The Leadership Challenge (5th edition) – Flashcards
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The Leadership Challenge is about
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how leaders mobilize others to want to make extraordinary things happen in organization and leadership that creates the climate in which people turn challenging opportunities into remarkable success.
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The Five practices of Exemplary Leadership
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*model the way *inspire a shared vision *challenge the process *enable others to act *encourage the heart
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Every organization and every social movement begins with
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a dream.
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Challenge is the
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crucible for greatness.
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Leaders are pioneers,
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willing to step out into the unknown.
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Model the way (1st and 2nd commitment of exemplary leadership)-
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*Clarify values by finding your voice and affirming shared values. *Set the example by aligning actions with shared values.
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Inspire a shared vision (3rd and 4th commitment of exemplary leadership)-
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*Envision the future by imagining exciting and ennobling possibilities. *Enlist others in a common vision by appealing to shared aspirations.
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Challenge the process (5th and 6th commitment of exemplary leadership)-
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*Search for opportunities by seizing the initiative and looking outward for innovative ways to improve. *Experiment and take risks by constantly generating small wins and learning from experience.
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Enable others to act (7th and 8th commitment of exemplary leadership)-
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*Foster collaboration by building trust and facilitating relationships. *Strengthen others by increasing self-determination and developing competence.
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Encourage the heart (9th and 10th commitment of exemplary leadership)-
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*Recognize contributions by showing appreciation for individual excellence. *Celebrate the values and victories by creating a spirit of community.
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For people to follow someone willingly, the majority of the constituents believe the leader must be:
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*honest *forward-looking *competent *inspiring
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Credibility is the foundation of
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leadership. (more than anything people want to follow someone who is credible)
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The Kouzes-Posner First Law of Leadership
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If you don't believe in the messenger, you won't believe the message.
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The Kouzes-Posner Seconder Law of Leadership
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Do what you say you will do. (DWYSYWD)
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Who are you?
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This is the first questions your constituents want you to answer.
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Shared values are the
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foundational pillars for building productive and genuine working relationships.
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In the context or the work on leadership, the term "values" is used to refer to
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the here-and-now beliefs about things should be accomplished.
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To set the example, you need to
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*live shared values *teach others to model the values
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When you live shared values you
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*spend your time wisely *watch your language *ask purposeful questions *seek feedback
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When "teaching others to model values"
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*confront critical incidents *tell stories *reinforce through systems and processes
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When "imagining the possibilities"
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-reflect on your past -attend to the present -prospect the future -feel your passion
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When "finding a common purpose"
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-listen deeply to others -make it a cause for commitment -look forward in times of rapid change
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The most important role of vision in organizational life
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is to give focus to human energy.
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To "enlist others" you must act on these two essentials:
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*appeal to common ideals *animate the vision
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When "appealing to common ideals"
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-connect to what's meaningful to others -take pride in being unique -align your dream with the people's dream
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To "animate the vision"
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-use symbolic language -create images of the future -practice positive communication -express your emotions -speak genuinely
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"Search for Opportunities" to get extraordinary things done, engage in these two essentials:
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*seize the initiative *exercise outsight
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To "seize the initiative" one must
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-make something happen -encourage initiative in others -challenge with purpose
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To "exercise outsight"
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-look outside your experience -promote external and internal communication -look out for good ideas -treat every job as an adventure
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To "experiment and take risk"
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*generate small wins *learn from experience
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To "generate small wins"
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-build psychological hardiness -break down big problems into small doable actions -profit from small wins
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To "learn from experience"
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-be an active learner -create a climate for learning -strengthen resilience
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"Foster Collaboration" by engaging in these two essentials
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*create a climate of trust *facilitate relationships
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To "Create A climate of trust"
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-invest in trust -be the first to trust -show concern for others -share knowledge and information
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To "Facilitate relationships"
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-develop cooperative goals and roles -support norms of reciprocity -structure projects to promote joint effort -support face-to-face interactions
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To "strengthen others"
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*enhance self-determination *develop competence and confidence
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To "Enhance self-determination"
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-provide choice -structure jobs to offer latitude -foster accountability
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To "develop competence and confidence"
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-educate and share information -organize work to build competence and ownership -foster self confidence -coach
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To "recognize contributions" utilize these two essentials:
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*expect the best *personalize recognition
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When you "expect the best":
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-show them you believe -be clear about the goals and the rules -give regular feedback
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When you "personalize recognition"
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-get close to people -be creative about incentives -just say thank you
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"Celebrate the Values and Victories by mastering these essentials:
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*create a spirit of community *be personally involved
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To "create a spirit of community"
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-celebrate accomplishments in public -provide special support -invest in fun
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To "get personally involved"
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-show you care -spread the stories -make celebrations part of the organizational life
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Look to leaders everywhere
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*1st most influential leader-family member *2nd most influential leader- teacher or coach
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Know how important you are-
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to your direct reports you are the most important leader in your organization.
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Practice at being a leader-
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Leadership is not preordained. Leadership can be learned. The best leaders are the best learners.
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For your constituents to be successful on the job you have to make certain that they
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-feel that they belong -are accepted and valued -have the skills and inner resources to be successful
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If you want your constituents to have a winning attitude, you have to do two things
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1st- you have to believe your constituents are already winners 2nd- you have to behave in ways that communicate to them they are winners
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The first step a leader must take along the path to becoming an exemplary leader is inward-
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It's a step toward discovering personal values and beliefs.
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Every leadership journey begins with
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finding out who you are.
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To earn a sustain personal credibility,
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you must first be able to clearly articulate deeply held beliefs.
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"Unity of purpose" is forged
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when you show your constituents how the dream is a shared dream and how it fulfills the common good.
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One key to making progress unstoppable and dealing with the potential failures of experimentation is
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by constantly generating small wins and learning from experience.
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The most powerful currency you have is
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"recognition". And it cost you nothing.
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10 behaviors embedded in the Five Practices of Exemplary Leadership that can be used as a template for learning to lead-
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Ten Commitments of Leadership
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All of the most critical decisions a leader makes
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involve values.
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Personal values are what
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drive commitment and are the route to motivation and productivity.
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You can increase the likelihood that people will accept honest feedback
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if you make it easier for people to give honest feedback
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Collaborating across offices to get the job done also facilitates
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innovation and experimentation.
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source credibility-
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trustworthiness, expertise and dynamism
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When deciding if a leader is believable
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people listen to words first then watch the actions.
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Values influence every part of your life, they set parameters for the decisions you make and
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the constitute your bottom line.
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leadership is also a
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personal means of expression.
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Credible leaders honor the diversity of their constituents
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but also stress common values and build on agreement.
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Leaders ensure that everyone is aligned through the process of
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affirming shared values.
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Once people are clear about the leader's values, about their own values and about shared values
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they know what's expected of them and how they can count on others.
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Share values are the internal compasses that allow people to act
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both independently and interdependently.
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Shared values are the results of
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listening, appreciating, building consensus and resolving conflict.
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Being a credible leader means you have to
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live the values, put into action what you stand for and be the example for others to follow.
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To "find your voice" you need to
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-explore your inner self -let your values guide you -say it in your own words
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To "affirm shared values" you need to
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-give people reason to care -forge unity, don't force it
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Questions direct attention to the values that should be attended to
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and how much energy should be devoted to them.
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Questions develop
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people.
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Tips for receiving feedback
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>don't be defensive >listen carefully >suspend judgment >ask questions and ask for examples >say thank you
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Two kinds of motivation are extrinsic and intrinsic-
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people do things because of external controls or internal desires
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A key task for leaders is inspiring a shared vision ,
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and not selling their own idiosyncratic.
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The use of "metaphors" will greatly
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enhance your ability to enlist others in a common vision of the future.
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For a vision to be shared it needs to be seen in the minds eye-
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when speaking about the future you need to create a picture with words.
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insight-
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the ability to apprehend the inner nature of things
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Outsight is the sibling of insight
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and without it, innovation cannot happen. Insight without outsight keeps you from getting the complete picture.
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The difference between an exemplary leader and an individual risk-taker is that
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leaders are to create the conditions where people want to join with them in a struggle.
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Keys to making progress unstoppable are
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generate small wins and learn from experience.
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small wins-
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move people forward step-by-step, creating a sense of forward momentum
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Three key factors to psychological hardiness
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commitment/ control/ challenge (3c's)
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Small wins produce big results for a very simple reason:
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its hard argue with success
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Failure breeds
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success.
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Learning happens when people can talk about
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what went wrong as well as what went right.
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fixed mindset-
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believing your qualities are carved in stone.
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When there are high quality relationships at work
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people engage in more behaviors that lead to learning.
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to create positive relationships
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offer encouraging words when people try something new, and be patient when they get off track and offer helpful suggestions.
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It takes determination and strength
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to deal with the adversities of life and leadership.
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World class performance isn't possible unless
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there is a strong sense of shared creation and shared responsibility.
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Collaboration is a critical competency
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for achieving and high performance
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Competence is a vital component of
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trust and confidence in a leader.
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interdependence-
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no was succeeds unless everyone suceeds
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A collective achievement
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has to have a common goal.
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Trust is the life blood of
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collaborative teamwork.
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Creating a climate in which people are engaged and feel in control of their own lives
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is at the heart of strengthening others.
