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LEADING THROUGH · PDF file . 17 Leadership Practices Inventory (LPI) Self Response Sheet Answer questions 1-30 Rating scale: 1-Almost Never to 10-Almost Always Transfer number from

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  • 1

    WELCOME TO

    LEADING THROUGH CHANGELEADING THROUGH CHANGE

    Presented by:

    Sonoma Learning Systems Your Facilitators:Your Facilitators: Daren Blonski & Charlotte Wilhelm

    Response To Negative Change

    Active

    Passive

    E m

    ot io

    na l R

    es po

    ns e

    Stability

    Immobilization

    Denial

    Anger Bargaining

    Depression

    Testing

    Acceptance

    Based on the works of Elizabeth Kubler-Ross

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    Jim Kouzes and Barry Posner, The Leadership Challenge ® Workshop Facilitator’s Guide, 3rd Edition

    1. Understand that change is a process

    2. Identify barriers to change & develop actions to manage them

    3. Learn & understand The Five Practices of Exemplary Leadership® & the keys to effectively Leading & Managing Change:

    Model the Way • Inspire a Shared Vision • Challenge the Process Enable Others to Act • Encourage the Heart

    1. Rate yourself on how frequently you exhibit these Practices

    2. Write some actions to increase your effectiveness as a leaders

    3. Identify your core values & how they align to your personal vision and the vision of your work group

    Purpose and Objectives

    Change Model: Leading Strategic Change (Black and Gregersen)

    Right Thing Wrong Thing

    Done Well

    Done Poorly

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    Leading Strategic Change

    4 Stages of Change:

    Stage 1 – Do the right thing & do it well

    Stage 2 – Discover that the right thing is now the wrong thing

    Stage 3 – Do the new right thing but do it poorly

    Stage 4 – Do the new right thing well J. Stewart Black, Leading Strategic Change©

    Change Initiatives!

    Break up in groups of three to discuss.

  • 4

    C B A’s

    Conceive

    Believe

    Achieve

    Barriers to Change

    Barrier #1 - Failure to See

    Barrier #2 – Failure to Move

    Barrier #3 – Failure to Finish

  • 5

    Leading Strategic Change

    Barrier #1: Failure to See Solution 1: Contrast Solution 2: Confrontation

    Change Model: Leading Strategic Change (Black and Gregersen)

    Breakthrough

    Low Confrontation

    High Confrontation

    High Contrast

    Low Contrast

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    Leading Strategic Change

    Barrier #1: Failure to See Solution 1: Contrast Solution 2: Confrontation Comprehensive Mistake The “I get it” mistake

    Leading Strategic Change

    Barrier #1: Failure to See Solution 1: Contrast 1. Focus on the 20% 2. Enhance the New from the Old 3. Create visual images (Symbols)

  • 7

    Leading Strategic Change

    Barrier #1: Failure to See Solution 2: Confrontation 1. Repeat Messages 2. Inescapable Experiences

    Leading Strategic Change

    Barrier #2: Failure to Move

    If it works don’t fix it!

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    Leading Strategic Change

    Barrier #2: Failure to Move Solutions 1. Destination 2. Skills and Resources 3. Rewards

    Leading Strategic Change

    Barrier #3: Failure to Finish Why people do not finish. 1. Get Tired 2. Get Lost

  • 9

    Leading Strategic Change

    Barrier #3: Failure to Finish Solutions 1. Champions 2. Charting

    Change Model: Leading Strategic Change (Black and Gregersen)

    Believe

    ConceiveAchieve

    Right Thing Wrong Thing

    Done Well

    Done Poorly

  • 10

    The Five Practices®

    Model the Way

    Inspire a Shared Vision

    Challenge the Process

    Enable Others to Act

    Encourage the Heart

    Jim Kouzes and Barry Posner, The Leadership Challenge

  • 11

    Model the Way

    Find your voice by clarifying your personal values.

    Set the example by aligning actions with shared values.

    Jim Kouzes and Barry Posner, The Leadership Challenge

  • 12

    Inspire a Shared Vision

    Envision the future by imagining exciting and ennobling possibilities.

    Enlist others in a common vision by appealing to shared aspirations.

    Jim Kouzes and Barry Posner, The Leadership Challenge

  • 13

    Challenge the Process

    Experiment and take risks by constantly generating small wins and learning from mistakes.

    Search for opportunities by seeking innovative ways to change, grow, and improve.

    Jim Kouzes and Barry Posner, The Leadership Challenge

  • 14

    Enable Others to Act

    Foster collaboration by promoting cooperative goals and building trust.

    Strengthen others by sharing power and discretion.

    Jim Kouzes and Barry Posner, The Leadership Challenge

  • 15

    Encourage the Heart

    Recognize contributions by showing appreciation for individual excellence.

    Celebrate the values and victories by creating a spirit of community.

    What is the LPI

    30 behavior–based statements 5 independent leadership scales for each Practice (each with 6 behavioral statements)

    Strong reliability and validity Significantly correlated with measures of:

    • Leader credibility • Commitment • Teamwork and empowerment • Productivity • Performance and effectiveness • Reduced turnover and absenteeism

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    The LPI does NOT

    Evaluate your:

    IQ Leadership style Management skill Performance Personality Good looks

    The LPI does

    Measures the frequency with which you engage in the behaviors

    The more frequently you exhibit these behaviors, the more effective you will be as a leader

    For more about the research, visit www.theleadershipchallenge.com

  • 17

    Leadership Practices Inventory (LPI) Self Response Sheet

    Answer questions 1-30 Rating scale: 1-Almost Never to 10-Almost Always Transfer number from each question to corresponding number on the Self-Response Sheet Add the columns & fill in the totals at the bottom On the LPI Graph, circle number under Model that corresponds the total number from response sheet Same process for each Practice Join numbers with a line

    Percentile Ranking

  • 18

    The Network Activity – Debrief Notes

    Your observations:

    Round 1: Managing for Results

    Round 2: Leading for Results

    Identifying Your Core Values Honesty / Integrity Challenge Teamwork Risk-Taking Trust Curiosity Quality Productivity Family Discipline Patience Open-mindedness Loyalty Effectiveness Happiness Growth Intelligence Empathy Flexibility Diversity Love/Affection Friendship Decisiveness Creativity Equality Freedom Competence Communication Dependability Harmony Achievement/Success Autonomy Courage Health Humor Independence Respect Hope Innovation Power Prosperity/Wealth Recognition Security Service Simplicity Spirituality/Faith Strength Truth Wisdom Beauty Competition Variety

    1. Circle the top 15 values you feel are most important 2. Out of the 15 you circled, cross off 5 that you feel are your least important 3. Out of the remaining 10, cross off 5 more that are least important – you will have 5 remaining 4. In the space below, write your top 5 values, then define each one

    Value 1 Value 2 Value 3 Value 4 Value 5 ______________ ______________ ______________ ______________ ______________

  • 19

    Vision Exercise

    What is your Vision for the future? (What do you stand for? What do you want to be?)

    What is your Vision for your work group? (What will you be doing? Who are your clients?)

    What are the obstacles that are barriers to achieving your vision?

    Share with partner

    What Next?

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    Theory to Application

    Personal Action Plan

    1. Review LPI-Self Scoring results 2. Review your vision & vision for your group (4 P’s) 3. Review obstacles & actions for a) change & b) vision 4. What actions will you take to move toward your picture of the future? _____________________________________________________________________

    __________________________________________________________________________

    __________________________________________________________________________

    __________________________________________________________________________

    Program Evaluation

  • 21

    Summary & Close

    Program evaluations

    Closing remarks

    Words to Live By

    Group Celebration

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