Developing Extraordinary Leaders Featuring Jim Kouzes

Copyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com

Bruce WilsonVP, Business Development,Sonoma Leadership Systems

Emerging Leaders Lunch

July 29, 2014Sonoma Leadership Systems

Jim KouzesAuthor and Researcher,The Leadership Challenge

Daren BlonskiCertified Facilitator,The Leadership Challenge

www.SonomaLeadership.com | [email protected] | 707.933.3882


Sonoma Leadership Systems

• #1 Provider of The Leadership Challenge® Workshop worldwide

• Longest heritage delivering The Leadership Challenge® 20 years

• Largest network of global facilitators for TLC available

• “A boutique firm with a global reach.”

Copyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.comCopyright © 2014 Sonoma Leadership Systems, all rights reserved www.SonomaLeadership.com

One of the three most influential leadership books ever written, over 2 million copies sold

Based on 30 years of research: 5 Practices exemplify leadership across:Culture | Gender | Ethnicity | Generations | Industry

Workshop utilizes lecture, discussion, reflection, & experiential activities

Highly validated 360°assessment measuring 30 behaviors that demonstrate these practices

What is The Leadership Challenge?

Workshop Outcomes:• Leaders perceived as more credible• More effective in achieving job related demands• Able to increase motivation, foster loyalty & enhance commitment• Reduce absenteeism, turnover & stress levels• Establish a high‐performance team


Executives Senior Managers Middle Managers SupervisorsIndividual

Contributors

Executive Summary of The

Leadership Challenge®

The Leadership Challenge® Workshop

Emerging Leaders

Sustainment:One on One

Coaching, eCoach, The Challenge Continues®

X X X X X

Developing The Leadership Pipeline:


TABLE TOP ACTIVITY (ICEBREAKER)

“What is the most difficult challenge you face developing Emerging Leaders?”

• Have a 4‐5 minute discussion at your table on the above challenges for emerging leaders.


Leadership Challenge Certified Facilitator

LeaderCampFacilitator



Leadership Expert and best-selling co-author of The Leadership Challenge

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

Developing Extraordinary LeadersPresented byJim Kouzes

Sponsored bySonoma Leadership Systems

July 29, 2014

Aon Hewitt, Top Companies for Leaders report

“Strong leadership is more than a competitive advantage. It separates world-class companies from the rest.”


Jonathan Wallace, Regent University, Doctoral Dissertation

“The verdict is in….leadershipbehaviors play a major role in the reaction, learning, and behavior of students…..leadership will continue to contribute to the improvement of schools and student learning.”



Talent management priority in 2015 will be leadership development.

Source: Right Management, “Talent Management: Accelerating Business Performance: Global Trends, Challenges and Priorities,” July 2014.


of employers want to see leadership skills on a candidate’s résumé.

76.0%

Source: National Association of Colleges and Employers, Job Outlook 2014 survey.


of employers think leadership development should begin by age 21.

95%

Source: Center for Creative Leadership, 2012 Leadership Insights Survey


Average age managers first get leadership training is:

42

Source: Jack Zenger, “We Wait Too Long to Train Our Leaders,” HBR blog, 2012

About 10 years after they begin supervising people.

Objectives1. Describe the difference leaders

make in engagement & performance.2. Describe six strategies that

contribute to developing extraordinary leaders.

3. Offer six coaching tips that can begin to implement the six strategies.


Leadership Make a Difference


Kouzes & Posner Research

• Over 30 years of research• Over 5,000 individual cases• Over 3 million respondents• Global data from 70 countries• Over 600 research studies• 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 • Inspire a Shared Vision• Challenge the Process• Enable Others to Act• Encourage the Heart


What impact does leader behaviorhave on workplace engagement?

PWA and The Five Practices


30

36

42

48

54

60

Low PWA Moderate PWA High PWAModel Inspire Challenge Enable Encourage

LPI S

core

s

The more frequently leaders demonstrate The Five Practices of Exemplary Leadership®

the more engaged people are in their workplaces.


The question is not, “Do I make a difference?”


The question is, “How do I make a positivedifference?"

Becoming Extraordinary


Heidi Grant Halvorson, Columbia University, author of Succeed and Focus

“One of the first things you learn when you study achievement for a living is that innate ability (to the extent there is such a thing) tells you nothing about your chances of reaching a goal.”


Becoming ExtraordinaryTo develop extraordinary student leaders, we need to:

1. Instill belief2. Elevate aspirations3. Initiate challenge4. Present role models5. Promote practice6. Show support



What is the question asked most frequently about leadership?


“Is leadership bornor made?"

How many timeswould you guess we’ve been asked, “Is managementborn or made?”



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

“…maybe someone like myself does have the possibility of being a leader.”


Albert Bandura, Stanford

“Unless you believe that your actions can produce change, you probably won’t try.”


100

90

80

70

60T1 T2 T3

Ability and Performance

Acquirable Inherent ----------

Coaching TipEncourage clients to start their day with this mantra: “Today I will make a positive difference in the lives of the people I lead.”


ElevateAspirations


Olivia Lai, manager, customer service support, Kimberly-Clark

“In order to become a leader…it’s important that I first define my values and my principles.”


Tom Kolditz, “Why You Lead Determines How Well You Lead,” Bloomberg News, July 22, 2014

“…those who lead primarily from values-based motivations…outperform those who lead with additional instrumentaloutcomes and rewards.”


Forward Looking


In Leaders

In Colleagues

71%

27%

Nancy Sullivan, vice president of Disability Benefits, Trustmark Companies

“Imagine your own career ten years out, and dreamof a position that serves you well…Create your own position. Create our future.”


Question: What is most lacking in the next generation of leaders?


“Ability to create a vision and engageothers so they feel ownership and passion about achieving it.”

35.7%

Source: EDA Trends in Executive Development 2014

Coaching TipAssign this exercise: Imagine it’s 10 years from now and you’re attending a ceremony honoring you as the “Leader of the Year.” What do you hope others are saying about you that night?


InitiateChallenge


Tell us about a time when you were at your personal best as a leader.


Personal Bests


LEADERS CONTEXT

• Arlene Blum• Ward Clapham• Jacqueline Maartense• Alan Keith• Carolyn Borne• Steve Skarke• Alex Anwar• Jade Liu

• First all-female ascent• High crime, low morale• Restore profitability• Two years or close• First study of its kind• Become world class plant• Too young, inexperienced• Bare shelves, rigid team

Kaily Adair, Student and vice president, Fossil Ridge High School Counciland Colorado Association of Student Councils

“My absolute favorite thing about human beings is that we're never satisfied with our condition.”


Mihaly Csikszentmihalyi, Flow

“The best moments usually occur when a person’s body or mind is stretched to its limits in a voluntary effort to accomplish something difficult and worthwhile.”


Most Effective Methods for Development


Action learning

Stretch assignments

52%

42%

Source: EDA Trends in Executive Development 2014, Executive Development Associates

Coaching 42%

Coaching TipAsk clients: “What’s the next step in your development that will stretch you while accomplishing something difficult and worthwhile?”


Present Role Models


Role Models• Business leader• Community leader• Entertainer• Family members• Political leader• Professional athlete• Teacher or coach• None/Other/Not sure


Leader Role Models

7%

2%

3%

4%

7%

11%

26%

40%

4%

0%

0%

4%

23%

8%

14%

46%

0% 10% 20% 30% 40% 50%

None/Other/Not sure

Entertainer

Professional athlete

Political leader

Business leader

Community leader

Teacher or coach

Family Members

Over 30Age: 18-30


The leaders who have the mostinfluence are the leaders who are closest to us.


Source: A. Bandura, Self-Efficacy

“The opportunity to watch others who have mastereda practice is extremely helpful to strengthening beliefs in self-effectiveness.”


Haley Rudd, Molly’s Closet

“Leaders take every opportunity to show others, by their own example, that they’re deeply committed to the values and aspirations they claim.”


Coaching TipIt’s vital that you connectyour clients to someone who has mastered a practice and can show them by example how to lead. Who are those people?


Promote Practice


Source: K. A. Ericsson, M. J. Prietula, and E. T.Cokely, “The Making of an Expert,” Harvard Business Review, July-August 2007.

“Living in a cave doesn’t make you a geologist.”


Lillas Brown and Barry PosnerLeadership & Organizational Development Journal

“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.”


K. Anders Ericsson, Michael J. Prietula, and Edward T. Cokely, “The Making of an Expert,”

“The development of expertise requires coaches who are capable of giving constructive, even painful, feedback.”


Coaching TipCoach your clients to establish this routine: “At the end of each day, record their answer to this question: ‘What did I dotoday to improve so that I’m a better leader than I was yesterday?’”


Show Support



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

“He showed that he cared.”


The Road to Resilience America Psychological Association

“Accepting help and support from those who care about you and will listen to you strengthens resilience.”

Daniel Goldman, Social Intelligence: The New Science Of Human Relationships

“Having just one supportive, stablerelationship is an important condition to transcending adversity.”


Pete Thigpen

“Really believe in your heart of hearts that your fundamental purpose, the reason for being, is to enlargethe lives of others. Your life will be enlarged also.”


Coaching TipMake sure to:Identify someone who can be the “one, stable relationship” for clients throughout the development process.


Moving Forward




you


For more information about The Leadership Challenge and Jim and Barry visit:[email protected]


THE LEADERSHIP CHALLENGE® CAMPThe Leadership Challenge® Camp is a fast‐paced experiential launch into The Five Practices of Exemplary Leadership®.

August 28, 2014 9:00am – 4:30pmDomaine Carneros Winery, Napa, CA

Special Introductory price: $95 (regularly $295)Includes lunch

www.sonomaleadership.com/leadercamp


Bruce WilsonVP, Business DevelopmentSonoma Leadership [email protected](925) 225‐1013

Emerging Leaders LuncheonThank you Jim Kouzes and Daren Blonski

July 29, 2014Sonoma Leadership Systems

Leadership & Management

Developing Extraordinary Leaders Featuring Jim Kouzes