Great Leadership Makes a Great Workplace


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In our Leadership Forum series "Great Leadership Makes a Great Workplace", we show how leaders make a difference, and how The Leadership Challenge® and the LPI, used as a leadership development tool, can enhance employee engagement in your organization. The Leadership Challenge is a leadership development resource for Executives, Manager, Emerging Leaders, - anyone with a desire to engage and inspire others. Consisting of a simple, but effective model, The Leadership Challenge develops leaders through assessment, measurement, learning, and practices. Whether taken as a 360 assessment, internal workshop, public workshop, or coaching, The Leadership Challenge helps you and your team to achieve the extraordinary. We invite you to learn more about this powerful tool. - The Sonoma Leadership Systems Team

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Great Leadership Makes a Great Workplace

  1. 1. Welcome The Leadership Challenge Experience: “Great Leadership Makes a Great Workplace” January 8, 2013Copyright © 2013 Sonoma Leadership Systems all rights reserved
  2. 2. Preferred Provider, The Leadership Challenge® | 707.933.3882 |
  3. 3. #1 Provider, worldwide. Over 20 year legacy with The Leadership Challenge® Largest global facilitator network The right solution, the right facilitator, for the right need.Copyright © 2013 Sonoma Leadership Systems all rights reserved
  4. 4. GreatLeadershipMakes a GreatWorkplaceJanuary 8, 2013Kansas Citywith Barry Posner
  5. 5. “Only three things happennaturally in organizations:friction, confusion, andunderperformance.Everything elserequires leadership.”Peter Drucker
  6. 6. Leadership Development is a Global ChallengeOver 76% indicated that the mostcritical people management issuerelated to organizational successwas their leadership developmentand leadership pipeline.Deloitte Touche Tohmatsu and the Economist Intelligence Unit
  7. 7. AGENDA(1) Document That Leadership Makes a Difference(2) Describe The Five Practices of Exemplary Leadership(3) Provide Practical Take-Away Actions
  8. 8. Tell us about a timewhen you were atyour personal bestas a leader.
  9. 9. Kouzes-Posner Research• Over 30 years of collecting data• Over 5,000 individual cases studies• Over 5 million survey respondents• Global data from over 70 countries.• Over 550 research studies by others.• Rigorous testing of reliability and validity.
  10. 10. The Five Practices ofExemplary Leadership ®• Model the Way• Inspire a Shared Vision• Challenge the Process• Enable Others to Act• Encourage the Heart
  11. 11. “When we ask employees ingreat workplaces to describewhat it is like to work there,they begin to smile …Michael Burchell and Jennifer Robin
  12. 12. “… and they talk about howthey are excited to get towork, and, at the end of theday, are surprised to discoverthat the day has alreadydisappeared.”Michael Burchell and Jennifer Robin
  13. 13. “They share their belief thatwhat they do matters in theorganization - that their teamor the organization would beless successful if it weren’t fortheir efforts.”Michael Burchell and Jennifer Robin
  14. 14. “(Engagement is) a heightenedemotional connection that theemployee feels for his/herorganization, that, in turn,influences him/her to applyadditional discretionary effortto his/her work.”The Conference Board
  15. 15. How would you measureengagement?What are the elements ordimensions you would wantto tap into?
  16. 16. Kouzes Posner’s PositiveWorkplace Attitudes Scale1. 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.
  17. 17. How much of engagement can beexplained by… (a) Leadership; that is “How people’s leaders behave?” (b) Who people are and what they do?
  18. 18. Leadership PracticesInventory (LPI)• 30 behavior-based statements.• Likert scale from “1” (rarely) to “10” (almost always)• 5 independent leadership scales (each with 6 behavioral statements)• Strong reliability and validity
  19. 19. Who People Areand What They Do1. Age2. Gender3. Educational Level4. Functional Area5. Hierarchical Level6. Organizational Size7. Length of Time with Organization8. Industry9. Country
  20. 20. What percentage of people’s work What engagement is percentage isaccounted for by who explained by people are and what leadership? they do? 1. Less than 1% 1. Less than 1% 2. 1% to 5% 2. 1% to 5% 3. 6% to 10% 3. 6% to 10% 4. 11% to 20% 4. 11% to 20% 5. 21% to 30% 5. 21% to 30% 6. More than 30% 6. More than 30%
  21. 21. 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
  22. 22. Does Leadership Matter?Higher usage of The Five Leadership Practices issignificantly correlated with measures of: • Higher leader credibility • Greater levels of commitment • Greater teamwork and empowerment • Increased productivity • Higher performance and effectiveness • Reduced turnover and absenteeism
  23. 23. The more frequently leadersdemonstrate each of TheFive Practices of ExemplaryLeadership the moreengaged people are in theirworkplaces.
  24. 24. Despite people’sdifferences, their workplaceengagement is a result ofhow their leaders behave!
  25. 25. Clarify values byfinding your voiceand affirmingshared values.Set the exampleby aligningactions withshared values.
  26. 26. “In order to become aleader…it’s important thatI first define my valuesand my principles.”Olivia Lai
  27. 27. “I couldn’t ask anyoneelse to make acommitment, until I knewin my heart that I waswilling to make that samecommitment myself.”Mary Goodwin Mary Godwin
  28. 28. “Knowing who I am hasbeen enormously helpful inguiding me in makingdecisions about what I doand how I could do it.”Spencer Clark
  29. 29. When Clear AboutLeadership PhilosophyLeaders 25% more engagedConstituents 40% more engaged
  30. 30. “What evidence exists thatwe are living our values andmaking decisions consistentwith our values?”Barbara Goretsky
  31. 31. Everybody wants to goto heaven,But nobody wantsto die first.
  32. 32. If you read 5,000 books this fall,I’ll spend the weekend up on the roof!“I was so happy thathe kept his promise,”Esther Zamora, 8,said, as she staredup wide-eyed atKramer, equipped “It’s pretty funny,” saidwith a tent, lawn Joseph Knight, 10.chair and some “But it would be funnier iffavorite books… it rained.”
  33. 33. Parents talked about how the idea madetheir children more excited about reading.“He’s the best principalthe school has everyhad,” says DebbieLomedi, mother ofSelena Cervantes, 6.
  34. 34. “Firms where employees stronglybelieved their managers followedthrough on promises anddemonstrated the values theypreached were substantially moreprofitable than those whosemanagers scored average or lowerTony Simons
  35. 35. “The model we setwith our actionsis far more powerfulthan anything we say!”Jim Kouzes and Barry Posner
  36. 36. Let’s clapour hands.Let’s see if I can get everyone to claptogether in perfect unison.“I’ll count to three, and right on thecount of three, I want everyone toclap their hands together.”
  37. 37. TO REPEAT:“The model we setwith our actionsis far more powerfulthan anything we say!”Jim Kouzes and Barry Posner
  38. 38. What do you think are the most important things a leader can do to impact employee engagement?1. Lead by example.2. Ensure all leaders act in a consistent way across the organization.3. Be more mindful of linking actions with values.4. Constantly work on it.
  39. 39. Envision the futureby imagining excitingand ennoblingpossibilities.Enlist others in acommon vision byappealing to sharedaspirations.
  40. 40. “People are not trained toface danger, in fact, they aretrained to avoid it [...] If youwant someone to face adangerous situation, youhave to give them a goodreason to do it.”Claudio Lucero
  41. 41. What’s it like to drive in the fog?
  42. 42. “But that’s what leadership isfor — to look at the chaosand provide a point of viewabout what needs to bedone.”James P. Hackett
  43. 43. What kind of informationdo people want more offrom their management?
  44. 44. • Reliable information on where the company is heading.• How my job fits into the total picture.
  45. 45. “You have to be able tocommunicate howeveryone involvedhas something atstake in the outcome.”Debbie Bishko
  46. 46. Envision and EnlistConstituents 25% more engagedLeaders reported 50% more effective
  47. 47. What do you think are the most important things a leader can do to impact employee engagement?1. Don’t lose sight of the future by only focusing on the here-and-now.2. Communicate the vision, strategy and objectives frequently and with clarity.3. Speak openly, positively, credibly, and often about a brighter future across the organization.4. Communicate excitement about the companys mission and vision.
  48. 48. Search foropportunities by seizingthe initiative and bylooking outward forinnovative ways toimprove.Experiment and takerisks by constantlygenerating small winsand learning fromexperience.
  49. 49. “Leaders are not probability thinkers. They are possibility thinkers!”Jim Kouzes and Barry Posner
  50. 50. “Everyone can make adifference if she or hedares to step out to seizethe opportunity and takethe initiative.”Sam Liu
  51. 51. Feeling & Seeking ChallengeConstituents who felt 25% - 35% stronger challenged reported feelings of engagementConstituents who saw leaders as seekingchallenges evaluated 40% more effective them as
  52. 52. “The key to motivatingperformance issupporting progress inmeaningful work.”Teresa M. Amabile and Steven J. Kramer
  53. 53. “Leadership is learning bydoing, adapting to actualsituations.Leaders are constantlylearning from their errorsand failures.”Claude Meyer
  54. 54. What do you think are the most important things a leader can do to impact employee engagement?1. Encourage employees to go beyond their comfort level and continually improve themselves.2. Support risk taking and growing; provide air cover.3. Provide tasks that challenge people and give them the opportunity to grow and develop.4. Provide meaningful work.
  55. 55. Foster collaborationby building trust andfacilitatingrelationships.Strengthen others byincreasing self-determination anddevelopingcompetence.
  56. 56. “No matter howcapable a leader is,he or she alone won’tbe able to deliverwithout the jointefforts that comefrom the team.”Eric Pan
  57. 57. “It’s all about fosteringcollaboration and buildingspirited teams – activelyinvolving others, creating anenvironment of mutual trustand respect.”Cora Carmody
  58. 58. “By trusting others withresponsibility you are lettingthem know you believe inthem and that you haveconfidence that they canachieve it.”Ana Aboitiz
  59. 59. • She created a climate, which allowed me to develop the competence and confidence necessary to become an agent.• She enhanced my self-determination by empowering me to negotiate low-level actor deals directly with film producers.• She made me feel part of her team. When times were difficult or stressful, she reminded me that we were inter- dependent.• In hindsight, Niki helped me understand the importance of strengthening others and fostering collaboration.Pranav Sharna
  60. 60. “We discovered that trust isamong the strongest knownpredictors of a country’swealth; nations with lowlevels tend to be poor.”Paul J. Zak
  61. 61. “It is essential to share informationwith a team. Many times leaders thinkthat withholding information will helpthe team be more focused; or perhapsit has to do with wanting the power forthemselves.However, I find that sharing informationfosters collaboration andcommunication among the team.”Erika Long
  62. 62. Enable Others to ActConstituents 30% more engagedLeaders reported 60% more effective
  63. 63. What do you think are the most important things a leader can do to impact employee engagement?1. Share information, provide resources, clear away obstacles, and eliminate rules.2. Support developmental experiences which build competence and confidence, especially in relationship to their next role/assignment.3. Listen carefully and demonstrate in actions that people’s input and viewpoint are valued.4. Allow discretion for making choices and exercising decisions.
  64. 64. Recognizecontributions byshowingappreciation forindividualexcellence.Celebrate the valuesand victories bycreating a spirit ofcommunity.
  65. 65. Which is the right question?1. Do you need encouragement to perform at your best?2. When you get encouragement does it help stimulate and sustain your performance?
  66. 66. “They want to know that Ivalue them. That I think theyare doing a great job. Andthat I am not taking theircontribution for granted.”Jane Binger
  67. 67. “The first core truth aboutpositive emotions is that theyopen our hearts and ourminds, making us morereceptive and more creative.”Barbara Fredrickson
  68. 68. Poll: How Positive?What does the ratio of positive to negativeaffect need to be at work for people to feelfully engaged? A. 1:1 B. 2:1 C. 3:1 D. 4:1 E. 5:1 F. 6:1
  69. 69. Magic Ratio
  70. 70. “By publicly praising people,you make a statement forhow you wish other people,not directly involved in thepraise, to work and act.”Kajsa Ryttberg
  71. 71. “Sharing success stories andcelebrating contributionsencourages everyone tocome together and worktoward the larger goal.”Prasad Kanneganti
  72. 72. Benefits of CelebratingAccomplishmentsConstituents 26% more engagedLeaders reported 31% more effective
  73. 73. What do you think are the most important things a leader can do to impact employee engagement?1. Understand what motivates each employee.2. Genuinely care about people.3. Appreciate employees’ efforts and recognize performance.4. Link rewards/recognition with values and vision.
  74. 74. The Five Practices ofExemplary Leadership® • Challenge the Process • Encourage the Heart • Inspire a Shared Vision • Model the Way • Enable Others to Act
  75. 75. Great Leadership = Great Workplace = Great Results!!
  76. 76. 707.933.3882 Preferred Provider, The Leadership Challenge® | 707.933.3882 |