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Leadership Challenge co-author Jim Kouzes on Great Leadership Webinar

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The key to making extraordinary things happen in organizations is great leadership. It contributes more to positive outcomes than any other single factor. In this webcase by researcher and author Jim …

The key to making extraordinary things happen in organizations is great leadership. It contributes more to positive outcomes than any other single factor. In this webcase by researcher and author Jim Kouzes, the link between Engagement and Leadership is explored. Underwritten by Sonoma Leadersip Systems and hosted by HCI.org. The recorded version is available at:
http://www.hci.org/lib/great-leadership-creates-great-workplaces

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  • 1. HCI #HCIwebcast Great Leadership Creates Great Workplaces
  • 2. HCI #HCIwebcast THANK YOU www.SonomaLeadership.com
  • 3. HCI #HCIwebcast Today’s Guest Speakers Bruce Wilson Vice President Business Development Sonoma Leadership Systems Jim Kouzes Author and Lecturer The Leadership Challenge
  • 4. Great Leadership Creates Great Workplaces Presented by Jim Kouzes Sponsored by Sonoma Leadership Systems and HCI © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 5. “I think good people deserve good leadership. The people I manage deserve the best leadership in the world.” Debi Coleman, Board of Directors, Synopsys and opening case in TLC 1st edition © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 6. Objectives 1. Document how leadership makes a difference in engagement and performance. 2. Describe The Five Practices of Exemplary Leadership® and their impact on engagement. 3. Provide practical suggestions on what leaders can do to improve engagement and performance . © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 7. Leadership and Engagement © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 8. One-Minute Research What words or phrases come to mind that describe an engaged workforce? Type in your responses in the comment section. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 9. Kouzes & Posner’s Positive Workplace Attitudes Measures 1. Team spirit 2. Pride 3. Commitment 4. Work ethic 5. Productivity 6. Clear expectations 7. Feel valued 8. Effectiveness 9. Trust 10. Making a difference © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 10. How much of engagement is accounted for by who the constituents are?
  • 11. 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.
  • 12. Poll What percentage of engagement is accounted for by all 9 variables combined? 1. 0-10% 2. 11-20% 3. 21-30% © James M. Kouzes & Barry Z. Posner. All Rights reserved. 4. 31-40% 5. 41-50%
  • 13. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 14. What impact does leader behavior have on workplace engagement?
  • 15. PWA and LPI Scores 60 LPI Scores 54 48 42 36 30 Low PWA Model Moderate PWA Inspire © James M. Kouzes & Barry Z. Posner. All Rights reserved. Challenge Enable High PWA Encourage
  • 16. The question is not, “Do leaders make a difference?” The question is, “How do leaders make a positive difference?” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 17. 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.
  • 18. 1 Model The Way © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 19. “In order to become a leader…it’s important that I first define my values and my principles.” Olivia Lai, manager, customer service support, Kimberly-Clark © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 20. 4.87 4.90 LOW 1 2 4 LOW Clarity about organization’s values HIGH Employee Commitment 6.26 3 6.12 HIGH Clarity about my values © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 21. “As we start a new phase of our journey together, I wanted to share some background on myself and what inspires and motivates me.” Satya Nadella, CEO, Microsoft, 2/4/14 © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 22. Clear Leadership Philosophy Leaders 25% more engaged Constituents 40% more engaged © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 23. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 24. Take Action: Model Answer this question at the end of every day: “What have I done today that demonstrates the values that I hold near and dear to me?” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 25. 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.
  • 26. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 27. 2 Inspire a Shared Vision © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 28. “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.
  • 29. Forward Looking In Leaders 71% In Colleagues 27% © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 30. “You have to be able to communicate how everyone involved has something at stake in the outcome.” Deborah Bishko, IBM © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 31. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 32. Poll On average, what percentage of senior executives’ time is devoted to developing a shared view of the future? 1. 0-10% 2. 11-20% 3. 21-30% © James M. Kouzes & Barry Z. Posner. All Rights reserved. 4. 31-40% 5. 41-50%
  • 33. 3% © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 34. Envision and Enlist Constituents 25% more engaged Leaders 50% more effective © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 35. Take Action: Inspire Imagine it’s 5 years from now and you’re attending a ceremony honoring your team as the “Organization of the Year.” What do you hope others are saying? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 36. 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.
  • 37. 3 Challenge The Process © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 38. “Be an enzyme.” Pam Omidyar, HopeLab © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 39. “Everyone can make a difference if she or he dares to step out to seize the opportunity and take the initiative.” Sam Liu, assistant GM, Kintetsu Logistics, Shenzhen © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 40. Sources: Innovative Ideas 42%-62% are external Source: Expanding the Innovation Horizon, IBM © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 41. “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.
  • 42. Feeling and Seeking Challenge Constituents 25%-35% more engaged Leaders 40% more effective © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 43. Take Action: Challenge At least once a week, ask yourself: “What have I done in the past week to improve so that I’m a better leader now than I was a week ago?” Repeat for your team. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 44. 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.
  • 45. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 46. 4 Enable Others to Act © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 47. “..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.
  • 48. The Name of the Game Community Game 70% Wall Street Game 30% © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 49. “If you see the best in people and expect the best in people, they deliver.” Lois Skillings, RN, MS, NEA, BC CEO, Mid Coast Health Services © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 50. Enable Others to Act Constituents 30% more engaged Leaders 60% more effective © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 51. Take Action: Enable In every interaction with every person ask yourself, “What can I do in this moment to make others feel more powerful, competent and able to do more than they think they can?” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 52. Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing selfdetermination and developing competence. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 53. 5 Encourage The Heart © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 54. Poll Do you need encouragement to perform at your best? Yes No © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 55. Poll When you get encouragement, does it help you perform at a higher level? Yes No © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 56. “By publicly praising people, you make a statement for how you wish other people, not directly involved in the praise, to work and act.” Kajsa Ryttberg, corporate business advisor to Sapa AB’s CEO
  • 57. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 58. “Organizational members who were able to tell many stories, particularly positive stories, exhibited far more evidence of resilience than others.” John McCarthy, Boston University © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 59. Benefits of Celebrating Accomplishments Constituents 26% more engaged Leaders 31% more effective © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 60. Take Action: Encourage Just say “thank you” more often. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 61. 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.
  • 62. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 63. In Summary © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 64. 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.
  • 65. 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.
  • 66. The Secret to Success in Life © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 67. How do we develop leaders for the future? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 68. Love ‘em and lead ‘em © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 69. For more information about The Leadership Challenge visit: www.leadershipchallenge.com © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  • 70. HCI #HCIwebcast Questions? Bruce Wilson Vice President Business Development Sonoma Leadership Systems Jim Kouzes Author and Lecturer The Leadership Challenge
  • 71. HCI #HCIwebcast THANK YOU www.hci.org

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