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The Leadership Challenge

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    The Leadership Challenge The Leadership Challenge Presentation Transcript

    • James Kouzes Barry Posner
      • Heightened uncertainty
      • A shift to more compassion and collaboration
      • Global Economy and Connection
      • “ Knowledge-added” is the new Value-added
      • Speed
      • Changing Workforce – ethnic, gender, generational and lifestyle diversity
      • Intense search for “meaning”
      • Model the Way
      • Inspire a Shared Vision
      • Find your voice by clarifying your personal values
      • Set the example by aligning actions with shared values.
      • Envision exciting and ennobling possibilities.
      • Enlist others in a common vision by appealing to shared aspirations.
      • Challenge the Process
      • Search for opportunities by seeking innovative ways to change, grow and improve.
      • Experiment and take risks by constantly generating small wins and learning from mistakes.
      • Enable Others to Act
      • Encourage the Heart
      • Foster collaboration by promoting cooperative goals and building trust.
      • Strengthen others by sharing power and discretion.
      • Recognize contributions by showing appreciation for individual excellence.
      • Celebrate the values and victories by creating a spirit of community.
      • “ How frequently do I engage in the behaviour described?”
      • 1. Almost never
      • 2. Rarely
      • 3. Seldom
      • 4. Once in a while
      • 5. Occasionally
      • 6. Sometimes
      • 7. Fairly often
      • 8. Usually
      • 9. Very Frequently
      • 10. Almost Always
      • 1.M 11.M
      • 2.V 12.V
      • 3.C 13.C
      • 4.E 14.E
      • 5.H 15.H
      • 6.M 16.M
      • 7.V 17 V
      • 8.C 18.C
      • 9.E 19. E
      • 10.H 20. H, etc
      • Modeling the Way
      • 1,6,11,16,21,26
      • Vision
      • 2,7,12,17,22,27
      • Challenging
      • 3,8,13,18,23,28
      • Enable Others
      • 4,9,14,19,24,29
      • Heart
      • 5,10,15,20,25,30
      • Look at your highest-ranked items (your strengths)
      • Which specific behaviours are they?
      • Now look at your lowest-ranked items (your opportunities for improvement)
      • Which behaviours are they?
      • Examine the lowest-ranked items to see whether you have three or more from one practice. If so, then you need to pay attention to that practice as a whole, rather than just as individual behaviours.
      • Trial and Error – Learning by Doing
      • facilitating meetings
      • chairing a conference
      • leading a task force
      • Observation : Learning from Others
      • Look for role models, coaches, read biographies of well-known leaders.
      • Education: Learning in the classroom or on your own
      • spend 50 hours annually on your personal and
      • professional development.