SBODN Jim Kouzes 09.10.12

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

South Bay

OD Network September 10, 2012

Jim Kouzes

Gautam Makunda

Indispensable: When Leaders Really Matter

―…individual leaders

have little or no impact

on the organizations

they lead.‖


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."


D. R. email to Jim Kouzes, May 21, 2010

―…maybe someone

like myself does

have the possibility

of being a leader.‖


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.


1 Engagement

and

Leadership


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.


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.‖


Bruce Rich, Jeffrey LePine, Eean Crawford

Academy of Management Journal

―Engagement involves

investing the hands,

head, and heart in

active, full work

performance.‖


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.


What Explains Why

Constituents are Engaged?

1. Who they are?

or

2. How their leader behaves?


Who Constituents Are

1. Age

2. Gender

3. Country

4. Education

5. Tenure


6. Position

7. Function

8. Industry

9. Size of org‘n

How Their Leader Behaves

• Model the Way

• Inspire a Shared Vision

• Challenge the Process

• Enable Others to Act

• Encourage the Heart


Explaining Engagement (PWA)


Who Constituents Are

How Leaders Behave

0.2%

27.7%

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


PWA and LPI Scores


• 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

Despite people‘s

differences, their

workplace engagement

is a result of how their

leaders behave!


The more frequently

leaders demonstrate each

of The Five Practices of

Exemplary Leadership the

more engaged people are

in their workplaces.


The Bottom Line


841% -49%

204% 76%

Net Income Growth

Strongly

Practiced

Weakly

Practiced

Stock Price Growth

Source: Richard Roi, Crawford International

The question is not,

"Will I make a

difference?―

The question is, "What

difference will I make?"


2 The Five

Practices of

Exemplary

Leadership



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


Tell us about a time

when you were at

your personal best

as a leader.


The Five Practices of Exemplary Leadership®

• Model the Way






3 Model

The Way



Clarify values by

finding your

voice and

affirming shared

values.

Set the example

by aligning

actions with

shared values.

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.‖


Employee Commitment


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

Clear Leadership Philosophy


Leaders

Constituents

25% more engaged

40% more engaged

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.‖


What is credibility

behaviorally? How

do you know it

when you see it?


DWYSYWD



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.‖


4 Inspire a

Shared Vision



Envision the future

by imagining

exciting and

ennobling

possibilities.

Enlist others in a

common vision by

appealing to

shared

aspirations.

―So, Jim,

where do

you see

yourself

in ten

minutes?‖


Forward Looking


In Leaders

In Colleagues

71%

27%


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.‖


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.‖


Envision and Enlist


Constituents

Leaders

25% more engaged

50% more effective

5 Challenge

The Process



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.

Saying taped to Joe Barsi‘s computer

―If you have not endured

the most difficult, you

cannot become the most

successful.‖


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.‖


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.‖



Feeling and Seeking Challenge


Constituents

Leaders

25%-35% more engaged

50% more effective

6 Enable

Others to Act



Foster

collaboration by

building trust and

facilitating

relationships.

Strengthen others

by increasing self-

determination and

developing

competence.


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.‖


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.‖


The Name of the Game

Makes A Big Difference!


Community Game

Wall Street Game

70%

30%

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.‖


Enable Others to Act


Constituents

Leaders

30% more engaged

60% more effective

7 Encourage

The Heart



Recognize

contributions by

showing

appreciation for

individual

excellence.

Celebrate the

values and victories

by creating a spirit

of community.

Do you need encouragement

to perform at your best


When you get encouragement,

does it help you perform at a

higher level?

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.‖


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.‖


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

―He showed

that he cared.‖


…than lower performers

• Are more open and caring,

• Express more affection,

• Demonstrate more passion,

• Are more positive, and

• Are more grateful and encouraging


The Highest Performing Leaders

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.‖


Magic Ratio


3 :1


Benefits of Celebrating

Accomplishments


Constituents

Leaders

26% more engaged

31% more effective

The Five Practices of

Exemplary Leadership®

• Model the Way






8 Going

Forward


Lillas Brown and Barry Posner

―Better learners …

consistently engaged in

leadership practices more

frequently than those in the

low learning category.‖


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.‖


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.‖



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.‖


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.‖


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.‖



Are you ready

to say “yes”

to leadership?


For more information

about The Leadership

Challenge and Jim and

Barry visit:

www.leadershipchallenge.com

Documents

SBODN Jim Kouzes 09.10.12