R C C D L E A D E R S H I P A C A D E M YM A Y 3 , 2 0 1 3

360° LEADERSHIP: LEADING UP, ACROSS, AND DOWN FROM

ANYWHERE IN THE ORGANIZATION

Self Leadershi

p

50%

Leading Up

25%

5%

Leading Down

Leading

Laterally

20%

360°Leadership Compass

Leading from the Inside Out

THE FOUNDATION FOR MANAGING WITHOUT

AUTHORITYKOUZES & POSNER

THE SEARCH TO UNDERSTAND LEADERSHIP…

…from the leaders’ perspective and the followers’ perspective…

…over 30 years ago.

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THE LEADERS’ PERSPECTIVE:PERSONAL BEST LEADERSHIP EXPERIENCE

• Get into triads:• Each person will tell his/her personal best leadership

story.* (5 minutes each)• Discuss these questions:

• What do the keys to leadership success seem to be?• What common leadership practices run through all the

stories?

• Share with group. (chart)

* An experience where you were not the positional leader, if possible.

SOME DETAILS ABOUT KOUZES & POSNER’S PERSONAL BEST CASE STUDIES

1. Personal Best leadership experiences reveal uniformity of behavioral “Practices” across sectors, genders, geographies, functions, levels and ages.

2. Using these best “Practices” more frequently makes a leader more effective.

3. Reliability and validity of these findings have been tested for 30 years and counting.

THE FOLLOWERS’ PERSPECTIVE

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What do you look for and admire in a leader?

(someone whose direction you would willingly follow)

WHAT ARE THE TOP 4 CHARACTERISTICS FOR THIS GROUP?

1. 2. 3. 4.

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TOP RATED LEADERSHIP CHARACTERISTICS

Honest

Forward-Looking

Inspiring

Competent

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Leadership =

Credibility

Honest

Competent

Inspiring

Vision

Forward-Looking

+

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“Leadership is the art of mobilizing others to want to struggle for shared aspirations.”

Kouzes & Posner

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LEADERSHIP IS...

…Everyone’s business…A relationship…Learned…Self-development…An ongoing process

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FIRST LAW OF LEADERSHIP

• If you don’t believe in the messenger, you won’t believe in the message.• You can’t believe in the messenger if you

don’t know what the messenger believes.• You can’t be the messenger until you’re

clear about what you believe.

Credibility is key:

Honest

Forward Looking

Inspiring

Competent

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SECOND LAW OF LEADERSHIP

• DWYSYWD: Do What You Say You Will Do.• Walk the talk.• Practice what you preach.• Follow through on promises.

Credibility is key:

Honest

Forward Looking

Inspiring

Competent

TAKE A FEW MOMENTS…

• …and list some famous people who were great leaders.1. 2. 3.

• Would you say that these people had great credibility? Vision? Were they examples of the first and second laws of leadership?

• How many of these people had positional authority? If so, did their positions make them great leaders?

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THE NEXT STEP IN THE JOURNEY: THE MODEL

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

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MODEL THE WAY

• Clarify values.• What are the guiding principles that will focus your

leadership?

• Set the example.• Demonstrate your deep commitment to those principles.

Modeling the way is about earning the right and the respect to lead through direct involvement and action. People follow first the person, then the plan.

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INSPIRE A SHARED VISION

• Envision exciting and ennobling possibilities.• You need a vision that others will want to adopt.

• Enlist others in the common vision.• Know your people and speak their language.

Leaders breathe life into the hopes and dreams of others and enable them to see the exciting possibilities that the future holds.

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CHALLENGE THE PROCESS

• Search for opportunities to innovate, grow, and improve.• Create a climate for experimentation, the

recognition of good ideas, the support of those ideas, and the willingness to challenge the system to get new ideas adopted.

• Experiment and take risks.• Despite the inevitability of mistakes and failures,

leaders proceed anyway.

Try, fail, learn. Try, fail, learn. Leaders are learners.

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ENABLE OTHERS TO ACT

• Foster collaboration and build trust.• Make it possible for others to do good work by making

them feel strong, capable, and committed.

• Strengthen everyone’s capacity.• Do what is necessary to help others grow and learn.

When a leader makes people feel strong and capable—as if they can do more than they ever thought possible—they’ll give it their all and exceed their own expectations.

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ENCOURAGE THE HEART

• Recognize contributions.• Make people feel valued for their contributions to

the team or cause.

• Celebrate values and victories.• Be authentic and offer celebrations from the heart.

Encouraging the heart builds a strong sense of collective identity and community spirit that can carry a group through extraordinarily tough times.

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Model the Way Find your voice by clarifying your personal values.Set the example by aligning actions with shared values.

Inspire a Shared Vision Envision the future by imagining exciting and ennobling activities. Enlist others in a common vision by appealing to shared aspirations.

Challenge the Process Search for opportunities by seeking innovative ways to change, grow and improve. Experiment and take risks by constantly generating small wins and learning from mistakes

Enable Others to Act Foster collaboration by promoting cooperative goals and building trust. Strengthen others by sharing power and discretion.

Encourage the Heart Recognize contributions by showing appreciation for individual excellence. Celebrate the values and victories by creating a spirit of community.

Activity: Connect to Personal Best Leadership

Experiences

LEADERSHIP CHALLENGE FRAMEWORK

5 Practices

10 Commitments

30 Behaviors (LPI)

MODEL THE WAY

• Clarify values by finding your voice and affirming shared ideals.

• Set the example by aligning actions with shared values.

LPI BEHAVIORS 1. I set a personal example of what I expect of others.

6. I spend time and energy making certain that the people I work with adhere to the principles and standards we have

agreed on. 11. I follow through on the promises and commitments that I

make. 16. I ask for feedback on how my actions affect other people’s

performance. 21. I build consensus around a common set of values for

running our organization. 26. I am clear about my philosophy of leadership.

WHAT DO WE KNOW ABOUT VALUES?

• “The most talented people, no matter their age or background, gravitate to workplaces where they can look forward to going to work each day because their values ‘work’ in that organization.”

• The clearer you are about your values, and the more aligned your values are with those of your team and organization, the more effective a leader you will be.

Discussion: You’ve done a values activity. Are you clear on your top 5 values? How aligned are your values with your team and organization?

INSPIRE A SHARED VISION

• Envision the future by imagining exciting and ennobling possibilities

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

LPI BEHAVIORS 2. I talk about future trends that will influence how our work

gets done. 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. 22. I paint the “big picture” of what we aspire to accomplish.

27. I speak with genuine conviction about the higher meaning and purpose of our work.

Over all the years Kouzes and Posner have been collecting this data, leaders have consistently

scored lowest on…

Inspiring a Shared Vision.

WHERE LEADERS NEED 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.

“I have a dream.”

“I have a list of measurable objectives.”

EXPLORE

• Choose a before picture and an after picture that describes where you are now and where you hope to be when your leadership vision is fulfilled.

SIMON SINEK: HOW GREAT LEADERS INSPIRE ACTION

http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

Explore the Golden Circle…

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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.

LPI BEHAVIORS 3. I seek out challenging opportunities that test my

own skills and abilities. 8. I challenge people to try out new and innovative

ways to do their work. 13. I search outside the formal boundaries of my

organization for innovative ways to improve what we do.

18. I ask “What can we learn?” when things don’t go as expected.

23. I make certain that we set achievable goals, make concrete plans and establish measurable milestones

for the projects and programs that we work on. 28. I experiment and take risks, even when there is a

chance of failure.

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TO CHALLENGE THE PROCESS…

• Seize the initiative and encourage it in others.• Being the prime mover in strategic decisions.

• Exercise outsight.• What’s new?• What’s next?• What’s better?

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OUTSIGHT EXERCISE

• Find the unusual object on your table.• Think of four or five ways you could use that

object other than the way it is intended.

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TO CHALLENGE THE PROCESS…

• Generate small wins.• Dream big, but start small. Success begets

success.• Break it down into small steps.

• Learn from experience.• The overall quality of work improves when

people have a chance to fail. Failure breeds success.

• Create a safe environment for failure.

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READY, AIM, FIRE

• Ready: • Prepare• Due diligence• Prepare to respond thoughtfully instead of react impulsively

• Aim: • Purposeful• Focused on well-considered solutions.• Grounded in reality (time energy, and resources are finite)

• Fire: • Able to take the risk and pull the trigger because the risk makes

sense.• See negative outcomes as problems to be solved, not

catastrophes to be feared• Believe you can meet any challenge

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DISCUSSION

• What challenges are you facing?• Are you ready? Have you done your due diligence?• Have you focused your aim on well-considered solutions?• Do you have the courage to fire, or pull the trigger,

knowing that a failure is simply an opportunity for a new solution?

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ENABLE OTHERS TO ACT

Foster collaboration by building trust and facilitating relationships.

Strengthen others by increasing self-determination and developing competence.

LPI BEHAVIORS 4. I develop cooperative relationships among the people

I work with. 9. I actively listen to diverse points of view.

14. I treat others with dignity and respect. 19. I support the decisions that people make on their

own. 24. I give people a great deal of freedom and choice in

deciding how to do their work. 29. I ensure that people grow in their jobs by learning

new skills and developing themselves.

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TO ENABLE OTHERS TO ACT…

• Foster collaboration• Show trust to build trust: Build norms of

reciprocity.• Say we, ask questions, listen, and take advice• Get people interacting

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PRISONER’S DILEMMA

• You and a friend have committed a crime and have been caught. You are being held in separate cells. You are both offered a deal but have to decide what to do. But you are not allowed to communicate with your partner and you will not be told what they have decided until you have made a decision.

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PRISONER’S DILEMMA

• Essentially the deal is this. • If you confess and your partner denies taking

part in the crime, you go free and your partner goes to prison for five years.

• If your partner confesses and you deny participating in the crime, you go to prison for five years and your partner goes free.

• If you both confess you will serve four years each.

• If you both deny taking part in the crime, you both go to prison for two years.

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DILBERT’S PRISONER’S DILEMMA

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PRISONER’S DILEMMA

• Considering that you can't know what choice the other person is going to make, what is the best choice you can make to minimize your jail time?

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TO ENABLE OTHERS TO ACT…

• Strengthen others• Enhance self-determination

• People need to have a deep sense of being in control of your own life.

• Design work that allows people discretion and choice.

• Foster accountability• With personal freedom comes personal responsibility.• Accountability results in feelings of ownership.

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PARADOX OF POWER

• You become more powerful when you give your power away!

Exemplary leaders help their constituents feel strong, capable, and

efficacious.

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DEVELOPING COMPETENCE

PANICZONE

DRONEZONE

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DISCUSSION

• Where do you spend most of your time?• Panic zone• Drone zone• Flow

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ENCOURAGE THE HEART

Recognize contributions by showing appreciation for individual excellence

Celebrate the values and victories by creating a spirit of community

LPI BEHAVIORS 5. I praise people for a job well done.

10. I make it a point to let people know about my confidence in their abilities.

15. I make sure that people are creatively rewarded for their contributions to the success of our projects.

20. I publicly recognize people who exemplify commitment to shared values.

25. I find ways to celebrate accomplishments. 30. I give members of the team lots of appreciation

and support for their contributions.

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“Do I need encouragement to perform at my best?”

Vs.

“When I get encouragement, does it help me perform at a higher level?”

Encourage the Heart

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7 ESSENTIALS OF ENCOURAGING THE HEART

• Focus on Clear Standards• Expect the Best from Others• Pay Attention• Personalize Recognition• Tell the Story• Celebrate Together• Set the Example

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TABLES: ROLL THE DICE & ANSWER IN 60 SECONDS

1. Over the past month, how have you been Encouraging and Discouraging the Heart?

2. What’s an idea for creative recognition that doesn’t require a big budget?

3. How do you personally strive for meaningful not manipulative recognition?

4. What do you do if you’re more comfortable with private recognition but you want to recognize someone who prefers public recognition?

5. What’s an Encourage the Heart “stretch goal” for you next month?

6. Share 2 tips on how to Encourage the Heart more effectively at work.

WHERE ARE THE FIVE PRACTICES IN THIS SCENARIO?

How to Start a Movement