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Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
Everyone Is A Leader
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Everyone Is A Leader


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This is skeleton copy of the slide show about how The Leadersthip Challenge can be applied.

This is skeleton copy of the slide show about how The Leadersthip Challenge can be applied.

Published in: Education, Spiritual, Business
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  • Activity with Post it Notes Janus Effect-looking back and forward
  • Intra-project communication Organizational communication Professional communication
  • Cooperate or Compete Win-Win, Lose-Lose, Win-Lose, Lose-Win
  • First Group-Told how far to go and constant feedback-Finished 1 st . Second Group-Told nothing. Finished 4 th . Third Group- Told it was 15km but at 14km they were told they had 6km left more to go. Finished 2 nd . Fourth Group-Were told it was 25km but when they reached 14km they were told they had 6km left. Finished 3 rd .
  • Transcript

    • 1. Or at least you will be by the end of this! Everyone is a leader…
    • 2. What is a leader?
      • Definitions
      • Examples of Leaders
          • Positive
            • Barack Obama
            • Thomas Jefferson
            • Charlie Nelms
          • Negative
            • Adolf Hitler
            • Joseph Stalin
            • Pol Pot
    • 3. Leadership Myths
      • The Position Myth: “I can’t lead if I am not at the top”
      • The Destination Myth: “When I get to the top, then I’ll learn to lead”
      • The Influence Myth: “If I Were On Top, Then People Would Follow Me”
      • The Inexperience Myth: “When I Get To The Top, I’ll Be In Control”
      • The Freedom Myth: “When I Get To The Top, I’ll No Longer Be Limited”
      • The Potential Myth: “I Can’t Reach My Potential If I’m Not The Top Leader”
      • The All-Or-Nothing Myth: “If I Can’t Get To The Top, Then I Won’t Try To Lead” Maxwell, J. (1947). The 360 Degree Leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nelson, Inc.
    • 4. What tools are needed to be a leader?
      • The Leadership Challenge
      • Model the Way
      • Inspire a Shared Vision
      • Challenge the Process
      • Enable Others to Act
      • Encourage the Heart
    • 5. Model the Way
            • Clarify Values
            • We just won’t work as hard for a person or a cause once we’ve been tricked.
            • Credibility is the foundation of Leadership
            • Connect your touch with your voice
            • When values are clear we don’t have to rely on direction from someone in authority.
            • A common understanding of values emerges from a process, not a pronouncement.
            • Unity is forged, not forced
            • Kouzes-Posner First Law of Leadership: If you don’t believe in the messenger, you won’t believe the message.
              • You can’t believe in the messenger if you don’t know what the messenger believes.
              • You can’t be the messenger until you’re clear about what you believe.
            • Kouzes-Posner Second Law of Leadership: DWYSYWD: Do what you say you will do
    • 6. Model the Way
    • 7. Inspire a Shared Vision
          • Envision the Future
            • In some ways leaders live their lives backward.
            • Turning possibility thinking into an inspiring vision and an inspiring vision that is shared is the leader’s challenge
            • The Janus Effect
            • Leader’s Role
              • Tactical-More Present Less Future
              • Strategic-Less Present More Future
    • 8. Inspire a Shared Vision
          • Enlist Others
            • Leaders cannot command commitment, only inspire it.
            • People commit to causes, not to plans
            • To enlist support, leaders must have intimate knowledge of people’s dreams, hopes, aspirations, visions, and values.
            • Are you in your job to do something, or are you in your job for something to do?
            • Positive Communication
              • Researchers working with Neural Networks have found that when people feel rebuffed or left out, the brain activates a site for registering physical pain.
    • 9. Challenge the Process
          • Search for Opportunities
            • Leaders search for opportunities to innovate, grow, and improve
            • When it comes to excellence, it’s definitely not “What gets rewarded gets done, It’s What is rewarding gets done. You can never pay people enough to care—to care about their products, services, communities, families, or even the bottom line.
            • 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—needs involving such intangibles as learning, self-worth, competence, and serving others.
            • Outsight
            • MIT Study
            • If the only times people reported doing their best were when they got to be the founder, CEO, county supervisor, police chief, agency director, or other head honcho, the majority of leadership opportunities would evaporate—as would most social and organizational changes.
            • Leaders are innovators; innovators are leaders.
    • 10. Challenge the Process
          • Experiment and Take Risks
            • Nothing new and nothing great is achieved by doing things the way you’ve always done them.
            • Generate Small wins
              • Successful leaders help others to see how breaking the journey down into measurable milestones can move them forward
              • Small Wins produce results for a simple reason; it’s hard to argue against success.
            • Success does not breed success. It breeds failure. It is failure which breeds success.
              • The point is that there is no success without the possibility of failure.
              • If we’re not making mistakes then we’re only doing what we already know how to do.
              • The only way that people can learn is by doing things they’ve never done before
            • It isn’t stress that makes you ill but how you perceive and respond to stressful events
              • Psychological Hardiness
              • No one will follow someone who avoids stressful events and won’t take decisive action.
            • Post and pre mortems
    • 11. Enable others to act
          • Foster Collaboration
              • In our interviews, we found that people used, we nearly three times more often than I in explaining their personal best leadership experience.
              • Employees feel empowered when they feel important, especially in the eyes of others.
              • What, Why, and Who do we serve? We had to see ourselves as part of a whole, not some individual cog in a wheel.
            • Create a climate of trust
              • Individuals who are unable to trust others fail to become leaders, precisely because they can’t bear to be dependent on the words and works of others. Either they end up doing all the work themselves or they supervise so closely that they become over controlling. Their obvious lack of trust in others results in other’s lack of trust in them.
              • Trust is contagious and distrust is equally contagious. If you exhibit distrust, others will hesitate to place their trust in you and in their colleagues.
              • Managers who create distrustful environments often take self-protective postures. They’re directive and hold tight to the reins of power. Those who work for such managers are likely to pass the distrust on by withholding and distorting information.
            • 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, or at least that they can’t succeed unless they coordinate their efforts.
            • Prisoner’s Dilemma Puzzle
            • Once you help others to succeed, acknowledge their accomplishment, and help them shine, especially in front of others, they will never forget it.
            • The more complex the issue the more need for face to face it needs to be
    • 12. Enable others to act
          • Strengthen Others
            • You become more powerful when you give your own power away.
            • People who feel powerless, be they managers or individual contributors, ten to hoard whatever shreds of power they have. Powerless managers tend to adopt petty and dictatorial styles, for example. Powerlessness also creates organizational systems in which political skills are essential and “covering yourself” and “passing the buck” are the preferred modes of handling inter departmental differences.
            • Or consider the fact that business units with actively disengaged workers experience 30 to 50 percent more turnover than those with engaged employees, and that these employees annually miss more than three times the number of days reported by their more engaged peers.
            • Choice Builds Commitment
            • 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?
            • When there is no “they”, then no one has to be told what to do or why it is important.
            • Financial Education of the Workforce
              • Jack believes that when everyone has the same information about what’s happening in the business, then everyone starts thinking and acting like a CEO regardless of their organizational position.
              • Define who you are serving. How do they perceive us? What have we done so far? What is something new we are doing in the next 6 months?
            • Do people perceive themselves as lacking control over their immediate situation, or lacking the required capability, resources, or discretion needed to accomplish a task? If so, the most common reasons are excessive bureaucracy, authoritarian supervisory styles, nonmerit-reward systems, and rigid or limiting job design.
            • Leaders actively seek out ways to increase choice.
            • As more responsibility is assumed by constituents, leaders can expend more energy in other areas, enhancing their own sphere of influence and bringing additional resources back to their units to be distributed once again among the group members.
            • There is nothing more disempowering than to have lots of responsibility for doing something but nothing to do with it.
    • 13. Encourage the Heart
          • Recognize Contributions
            • Expect the best from people and they will expect the best in themselves.
            • Pygmalion Effect-Greek myth, a sculptor who carved a statue of a beautiful woman, fell in love with the statue, and appealed to the goddess Aphrodite to bring her to life.
            • Self Fulfilling Prophecy-People act in ways that are consistent with others’ expectations of them.
            • Alice in Wonderland-We’ve all been Alice at one time or another in our lives We’ve all been at a place where we’re not sure where we’re expected to be going, what the ground rules are that govern how we behave, how we’re doing along the way, or when we’ll be done.
            • Goals connote something short term whereas values (or principles) connote something more enduring.
            • Action without goals, at least in an organizational context, is just busy-work.
            • Goal-setting affirms the person, and, whether you realize it or not, contributes to what people think about themselves.
            • Goals without feedback, or feedback without goals, have little effect on motivation.
            • Climbing the mountain
            • The Soldier Study-4 groups had to march 20km
            • Those who heard nothing about how well they did suffered as great a blow to their self-confidence as those who were criticized.
            • And what happens when managers are constantly on the lookout for problems?
              • They get a distorted view of reality.
              • Over time, production declines.
              • Their personal credibility hits bottom.
            • If you knew someone was coming around to check up on you, how would you behave? Conventional wisdom holds that as soon as they spot the boss coming people put on their best behavior. Wrong. They may put on different behavior, but it’s not their best.
            • One of the more common complaints that we’ve heard about recognition is that far too often it’s predictable, routine, and impersonal.
            • The groups composed of friends completed, on average, more than three times as many projects as the groups composed merely of acquaintances. In terms of decision-making assignments, groups of friends were over 20 percent more effective than groups of acquaintances were.
            • If criticism is necessary, comments should be restricted to behavior rather than character.
    • 14. Encourage the Heart
          • Celebrate the Values and Victories
            • Besides, who really wants to work for a place that has not ritual or ceremony—a boring place that neither remembers nor celebrates anything?
            • A leader who ignores or impedes organizational ceremonies and considers them as frivolous or not cost effective, is ignoring the rhythms of history and our collective conditioning. [Celebrations] are the punctuation marks that make sense of the passage of time; without them, there are not beginnings and endings. Life becomes an endless series of Wednesdays.
            • Without group celebrations, people might all come to believe that the organization revolves around their individual work and that they’re independent and not responsible to others.
            • Remember: Leadership is a relationship, and people are much more likely to enlist in initiatives led by those with whom they feel a personal attachment.
            • Make sure that your work place is not the place where fun goes to die.
            • Your constituents need to know that you are clear about what outstanding performance looks like and that you will recognize it fairly when it is achieved.
    • 15. Leadership is Everyone’s Responsibility
          • If you’re a manager in an organization, to your direct reports you are the most important leader in your organization.
          • For everyone else you are setting the leadership example
          • The leaders who have the most influence on people are those who are the closest to them.
          • As you give back some of what you’ve been given, you can reconstruct your community.
          • You can’t lead others until you’ve first led yourself through a struggle with opposing values.
          • The secret to life is to stay in love.
          • Of all the things that sustain a leader over time, love is the most lasting.
    • 16.
      • We have to love to learn and learn to love.
    • 17. Thanks for listening
      • I hope this information was useful.
      • Any Comments are welcomed.
      • If you don’t feel like sharing them with the group or have any comments later please email me at [email_address]
      • If you want a copy of this or where the exact sources are from I will send it to you.
    • 18. Sources
      • Kouzes, J. M., & Posner, B. Z. (2007). The Leadership Challenge, 4th Edition. San Fransisco: Jossey-Bass.
      • Maxwell, J. (1947). The 360 Degree Leader: Developing your influence from anywhere in the organization. Nashville: Thomas Nelson, Inc.