© James M. Kouzes & Barry Z. Posner. All Rights reserved. THE LEGACY YOU LEAVE Jim Kouzes

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

THE THE LEGACY LEGACY

YOU LEAVEYOU LEAVEJim KouzesJim Kouzes


“Are you on this planet to do something, or are you here for something to do? If you’re on this planet to do something,

then what is it?”


“What will be your

leadership legacy?”


AgendaAgenda Seven lessons on leaving a

leadership legacy from 25 years of research.

Seven implications for our work as school executives.

The secret to success in Life.


1 You are the most important leader in your organization.


“Dad. Call somebody in here and….”

Gary McBee’s son at 7 years old


ROLE MODELS Business leader Community leader Entertainer Family members Political leader Professional athlete Teacher or coach None/Other/Not sure


ROLE MODELS Family members …………… 40% Teacher or coach ………….. 26% Community leader …………. 11% Business leader …………….. 7% Political leader ………………. 4% Professional athlete …….….. 3% Entertainer …………………… 2% None/Other/Not sure ……….. 7%

Source: Public Allies Survey 1998


The leaders who have the most

influence are the leaders who are

closest to us.


Superintendents Who Are More Effective Leaders Have school districts in which

principals report they have more of an impact on how teachers teach.

Are more likely to involve their districts in collaborative activities.


Principals Who Are More Effective Leaders

Have higher levels of parental involvement.

Lead more distinguished schools. Create a more collaborative

culture.


You are the most

important leader in your organization.


ImplicationWe need to broaden our notion of who the leaders are and begin leadership

development earlier in one’s career (and life).


2Credibility is

still the foundation.


What do you look for and admire in a leader,

someone whose direction you would

willingly follow?


___ Ambitious___ Broad-minded___ Caring___ Competent___ Cooperative___ Courageous___ Dependable___ Determined___ Fair-minded___ Forward-looking

___ Honest___ Imaginative___ Independent___ Inspiring___ Intelligent___ Loyal___ Mature___ Self-controlled___ Straightforward___ Supportive


16% Ambitious 35% Broad-minded 22% Caring 68% Competent 25% Cooperative 25% Courageous 34% Dependable 25% Determined 39% Fair-minded 71% Forward-looking

89% Honest 17% Imaginative 4% Independent 69% Inspiring 48% Intelligent 18% Loyal 15% Mature 10% Self-controlled 36% Straightforward 35% Supportive

Total Sample


Admired LeadersHonestForward-lookingCompetentInspiring


Admired Leaders Honest Forward-

looking Competent Inspiring

Trustworthiness

Expertise Dynamism

Credibility


The First Law of The First Law of LeadershipLeadership

If you don’t believe in the messenger, you won’t believe the message.


ImplicationEvery leader must do a credit

check with each key constituency. Ask yourself: “On each of the key measures of credibility, where do I stand with this group? What can I

do to earn high marks?”


3Leadership is

personal.


“Leadership is personal…Do the people you lead

know who you are, what you care about, and why

they ought to be following you?”

Ron Sugar, CEO and President, Northrop Grumman Corp.


Just what is credibility

behaviorally?


DDWWYYSSYYWWDD


“I realized that there was no magic that was going to

happen. It was now up to me to decide ‘What’s my

framework for living?’

Elaine Fortier, New Focus


Employee Commitment

Clarity about organization’s

values

Clarity about my values

4.87 6.26

4.90 6.12Low

Low

High

High


ImplicationBecause personal values drive commitment, our first step in leading is to make sure we’re

clear about the enduring beliefs that should guide our decisions

and actions.


4Leadership is a

relationship


“. . . I contend, however, that all things being equal, we will

work harder and more effectively for people we like.

And we like them in direct proportion to how they make us

feel.”Irwin Federman Partner, USVP


“I may not be the most knowledgeable person...

but I know how to get people to think well about themselves.”

Joyce CliffordVice President of Nursing Beth Israel Hospital


THE BEST PREDICTOR

#14 treats others with dignity and respect.

Of the 30 items on the LPI, the best predictor of effectiveness is:




ImplicationWe need to discover in every

interaction with every person what we can do in that moment to make others feel powerful, competent,

and able to do more than they think the can.


5Your legacy is someone else’s

future.


“So, Jim where do you see yourself in ten minutes?”


71%

Forward-lookingForward-looking

AverageSr. Execs 88%


“I have a dream.”


“We want to walk with you while you create the goals and vision so we can all get to the end vision ourselves.”

Direct report to Buddy Blanton, Rockwell Collins Display Systems





Over all the years we’ve been collecting this data, leaders consistently score

lowest in Inspiring a Shared Vision.


Where Leaders Need a Lot of Improvement

#7 - I describe a compelling image of what our future could be like.

#12 - I appeal to others to share an exciting dream of the future.

#17 - I show others how their long-term interests can be realized by enlisting in a common vision.


ImplicationMore dialogue and less monologue on

visions of the future.


Leadership 2020Imagine it’s the year 2020

and you’re attending a ceremony honoring you as the “Leader of the Year.”

What do you want others to say about you that night?



6It takes courage to make a life.


“Adversity reveals character, it doesn’t

build it.” Randy Melville, quoting his basketball coach


QuickTime™ and aTIFF (Uncompressed) decompressor

are needed to see this picture.


“I did not get on the bus to get arrested. I got on the bus to go

home.”Rosa Parks, quoted in Rosa Parks by Douglas Brinkley


Three LessonsThree Lessons1. Little acts can have huge

impact. 2. One person can make a

difference.3. Courageous acts flow from our

beliefs.


“We don’t have a lot of opportunities, most of us, to take

stands — that are seen anyway, that are visible. But my feeling is that

you take it, whether it’s seen or not, whether it’s recognized or not, whether it’s cheered or jeered.”

John Robbins, founder, EarthSave International


ImplicationThe most practical thing we can

do to prepare ourselves and others to be courageous is to have conversations about our

own Rosa Parks Moments.


7The legacy you leave is the life

you lead.


“Leadership opportunities are presented to everyone. What makes the difference between being a leader or not is how you respond in

the moment.” Michele Goins, CIO, HP


In the Moment

00:03:05According to Gloria Mark, UC Irvine


“What evidence exists that we are living our

values and making decisions consistent with

our values?” Barbara Goretsky

corporate director of leadership developmentNorthrop Grumman


“Where do I start becoming a better leader? …. I found

that every day I had an opportunity to make a small

difference.” Sergey Nikiforov, Stack3, Inc.


“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.” Sergey Nikiforov, Stack3, Inc.


ImplicationIt’s in the little things we

do in those 3-minute leadership moments

that makes the difference.


Be careful of your thoughts, for your thoughts become your words;

Be careful of your words, for your words become your deeds;

Be careful of your deeds, for your deeds become your habits;

Be careful of your habits,for your habits become your character.

Be careful of your character, for your character becomes your destiny.

Author Anonymous


Make a commitment.


ActionPlease write down and

then tell one other person one thing you will do to apply what you have learned.



The Secret to Success

in Life


How do we develop

leaders for the future?


Love ‘em Love ‘em and and

Lead ‘em!Lead ‘em!


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© James M. Kouzes & Barry Z. Posner. All Rights reserved. THE LEGACY YOU LEAVE Jim Kouzes