarks ... or organizational DNA\nRR2B - generally seen as the most influential book of the early 21st century\nDD - “It’s no harder to build something great than something good” “all companies have the potential to go from good to great”\n
  • Define OB, RR2B and DD\nOB - not so much a “how to” as benchmarks ... or organizational DNA\nRR2B - generally seen as the most influential book of the early 21st century\nDD - “It’s no harder to build something great than something good” “all companies have the potential to go from good to great”\n
  • Define OB, RR2B and DD\nOB - not so much a “how to” as benchmarks ... or organizational DNA\nRR2B - generally seen as the most influential book of the early 21st century\nDD - “It’s no harder to build something great than something good” “all companies have the potential to go from good to great”\n
  • Collins as guru:\n\nCome to Boulder, RH framework, Growth Summit keynote\n
  • Collins as guru:\n\nCome to Boulder, RH framework, Growth Summit keynote\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
  • Not about these companies? Not about business?!?\n\n1 thing: the timeless principals of G2G\n
  • \n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
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  • Explain “prequel” idea\n\nCorporate genome project -- mapping “great” organizational DNA\n
  • Introduce the book, Collins, L&L concept\n\nVALIDATION - clients and OSB\n
  • Great Ideas! James M. Kouzes' & Barry Z. Posner's The Leadership Challenge - Executive Overview

    1. 1. Great ideas!The Leadership Challengeby James M. Kouzes andBarry Z. PosnerThe Executive ForumJune 14, 2011
    2. 2. What’s in it for me?
    3. 3. me? What’s in it forWhy should I believe you?
    4. 4. me? What’s in it forWhy should I believe you? Why should I care?
    5. 5. Kouzes and Posnerhave been researching and writing about leadership for nearly 30 years
    6. 6. Kouzes and Posnerhave been researching and writing about leadership for nearly 30 years “This is perhaps the mostcomprehensive field guide ever written for leaders.” Patrick Lencioni, authorof Five Dysfunctions of a Team
    7. 7. This might be themost profound bookI’ve come across for our purposes
    8. 8. This might be the most profound book I’ve come across for our purposes “The LeadershipChallenge is about howleaders mobilize others to want to get extraordinary things done.”
    9. 9. There is also aWorkbook that I’vedownloaded from Open Library
    10. 10. Full disclosure: these guys areacademics, not business practitioners
    11. 11. However, they have been studying leadership fornearly 30 years, around the globe and in just about every environment imaginable
    12. 12. The basis for Kouzes’ and Posner’s findings is an exercise called the “Personal Best Leadership Experience”
    13. 13. The focus of the book is The Five Practices of Exemplary Leadership
    14. 14. And the10 Commitments of Leadership
    15. 15. Model the Way
    16. 16. Inspire a Shared Vision
    17. 17. Challenge the Process
    18. 18. Enable Others to Act
    19. 19. Encourage the Heart
    20. 20. The study’s findings “challenge the belief that leadership is reserved for a few charismatic men and women”.
    21. 21. Rather:
    22. 22. “Leadership is an identifiable set of skills and abilities that are available to us all.”Rather:
    23. 23. “Leadership is a relationship”
    24. 24. Study by the Center for Creative Leadership
    25. 25. The #1 success factor for people in the top three jobs in large organizations:
    26. 26. The #1 success factor for people in the top three jobs in large organizations:“Relationships with subordinates”
    27. 27. Study by Public Allies, a program of AmeriCorps
    28. 28. 18-30 year olds were asked what qualities were important to them in a leader
    29. 29. 18-30 year olds were asked what qualities were important to them in a leader“Being able to see a situation from someone else’s point of view”
    30. 30. 18-30 year olds were asked what qualities were important to them in a leader“Being able to see a situation from someone else’s point of view” “Getting along well with other people”
    31. 31. The 10 Commitments of Leadership
    32. 32. Model the Way Clarify valuesSet the example by aligning actions and values
    33. 33. “People follow first the person, then the plan.”
    34. 34. Inspire a Shared Vision Envision the future Enlist others
    35. 35. “Leaders cannot command commitment, only inspire it.”
    36. 36. Challenge the ProcessSearch for opportunities by looking outward Experiment and take risks
    37. 37. “Every single personal-best leadership case ... involved some kind of challenge.”
    38. 38. Enable Others to ActFoster collaboration Strengthen others
    39. 39. “Leaders make it possible for others to do good work.”
    40. 40. Encourage the Heart Recognize contributionsCelebrate values and victories to create community
    41. 41. “It’s how leaders visibly and behaviorally link rewards with performance.”
    42. 42. Credibility is the foundation of leadership
    43. 43. Credibility is the foundation of leadership DWYSYWD
    44. 44. DoWhatYouSayYouWill Do
    45. 45. “Leaders don’t get extraordinary things done all by themselves!”
    46. 46. They must consider what constituents expect from their leaders
    47. 47. For nearly 30 years Kouzes and Posnerhave also been studying the expectations for leaders
    48. 48. Specifically:“What values, personal traits or characteristics do you look for and admire in a leader?”
    49. 49. This led to 20 traits ...
    50. 50. This led to 20 traits ... ... and a checklist
    51. 51. The researchers then asked people to:
    52. 52. Select the qualities that they most look for and admire in a leader, someone whose direction they would willingly follow.
    53. 53. The resulting data has been strikingly consistent
    54. 54. Across time
    55. 55. 1987 Across time
    56. 56. 19951987 Across time
    57. 57. 19951987 Across time 2002
    58. 58. 19951987 Across time 2002 2007
    59. 59. Across geographies
    60. 60. Across different types of organizations
    61. 61. Across genders
    62. 62. And across age groups
    63. 63. The 4 most importantCharacteristics of Admired Leadership
    64. 64. Honest
    65. 65. HonestForward-looking
    66. 66. HonestForward-looking Inspiring
    67. 67. HonestForward-looking Inspiring Competent
    68. 68. The 5 Practices of Exemplary Leadership The 4 most important Characteristics of Admired Leadership
    69. 69. The 5 Practices of Exemplary Leadership “Complimentary perspectives on the same subject” The 4 most important Characteristics of Admired Leadership
    70. 70. The 5 Practices ofExemplary Leadership “Complimentary perspectives on the same subject” The 4 most important Characteristics of Admired Leadership
    71. 71. Model the Way Inspire a Shared Vision The 5 Practices of Challenge the ProcessExemplary Leadership Enable Others to Act Encourage the Heart “Complimentary perspectives on the same subject” The 4 most important Characteristics of Admired Leadership
    72. 72. Model the Way Inspire a Shared Vision The 5 Practices of Challenge the ProcessExemplary Leadership Enable Others to Act Encourage the Heart “Complimentary perspectives on the same subject”HonestForward-lookingInspiringCompetent The 4 most important Characteristics of Admired Leadership
    73. 73. Most everyone I know well in the business world is honest and competent
    74. 74. Forward-looking and inspiring may seem more challenging
    75. 75. Inspiring leadership
    76. 76. Inspiring leadership “speaks to people’s needto have meaning and purpose in their lives”
    77. 77. Forward-looking is not a magical power, however it is the characteristic that
    78. 78. Forward-looking is not a magical power, however it is the characteristic that“most distinguishes leaders from other credible people”
    79. 79. Model the WayInspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Honest Forward-looking Inspiring Competent
    80. 80. Model the WayInspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Notice something about these? Honest Forward-looking Inspiring Competent
    81. 81. Model the WayInspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Honest Forward-looking Inspiring Competent
    82. 82. Model the WayInspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart They’re all behavioral Honest Forward-looking Inspiring Competent
    83. 83. The promise of TheLeadership Challenge is to make leaders more effective and improvethe performance of their organizations
    84. 84. Great ideas!The Leadership Challengeby James M. Kouzes andBarry Z. PosnerThe Executive ForumJune 14, 2011
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