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Developing Extraordinary Leaders Featuring Jim Kouzes

The verdict is in. A talent management priority in 2015 will be leadership development, yet 75% of managers don't receive leadership training until they have been supervising others for an average of 10 years! In this event hosted by Sonoma Leadership Systems, author and researcher Jim Kouzes shares his tips for asking the important questions of developing leaders, and we introduce our newest offering, LeaderCamp for Emerging Leaders.

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Developing Extraordinary Leaders Featuring Jim Kouzes

  1. 1. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Bruce Wilson VP, Business Development, Sonoma Leadership Systems Emerging Leaders Lunch July 29, 2014 Sonoma Leadership Systems Jim Kouzes Author and Researcher, The Leadership Challenge Daren Blonski Certified Facilitator, The Leadership Challenge www.SonomaLeadership.com | ask@sonomaleadership.com | 707.933.3882
  2. 2. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Sonoma Leadership Systems • #1 Provider of The Leadership Challenge® Workshop worldwide • Longest heritage delivering The Leadership Challenge® 20 years • Largest network of global facilitators for TLC available • “A boutique firm with a global reach.”
  3. 3. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com One of the three most influential leadership books ever  written, over 2 million copies sold Based on 30 years of research: 5 Practices exemplify leadership across: Culture | Gender | Ethnicity | Generations | Industry Workshop utilizes lecture, discussion, reflection, & experiential activities Highly validated 360°assessment measuring 30 behaviors  that demonstrate these practices What is The Leadership Challenge? Workshop Outcomes: • Leaders perceived as more credible • More effective in achieving job related demands • Able to increase motivation, foster loyalty & enhance commitment • Reduce absenteeism, turnover & stress levels • Establish a high‐performance team
  4. 4. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Executives Senior Managers Middle Managers Supervisors Individual Contributors Executive  Summary of The  Leadership  Challenge® The Leadership  Challenge®  Workshop Emerging Leaders Sustainment: One on One  Coaching, eCoach,  The Challenge  Continues® X X X X X Developing The Leadership Pipeline:
  5. 5. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com TABLE TOP ACTIVITY  (ICEBREAKER) “What is the most difficult challenge  you face developing Emerging  Leaders?” • Have a 4‐5 minute discussion at your  table on the above challenges for  emerging leaders.
  6. 6. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Leadership Challenge Certified Facilitator LeaderCamp Facilitator
  7. 7. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com
  8. 8. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Leadership Expert and best-selling co-author of The Leadership Challenge
  9. 9. © James M. Kouzes & Barry Z. Posner. All Rights reserved. Developing Extraordinary Leaders Presented by Jim Kouzes Sponsored by Sonoma Leadership Systems July 29, 2014
  10. 10. Aon Hewitt, Top Companies for Leaders report “Strong leadership is more than a competitive advantage. It separates world- class companies from the rest.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  11. 11. Jonathan Wallace, Regent University, Doctoral Dissertation “The verdict is in….leadership behaviors play a major role in the reaction, learning, and behavior of students…..leadership will continue to contribute to the improvement of schools and student learning.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  12. 12. © James M. Kouzes & Barry Z. Posner. All Rights reserved. Talent management priority in 2015 will be leadership development. Source: Right Management, “Talent Management: Accelerating Business Performance: Global Trends, Challenges and Priorities,” July 2014.
  13. 13. © James M. Kouzes & Barry Z. Posner. All Rights reserved. of employers want to see leadership skills on a candidate’s résumé. 76.0% Source: National Association of Colleges and Employers, Job Outlook 2014 survey.
  14. 14. © James M. Kouzes & Barry Z. Posner. All Rights reserved. of employers think leadership development should begin by age 21. 95% Source: Center for Creative Leadership, 2012 Leadership Insights Survey
  15. 15. © James M. Kouzes & Barry Z. Posner. All Rights reserved. Average age managers first get leadership training is: 42 Source: Jack Zenger, “We Wait Too Long to Train Our Leaders,” HBR blog, 2012 About 10 years after they begin supervising people.
  16. 16. Objectives 1. Describe the difference leaders make in engagement & performance. 2. Describe six strategies that contribute to developing extraordinary leaders. 3. Offer six coaching tips that can begin to implement the six strategies. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  17. 17. Leadership Make a Difference © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  18. 18. Kouzes & Posner Research • Over 30 years of research • Over 5,000 individual cases • Over 3 million respondents • Global data from 70 countries • Over 600 research studies • www.leadershipchallenge.com © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  19. 19. Tell us about a time when you were at your personal best as a leader. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  20. 20. 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.
  21. 21. What impact does leader behavior have on workplace engagement?
  22. 22. PWA and The Five Practices © James M. Kouzes & Barry Z. Posner. All Rights reserved. 30 36 42 48 54 60 Low PWA Moderate PWA High PWA Model Inspire Challenge Enable Encourage LPIScores
  23. 23. The more frequently leaders demonstrate The Five Practices of Exemplary Leadership® the more engaged people are in their workplaces. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  24. 24. The question is not, “Do I make a difference?” © James M. Kouzes & Barry Z. Posner. All Rights reserved. The question is, “How do I make a positive difference?"
  25. 25. Becoming Extraordinary © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  26. 26. Heidi Grant Halvorson, Columbia University, author of Succeed and Focus “One of the first things you learn when you study achievement for a living is that innate ability (to the extent there is such a thing) tells you nothing about your chances of reaching a goal.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  27. 27. Becoming Extraordinary To develop extraordinary student leaders, we need to: 1. Instill belief 2. Elevate aspirations 3. Initiate challenge 4. Present role models 5. Promote practice 6. Show support © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  28. 28. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  29. 29. What is the question asked most frequently about leadership? © James M. Kouzes & Barry Z. Posner. All Rights reserved. “Is leadership born or made?"
  30. 30. How many times would you guess we’ve been asked, “Is management born or made?” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  31. 31. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  32. 32. D. R. email to Jim Kouzes, May 21, 2010 “…maybe someone like myself does have the possibility of being a leader.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  33. 33. Albert Bandura, Stanford “Unless you believe that your actions can produce change, you probably won’t try.”
  34. 34. © James M. Kouzes & Barry Z. Posner. All Rights reserved. 100 90 80 70 60 T1 T2 T3 Ability and Performance Acquirable Inherent ----------
  35. 35. Coaching Tip Encourage clients to start their day with this mantra: “Today I will make a positive difference in the lives of the people I lead.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  36. 36. Elevate Aspirations © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  37. 37. Olivia Lai, manager, customer service support, Kimberly-Clark “In order to become a leader…it’s important that I first define my values and my principles.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  38. 38. Tom Kolditz, “Why You Lead Determines How Well You Lead,” Bloomberg News, July 22, 2014 “…those who lead primarily from values-based motivations…outperform those who lead with additional instrumental outcomes and rewards.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  39. 39. Forward Looking © James M. Kouzes & Barry Z. Posner. All Rights reserved. In Leaders In Colleagues 71% 27%
  40. 40. Nancy Sullivan, vice president of Disability Benefits, Trustmark Companies “Imagine your own career ten years out, and dream of a position that serves you well…Create your own position. Create our future.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  41. 41. Question: What is most lacking in the next generation of leaders? © James M. Kouzes & Barry Z. Posner. All Rights reserved. “Ability to create a vision and engage others so they feel ownership and passion about achieving it.” 35.7% Source: EDA Trends in Executive Development 2014
  42. 42. Coaching Tip Assign this exercise: Imagine it’s 10 years from now and you’re attending a ceremony honoring you as the “Leader of the Year.” What do you hope others are saying about you that night? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  43. 43. Initiate Challenge © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  44. 44. Tell us about a time when you were at your personal best as a leader. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  45. 45. Personal Bests © James M. Kouzes & Barry Z. Posner. All Rights reserved. LEADERS CONTEXT • Arlene Blum • Ward Clapham • Jacqueline Maartense • Alan Keith • Carolyn Borne • Steve Skarke • Alex Anwar • Jade Liu • First all-female ascent • High crime, low morale • Restore profitability • Two years or close • First study of its kind • Become world class plant • Too young, inexperienced • Bare shelves, rigid team
  46. 46. Kaily Adair, Student and vice president, Fossil Ridge High School Council and Colorado Association of Student Councils “My absolute favorite thing about human beings is that we're never satisfied with our condition.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  47. 47. Mihaly Csikszentmihalyi, Flow “The best moments usually occur when a person’s body or mind is stretched to its limits in a voluntary effort to accomplish something difficult and worthwhile.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  48. 48. Most Effective Methods for Development © James M. Kouzes & Barry Z. Posner. All Rights reserved. Action learning Stretch assignments 52% 42% Source: EDA Trends in Executive Development 2014, Executive Development Associates Coaching 42%
  49. 49. Coaching Tip Ask clients: “What’s the next step in your development that will stretch you while accomplishing something difficult and worthwhile?” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  50. 50. Present Role Models © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  51. 51. Role Models • Business leader • Community leader • Entertainer • Family members • Political leader • Professional athlete • Teacher or coach • None/Other/Not sure © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  52. 52. Leader Role Models 7% 2% 3% 4% 7% 11% 26% 40% 4% 0% 0% 4% 23% 8% 14% 46% 0% 10% 20% 30% 40% 50% None/Other/Not sure Entertainer Professional athlete Political leader Business leader Community leader Teacher or coach Family Members Over 30 Age: 18-30 © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  53. 53. The leaders who have the most influence are the leaders who are closest to us. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  54. 54. Source: A. Bandura, Self-Efficacy “The opportunity to watch others who have mastered a practice is extremely helpful to strengthening beliefs in self- effectiveness.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  55. 55. Haley Rudd, Molly’s Closet “Leaders take every opportunity to show others, by their own example, that they’re deeply committed to the values and aspirations they claim.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  56. 56. Coaching Tip It’s vital that you connect your clients to someone who has mastered a practice and can show them by example how to lead. Who are those people? © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  57. 57. Promote Practice © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  58. 58. Source: K. A. Ericsson, M. J. Prietula, and E. T.Cokely, “The Making of an Expert,” Harvard Business Review, July-August 2007. “Living in a cave doesn’t make you a geologist.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  59. 59. Lillas Brown and Barry Posner Leadership & Organizational Development Journal “Better learners … consistently engaged in leadership practices more frequently than those in the low learning category.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  60. 60. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  61. 61. Glenn Michibata, head coach, Men's Tennis, Princeton University “Two hours per day if you want to stay the same. More if you want to get better.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  62. 62. K. Anders Ericsson, Michael J. Prietula, and Edward T. Cokely, “The Making of an Expert,” “The development of expertise requires coaches who are capable of giving constructive, even painful, feedback.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  63. 63. Coaching Tip Coach your clients to establish this routine: “At the end of each day, record their answer to this question: ‘What did I do today to improve so that I’m a better leader than I was yesterday?’” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  64. 64. Show Support © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  65. 65. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  66. 66. Jade Liu, Ambition Group, referring to Guy Day, managing director “He showed that he cared.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  67. 67. The Road to Resilience America Psychological Association “Accepting help and support from those who care about you and will listen to you strengthens resilience.”
  68. 68. Daniel Goldman, Social Intelligence: The New Science Of Human Relationships “Having just one supportive, stable relationship is an important condition to transcending adversity.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  69. 69. Pete Thigpen “Really believe in your heart of hearts that your fundamental purpose, the reason for being, is to enlarge the lives of others. Your life will be enlarged also.” © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  70. 70. Coaching Tip Make sure to: Identify someone who can be the “one, stable relationship” for clients throughout the development process. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  71. 71. Moving Forward © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  72. 72. © James M. Kouzes & Barry Z. Posner. All Rights reserved.
  73. 73. © James M. Kouzes & Barry Z. Posner. All Rights reserved. you
  74. 74. © James M. Kouzes & Barry Z. Posner. All Rights reserved. For more information about The Leadership Challenge and Jim and Barry visit: www.SonomaLeadership.com ask@sonomaleadership.com
  75. 75. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com THE LEADERSHIP CHALLENGE® CAMP The Leadership Challenge® Camp is a fast‐paced  experiential launch into The Five Practices of  Exemplary Leadership®. August 28, 2014 9:00am – 4:30pm Domaine Carneros Winery, Napa, CA Special Introductory price: $95 (regularly $295) Includes lunch www.sonomaleadership.com/leadercamp
  76. 76. Copyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright  © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com Bruce Wilson VP, Business Development Sonoma Leadership Systems bruce@sonomaleadership.com (925) 225‐1013 Emerging Leaders Luncheon Thank you Jim Kouzes and Daren Blonski July 29, 2014 Sonoma Leadership Systems

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  • GoodGuy2

    Aug. 16, 2015

The verdict is in. A talent management priority in 2015 will be leadership development, yet 75% of managers don't receive leadership training until they have been supervising others for an average of 10 years! In this event hosted by Sonoma Leadership Systems, author and researcher Jim Kouzes shares his tips for asking the important questions of developing leaders, and we introduce our newest offering, LeaderCamp for Emerging Leaders.

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