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SBODN Jim Kouzes 09.10.12
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SBODN\'s event with Jim Kouzes at UCSC-Silicon Valley on Sept 10th 2012
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SBODN Jim Kouzes 09.10.12
1.
South Bay
OD Network September 10, 2012 Jim Kouzes © James M. Kouzes & Barry Z. Posner. All Rights reserved.
2.
―…individual leaders have little
or no impact on the organizations they lead.‖ Gautam Makunda Indispensable: When Leaders Really Matter © James M. Kouzes & Barry Z. Posner. All Rights reserved.
3.
"Everything you need
to be a successful leader you already have: your intelligence to see an issue and a way to fix it, your heart to stay motivated, and your courage not to give up." Melissa Poe Hood, Women of Distinction honoree © James M. Kouzes & Barry Z. Posner. All Rights reserved.
4.
―…maybe someone like myself
does have the possibility of being a leader.‖ D. R. email to Jim Kouzes, May 21, 2010 © James M. Kouzes & Barry Z. Posner. All Rights reserved.
5.
Objectives 1. Explain the
impact of demographics on workplace engagement. 2. Explain the impact leader behavior has on engagement and performance. 3. Discuss The Five Practices of Exemplary Leadership® and their impact on engagement. 4. Define the quality that forms the foundation of all leadership. 5. Discuss what it takes to become the best. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
6.
Engagement
1 and Leadership © James M. Kouzes & Barry Z. Posner. All Rights reserved.
7.
Three Minute Drill 1.
What words or phrases come to mind that describe an engaged workforce. 2. Discuss and be ready to share 3 or 4. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
8.
―(Engagement is) a
heightened emotional connection that the employee feels for his/her organization, that, in turn, influences him/her to apply additional discretionary effort to his/her work.‖ The Conference Board ―Employee Engagement in a VUCA World,‖ 2011 © James M. Kouzes & Barry Z. Posner. All Rights reserved.
9.
―Engagement involves investing the
hands, head, and heart in active, full work performance.‖ Bruce Rich, Jeffrey LePine, Eean Crawford Academy of Management Journal © James M. Kouzes & Barry Z. Posner. All Rights reserved.
10.
Kouzes & Posner’s
Positive Workplace Attitudes Measure 1. My work group has a strong sense of team spirit. 2. I am proud to tell others that I work for this organization. 3. I am committed to this organization‘s success.. 4. I would work harder and for longer hours if the job demanded it. 5. I am highly productive in my job. 6. I am clear about what is expected of me in my job. 7. I feel that my organization values my work. 8. I am effective in meeting the demands of my job. 9. Around my workplace, people seem to trust management. 10. I feel like I am making a difference in this organization. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
11.
What Explains Why Constituents
are Engaged? 1. Who they are? or 2. How their leader behaves? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
12.
Who Constituents Are 1.
Age 6. Position 2. Gender 7. Function 3. Country 8. Industry 4. Education 9. Size of org‘n 5. Tenure © James M. Kouzes & Barry Z. Posner. All Rights reserved.
13.
How Their Leader
Behaves • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart © James M. Kouzes & Barry Z. Posner. All Rights reserved.
14.
Explaining Engagement (PWA) Who
Constituents Are 0.2% How Leaders Behave 27.7% © James M. Kouzes & Barry Z. Posner. All Rights reserved.
15.
Explaining Committed/Engaged Workforce 35
32.4 30.1 29.6 30 27.8 27.7 25 United States 20 Europe Asia Pacific 15 Latin America 10 Australia 5 2.3 0.2 0.2 0.2 0.3 0 Demographics Leadership © James M. Kouzes & Barry Z. Posner. All Rights reserved.
16.
PWA and LPI
Scores Low Moderate High PWA PWA PWA • Model 42.16 47.16 51.40 • Inspire 39.69 44.18 49.20 • Challenge 40.14 45.12 49.47 • Enable 45.25 49.81 53.39 • Encourage 40.85 46.25 51.01 © James M. Kouzes & Barry Z. Posner. All Rights reserved.
17.
Despite people‘s differences, their workplace
engagement is a result of how their leaders behave! © James M. Kouzes & Barry Z. Posner. All Rights reserved.
18.
The more frequently leaders
demonstrate each of The Five Practices of Exemplary Leadership the more engaged people are in their workplaces. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
19.
The Bottom Line
Strongly Weakly Practiced Practiced Net Income Growth 841% -49% Stock Price Growth 204% 76% Source: Richard Roi, Crawford International © James M. Kouzes & Barry Z. Posner. All Rights reserved.
20.
The question is
not, "Will I make a difference?― The question is, "What difference will I make?" © James M. Kouzes & Barry Z. Posner. All Rights reserved.
21.
The Five
2 Practices of Exemplary Leadership © James M. Kouzes & Barry Z. Posner. All Rights reserved.
22.
© James M.
Kouzes & Barry Z. Posner. All Rights reserved.
23.
Kouzes & Posner
Research • Over 30 years of collecting data • Over 5,000 individual cases studied • Over 3 million survey respondents • Global data from 72 countries • Over 500 research studies by others • www.leadershipchallenge.com © James M. Kouzes & Barry Z. Posner. All Rights reserved.
24.
Tell us about
a time when you were at your personal best as a leader. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
25.
The Five Practices
of Exemplary Leadership® • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart © James M. Kouzes & Barry Z. Posner. All Rights reserved.
26.
Model
3 The Way © James M. Kouzes & Barry Z. Posner. All Rights reserved.
27.
Clarify values by
finding your voice and affirming shared values. Set the example by aligning actions with shared values. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
28.
―In order to
become a leader…it‘s important that I first define my values and my principles.‖ Olivia Lai, Hong Kong University of Science and Technology © James M. Kouzes & Barry Z. Posner. All Rights reserved.
29.
Employee Commitment
HIGH Clarity about 4.87 1 2 6.26 organization‘s 4 3 values 4.90 6.12 LOW LOW HIGH Clarity about my values © James M. Kouzes & Barry Z. Posner. All Rights reserved.
30.
Clear Leadership Philosophy Leaders
25% more engaged Constituents 40% more engaged © James M. Kouzes & Barry Z. Posner. All Rights reserved.
31.
―Credibility is the
foundation of leadership…If you don‘t believe in the messenger, you won‘t believe the message.‖ Jim Kouzes and Barry Posner, The Leadership Challenge © James M. Kouzes & Barry Z. Posner. All Rights reserved.
32.
What is credibility behaviorally?
How do you know it when you see it? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
33.
DWYSYWD © James M.
Kouzes & Barry Z. Posner. All Rights reserved.
34.
© James M.
Kouzes & Barry Z. Posner. All Rights reserved.
35.
―(Organizations) where employees strongly
believed their managers followed through on promises and demonstrated the values they preached were substantially more profitable than those whose managers scored average or lower.‖ Tony Simons, Cornell University, The Integrity Dividend © James M. Kouzes & Barry Z. Posner. All Rights reserved.
36.
Inspire a
4 Shared Vision © James M. Kouzes & Barry Z. Posner. All Rights reserved.
37.
Envision the future
by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
38.
―So, Jim, where do you
see yourself in ten minutes?‖ © James M. Kouzes & Barry Z. Posner. All Rights reserved.
39.
Forward Looking In Leaders
71% In Colleagues 27% © James M. Kouzes & Barry Z. Posner. All Rights reserved.
40.
© James M.
Kouzes & Barry Z. Posner. All Rights reserved.
41.
―Leadership is more
than influence. It is about reminding people of what it is we are trying to build — and why it matters. It is about painting a picture of a better future.‖ Michael Hyatt, CEO, Thomas Nelson © James M. Kouzes & Barry Z. Posner. All Rights reserved.
42.
―Imagine your own
career ten years out, and dream of a position that serves you well…Create your own position. Create our future.‖ Nancy Sullivan, vice president of Disability Benefits, Trustmark Companies © James M. Kouzes & Barry Z. Posner. All Rights reserved.
43.
Envision and Enlist Constituents
25% more engaged Leaders 50% more effective © James M. Kouzes & Barry Z. Posner. All Rights reserved.
44.
Challenge
5 The Process © James M. Kouzes & Barry Z. Posner. All Rights reserved.
45.
Search for
opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
46.
―If you have
not endured the most difficult, you cannot become the most successful.‖ Saying taped to Joe Barsi‘s computer © James M. Kouzes & Barry Z. Posner. All Rights reserved.
47.
―The similarity that
most stuck out…was how each person had to overcome uncertainty and fear in order to achieve his or her best.‖ Katherine Winkel, Seattle Genetics © James M. Kouzes & Barry Z. Posner. All Rights reserved.
48.
―Everyone can make
a difference if she or he dares to step out to seize the opportunity and take the initiative.‖ Sam Liu, Manager, Shuttle Truck Operations, Hong Kong © James M. Kouzes & Barry Z. Posner. All Rights reserved.
49.
© James M.
Kouzes & Barry Z. Posner. All Rights reserved.
50.
Feeling and Seeking
Challenge Constituents 25%-35% more engaged Leaders 50% more effective © James M. Kouzes & Barry Z. Posner. All Rights reserved.
51.
Enable
6 Others to Act © James M. Kouzes & Barry Z. Posner. All Rights reserved.
52.
Foster
collaboration by building trust and facilitating relationships. Strengthen others by increasing self- determination and developing competence. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
53.
© James M.
Kouzes & Barry Z. Posner. All Rights reserved.
54.
―..it‘s all about
fostering collaboration and building spirited teams – actively involving others, creating an environment of mutual trust and respect.‖ Cora Carmody, SVP, Jacobs Engineering © James M. Kouzes & Barry Z. Posner. All Rights reserved.
55.
―Most importantly, the
level of trust subordinates had in their leaders determined the amount of leader influence subordinates accepted.‖ P.J. Sweeney, V. Thomson, & H. Blanton, Journal of Applied Social Psychology 2009. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
56.
The Name of
the Game Makes A Big Difference! Community Game 70% Wall Street Game 30% © James M. Kouzes & Barry Z. Posner. All Rights reserved.
57.
―We are all
human, and we need to treat people respectfully. I listen to what people have to say so that I know what is going on in their heads and hearts. Only then can I work with them to improve.‖ Sinisa Ljujic, Christie Digital © James M. Kouzes & Barry Z. Posner. All Rights reserved.
58.
Enable Others to
Act Constituents 30% more engaged Leaders 60% more effective © James M. Kouzes & Barry Z. Posner. All Rights reserved.
59.
Encourage
7 The Heart © James M. Kouzes & Barry Z. Posner. All Rights reserved.
60.
Recognize
contributions by showing appreciation for individual excellence. Celebrate the values and victories by creating a spirit of community. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
61.
Do you need
encouragement to perform at your best When you get encouragement, does it help you perform at a higher level? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
62.
―They want to
know that I value them. That I think they are doing a great job. And that I am not taking their contribution for granted.‖ Jane Binger, executive director of leadership development Lucille Packard Children‘s Hospital at Stanford University © James M. Kouzes & Barry Z. Posner. All Rights reserved.
63.
―No one would
come to your cube and talk to you about what you had achieved…It didn‘t make me or anyone else very excited about getting the reward.‖ Maurice Chan, engineer, telecommunications company, Hong Kong © James M. Kouzes & Barry Z. Posner. All Rights reserved.
64.
―He showed that he
cared.‖ Jade Liu, Ambition Group, referring to Guy Day, managing director © James M. Kouzes & Barry Z. Posner. All Rights reserved.
65.
The Highest Performing
Leaders • Are more open and caring, • Express more affection, • Demonstrate more passion, • Are more positive, and • Are more grateful and encouraging …than lower performers © James M. Kouzes & Barry Z. Posner. All Rights reserved.
66.
―The first core
truth about positive emotions is that they open our hearts and our minds, making us more receptive and more creative.‖ Barbara Fredrickson University of North Carolina, Chapel Hill, Author of Positivity © James M. Kouzes & Barry Z. Posner. All Rights reserved.
67.
Magic Ratio
3 :1 © James M. Kouzes & Barry Z. Posner. All Rights reserved.
68.
© James M.
Kouzes & Barry Z. Posner. All Rights reserved.
69.
Benefits of Celebrating Accomplishments Constituents
26% more engaged Leaders 31% more effective © James M. Kouzes & Barry Z. Posner. All Rights reserved.
70.
The Five Practices
of Exemplary Leadership® • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart © James M. Kouzes & Barry Z. Posner. All Rights reserved.
71.
Going
8 Forward © James M. Kouzes & Barry Z. Posner. All Rights reserved.
72.
―Better learners … consistently
engaged in leadership practices more frequently than those in the low learning category.‖ Lillas Brown and Barry Posner © James M. Kouzes & Barry Z. Posner. All Rights reserved.
73.
―Two hours per
day if you want to stay the same. More if you want to get better.‖ Glenn Michibata, head coach, Men's Tennis, Princeton University © James M. Kouzes & Barry Z. Posner. All Rights reserved.
74.
―The development of expertise
requires coaches who are capable of giving constructive, even painful, feedback.‖ Source: K. Anders Ericsson, Michael J. Prietula, and Edward T.Cokely, Harvard Business Review. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
75.
© James M.
Kouzes & Barry Z. Posner. All Rights reserved.
76.
―Where do I
start becoming a better leader? …. I found that every day I had an opportunity to make a small difference.‖ Sergey Nikiforov, CA Technologies © James M. Kouzes & Barry Z. Posner. All Rights reserved.
77.
―I could have
coached someone better, I could have listened better, I could have been more positive toward people, I could have said ‗thank you‘ more often, I could have…the list just went on.‖ Sergey Nikiforov, CA Technologies © James M. Kouzes & Barry Z. Posner. All Rights reserved.
78.
―Saying ‗yes‘ begins things.
An attitude of ‗yes‘ is how you will be able to go forward in these uncertain times.‖ Michael Hogan, University of Illinois © James M. Kouzes & Barry Z. Posner. All Rights reserved.
79.
Are you ready to
say “yes” to leadership? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
80.
For more information
about The Leadership Challenge and Jim and Barry visit: www.leadershipchallenge.com © James M. Kouzes & Barry Z. Posner. All Rights reserved.
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