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© James M. Kouzes & Barry Z. Posner. All Rights reserved. South Bay OD Network September 10, 2012 Jim Kouzes

Jim Kouzes - The Leadership Challenge

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On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by UCSC Extension Silicon Valley and SBODN, the South Bay Organization Development Network.

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Page 1: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

South Bay

OD Network September 10, 2012

Jim Kouzes

Page 2: Jim Kouzes - The Leadership Challenge

Gautam Makunda

Indispensable: When Leaders Really Matter

―…individual leaders

have little or no impact

on the organizations

they lead.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 3: Jim Kouzes - The Leadership Challenge

Melissa Poe Hood, Women of Distinction honoree

"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."

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 4: Jim Kouzes - The Leadership Challenge

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.

Page 5: Jim Kouzes - The Leadership Challenge

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.

Page 6: Jim Kouzes - The Leadership Challenge

1 Engagement

and

Leadership

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 7: Jim Kouzes - The Leadership Challenge

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.

Page 8: Jim Kouzes - The Leadership Challenge

The Conference Board

―Employee Engagement in a VUCA World,‖ 2011

―(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.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 9: Jim Kouzes - The Leadership Challenge

Bruce Rich, Jeffrey LePine, Eean Crawford

Academy of Management Journal

―Engagement involves

investing the hands,

head, and heart in

active, full work

performance.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 10: Jim Kouzes - The Leadership Challenge

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.

Page 11: Jim Kouzes - The Leadership Challenge

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.

Page 12: Jim Kouzes - The Leadership Challenge

Who Constituents Are

1. Age

2. Gender

3. Country

4. Education

5. Tenure

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

6. Position

7. Function

8. Industry

9. Size of org‘n

Page 13: Jim Kouzes - The Leadership Challenge

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.

Page 14: Jim Kouzes - The Leadership Challenge

Explaining Engagement (PWA)

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Who Constituents Are

How Leaders Behave

0.2%

27.7%

Page 15: Jim Kouzes - The Leadership Challenge

Explaining Committed/Engaged Workforce

0.2

27.7

0.2

27.8

0.2

30.1

2.3

32.4

0.3

29.6

0

5

10

15

20

25

30

35

Demographics Leadership

United States

Europe

Asia Pacific

Latin America

Australia

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 16: Jim Kouzes - The Leadership Challenge

PWA and LPI Scores

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

• Model

• Inspire

• Challenge

• Enable

• Encourage

42.16

39.69

40.14

45.25

40.85

47.16

44.18

45.12

49.81

46.25

51.40

49.20

49.47

53.39

51.01

Low

PWA Moderate

PWA

High

PWA

Page 17: Jim Kouzes - The Leadership Challenge

Despite people‘s

differences, their

workplace engagement

is a result of how their

leaders behave!

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 18: Jim Kouzes - The Leadership Challenge

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.

Page 19: Jim Kouzes - The Leadership Challenge

The Bottom Line

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

841% -49%

204% 76%

Net Income Growth

Strongly

Practiced

Weakly

Practiced

Stock Price Growth

Source: Richard Roi, Crawford International

Page 20: Jim Kouzes - The Leadership Challenge

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.

Page 21: Jim Kouzes - The Leadership Challenge

2 The Five

Practices of

Exemplary

Leadership

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 22: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 23: Jim Kouzes - The Leadership Challenge

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.

Page 24: Jim Kouzes - The Leadership Challenge

Tell us about a time

when you were at

your personal best

as a leader.

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 25: Jim Kouzes - The Leadership Challenge

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.

Page 26: Jim Kouzes - The Leadership Challenge

3 Model

The Way

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 27: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Clarify values by

finding your

voice and

affirming shared

values.

Set the example

by aligning

actions with

shared values.

Page 28: Jim Kouzes - The Leadership Challenge

Olivia Lai, Hong Kong University of Science and Technology

―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.

Page 29: Jim Kouzes - The Leadership Challenge

Employee Commitment

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Clarity about

my values

4.87 6.26

4.90 6.12

LOW HIGH

LO

W

HIG

H

Clarity about

organization‘s

values

1 2

4 3

Page 30: Jim Kouzes - The Leadership Challenge

Clear Leadership Philosophy

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Leaders

Constituents

25% more engaged

40% more engaged

Page 31: Jim Kouzes - The Leadership Challenge

Jim Kouzes and Barry Posner, The Leadership Challenge

―Credibility is the foundation

of leadership…If you don‘t

believe in the messenger,

you won‘t believe the

message.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 32: Jim Kouzes - The Leadership Challenge

What is credibility

behaviorally? How

do you know it

when you see it?

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 33: Jim Kouzes - The Leadership Challenge

DWYSYWD

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 34: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 35: Jim Kouzes - The Leadership Challenge

Tony Simons, Cornell University, The Integrity Dividend

―(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.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 36: Jim Kouzes - The Leadership Challenge

4 Inspire a

Shared Vision

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 37: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Envision the future

by imagining

exciting and

ennobling

possibilities.

Enlist others in a

common vision by

appealing to

shared

aspirations.

Page 38: Jim Kouzes - The Leadership Challenge

―So, Jim,

where do

you see

yourself

in ten

minutes?‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 39: Jim Kouzes - The Leadership Challenge

Forward Looking

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

In Leaders

In Colleagues

71%

27%

Page 40: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 41: Jim Kouzes - The Leadership Challenge

Michael Hyatt, CEO, Thomas Nelson

―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.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 42: Jim Kouzes - The Leadership Challenge

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.

Page 43: Jim Kouzes - The Leadership Challenge

Envision and Enlist

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Constituents

Leaders

25% more engaged

50% more effective

Page 44: Jim Kouzes - The Leadership Challenge

5 Challenge

The Process

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 45: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

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.

Page 46: Jim Kouzes - The Leadership Challenge

Saying taped to Joe Barsi‘s computer

―If you have not endured

the most difficult, you

cannot become the most

successful.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 47: Jim Kouzes - The Leadership Challenge

Katherine Winkel, Seattle Genetics

―The similarity that most stuck out…was how each person had to overcome uncertainty and fear in order to achieve his or her best.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 48: Jim Kouzes - The Leadership Challenge

Sam Liu, Manager, Shuttle Truck Operations, Hong Kong

―Everyone can make a

difference if she or he

dares to step out to seize

the opportunity and take

the initiative.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 49: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 50: Jim Kouzes - The Leadership Challenge

Feeling and Seeking Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Constituents

Leaders

25%-35% more engaged

50% more effective

Page 51: Jim Kouzes - The Leadership Challenge

6 Enable

Others to Act

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 52: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Foster

collaboration by

building trust and

facilitating

relationships.

Strengthen others

by increasing self-

determination and

developing

competence.

Page 53: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 54: Jim Kouzes - The Leadership Challenge

Cora Carmody, SVP, Jacobs Engineering

―..it‘s all about fostering

collaboration and building

spirited teams – actively

involving others, creating an

environment of mutual trust

and respect.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 55: Jim Kouzes - The Leadership Challenge

P.J. Sweeney, V. Thomson, & H. Blanton, Journal of Applied Social Psychology 2009.

―Most importantly, the level of trust subordinates had in their leaders determined the amount of leader influence subordinates accepted.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 56: Jim Kouzes - The Leadership Challenge

The Name of the Game

Makes A Big Difference!

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Community Game

Wall Street Game

70%

30%

Page 57: Jim Kouzes - The Leadership Challenge

Sinisa Ljujic, Christie Digital

―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.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 58: Jim Kouzes - The Leadership Challenge

Enable Others to Act

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Constituents

Leaders

30% more engaged

60% more effective

Page 59: Jim Kouzes - The Leadership Challenge

7 Encourage

The Heart

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 60: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Recognize

contributions by

showing

appreciation for

individual

excellence.

Celebrate the

values and victories

by creating a spirit

of community.

Page 61: Jim Kouzes - The Leadership Challenge

Do you need encouragement

to perform at your best

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

When you get encouragement,

does it help you perform at a

higher level?

Page 62: Jim Kouzes - The Leadership Challenge

Jane Binger, executive director of leadership development

Lucille Packard Children‘s Hospital at Stanford University

―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.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 63: Jim Kouzes - The Leadership Challenge

Maurice Chan, engineer, telecommunications company, Hong Kong

―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.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 64: Jim Kouzes - The Leadership Challenge

Jade Liu, Ambition Group, referring to Guy Day, managing director

―He showed

that he cared.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 65: Jim Kouzes - The Leadership Challenge

…than lower performers

• Are more open and caring,

• Express more affection,

• Demonstrate more passion,

• Are more positive, and

• Are more grateful and encouraging

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

The Highest Performing Leaders

Page 66: Jim Kouzes - The Leadership Challenge

Barbara Fredrickson

University of North Carolina, Chapel Hill, Author of Positivity

―The first core truth about

positive emotions is that they

open our hearts and our

minds, making us more

receptive and more creative.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 67: Jim Kouzes - The Leadership Challenge

Magic Ratio

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

3 :1

Page 68: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 69: Jim Kouzes - The Leadership Challenge

Benefits of Celebrating

Accomplishments

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Constituents

Leaders

26% more engaged

31% more effective

Page 70: Jim Kouzes - The Leadership Challenge

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.

Page 71: Jim Kouzes - The Leadership Challenge

8 Going

Forward

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 72: Jim Kouzes - The Leadership Challenge

Lillas Brown and Barry Posner

―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.

Page 73: Jim Kouzes - The Leadership Challenge

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.

Page 74: Jim Kouzes - The Leadership Challenge

Source: K. Anders Ericsson, Michael J. Prietula, and Edward T.Cokely, Harvard

Business Review.

―The development of

expertise requires

coaches who are capable

of giving constructive,

even painful, feedback.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 75: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 76: Jim Kouzes - The Leadership Challenge

Sergey Nikiforov, CA Technologies

―Where do I start becoming a

better leader? …. I found that

every day I had an

opportunity to make a small

difference.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 77: Jim Kouzes - The Leadership Challenge

Sergey Nikiforov, CA Technologies

―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.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 78: Jim Kouzes - The Leadership Challenge

Michael Hogan, University of Illinois

―Saying ‗yes‘ begins

things. An attitude of ‗yes‘

is how you will be able to

go forward in these

uncertain times.‖

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Page 79: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

Are you ready

to say “yes”

to leadership?

Page 80: Jim Kouzes - The Leadership Challenge

© James M. Kouzes & Barry Z. Posner. All Rights reserved.

For more information

about The Leadership

Challenge and Jim and

Barry visit:

www.leadershipchallenge.com