Transcript Leadership practices inventory

The Leadership Challenge
How to make extraordinary things happen
December 4, 2013
Presented by:
Susan B. Wilkes, Ph.D.
Wilkes Consulting, LLC
Goals
1. Gain a working knowledge
of the model in The
Leadership Challenge and
its component parts
2. Increase understanding of
your own leadership style
3. Strengthen your network of
nonprofit colleagues
“The danger for most of us is not that our aim is too high and
we miss it but that it is too low and we reach it.”
- Michelangelo
Outline
Introductions & Overview
The Leadership Practices Model
A. Exemplary Leaders Activity
B. The Five Practices
Break
III Self-Assessment on the Practices
Lunch
IV. Exploring the Practices
I.
II.
Introductions
 Please introduce yourself to one other
person you haven’t met before.
 Find out these things:
• Name
• Where they work
• An aspect of their work they feel
passionately about
• A dream they have for the future in their
nonprofit
• A vision for our community (greater
Richmond metro area)
 Be ready to introduce your partner
What is Leadership?
 According to Kouzes and
Posner, leadership is “the art
of mobilizing others to want to
struggle for shared
aspirations.”
 What are the key aspects of
this definition?
 What happens to the meaning
if we take out “want to?”
Learning From our “Best Leaders”
 Think of one of the best leaders you have
known.
 Interview a partner:
• What led you to select this person?
• What words describe the experience of
working with him/her (the mood, quality,
etc.)?
• What seem to be their key pathways to
success?
• What did they do to get other people
involved? to get others to stretch to reach
goals?
• What key lessons about leadership did you
learn from the experience?
 Next, agree on about 5 characteristics or
behaviors that are most important in these
exemplary leaders. Write each on a separate
sticky note.
The Leadership Challenge Model
 Based on research regarding how
ordinary people accomplished
extraordinary things
 Gathered “personal best leadership
experiences” from more than 2000
leaders.
 Found that leadership is a pattern of
behavior, a skill set, things that
leaders do.
 Affirmed through analysis of the LPI,
finding that leaders’ behavior
explains the majority of workplace
engagement
Practices of Exemplary Leaders
 Modeling the Way
• Clarify values by
finding your voice
and affirming
shared values.
• Set the example by
aligning actions
with shared values.
Practices of Exemplary Leaders
 Inspiring a Shared Vision
• Envision the future by
imagining exciting and
ennobling possibilities
• Enlist others in a
common vision by
appealing to shared
aspirations
Practices of Exemplary Leaders
 Challenging the Process
• 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
Practices of Exemplary Leaders
 Enabling Others to Act
• Foster collaboration by
building trust and
facilitating relationships
• Strengthen others by
increasing selfdetermination and
developing competence
Practices of Exemplary Leaders
 Encouraging the Heart
• Recognize
contributions by
showing appreciation
for individual
excellence
• Celebrate the values
and victories by
creating a spirit of
community
Key Practices of Leaders at Their Best:
How well does the model fit your
experience?
 With your partner, decide
if each sticky note fits into
one of the five areas.
 If so, place them on the
appropriate flipchart.
 If not, place the sticky
note on the “other”
flipchart.
Exemplary Leadership in
Action
 Which of the five leadership
practices does Whoopi
demonstrate?
 Note specifics of what she
does for each. What are
the effective behaviors she
displays?
 Comment on the impact she
has on the team.
..\..\..\..\..\..\..\..\..\Videos\Sister Act - Sister Mary Clarence Taking Over The Choir.avi
..\..\..\..\..\..\..\..\..\Videos\Sister Act, Oh Maria.avi
Break
Please return in 10 minutes.
Reflections on your leadership
Please rate yourself on a
scale of 1 to 10 (1 is low
and 10 is high) on well
you personally
demonstrate each of the
10 commitments. Total
your two ratings for each
of the five practices.
Then, circle what your
answers will be for the
next 4 slides.
Audience Response:
Which of the five practices is your strongest?
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
Audience Response:
Which of the five practices is your lowest right
now?
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
Audience Response:
Which of the five practices is most important for
you to display in your role right now?
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
Audience Response:
Which of the five practices do you most want to
develop?
1. Model the Way
2. Inspire a Shared Vision
3. Challenge the Process
4. Enable Others to Act
5. Encourage the Heart
Exploring the Leadership Practices
 Please complete the
“Identifying Your
Leadership Values”
worksheet.
 When ready, select
two to discuss with a
partner.
Lunch
Please be ready to begin
again in an hour.
Exploring the Leadership Practices
We need a
volunteer “leader”
and 16 participants.
Please help arrange
16 chairs in a circle
around the table
with chairs facing
out.
Communicating Vision:
“I Have a Dream”
 In what ways does Dr.
King both envision a
future and enlist others
in a common vision??
 Very specifically, what
did you see him do that
makes the speech so
effective? Please jot
down a few notes about
the behaviors you notice.
..\..\..\..\..\..\..\..\..\Videos\Martin Luther King 'I
have a dream'.mov
Exploring the Leadership Practices
Looking outward for
innovative ways to improve
 60 to 80 percent of important
innovations have been in
response to market demands
and needs
 High performing teams have
more communication with
people outside their group; low
performing teams cut
themselves off from external
information
 The critical “OT” in “SWOT”
Challenging the Process:
Involves change and movement
 In the personal-best leadership experiences,
participants chose to talk about times of change.
 The most frequently used words were:
challenging, rewarding, and exciting.
 Words signifying passion (dedication, intensity,
commitment, determination) and inspiration
(inspiring, uplifting, motivating, energizing) also
appeared regularly.
 95 percent of the cases were described in these
terms.
Partner Discussion
With your partner, please discuss:
1) A single key strength,
weakness, opportunity and
threat you are aware of related
to your organization
2) A “best practice” or innovative
idea another similar agency
uses
3) An idea for a change initiative
you want to lead (an existing
change or new idea, large
scale shift in strategic direction
or smaller programmatic
change).
Exploring the Leadership Practices
 Coaching Skills: A key
way to strengthen
others
 Using the skill of inquiry
 R = Q x C (Results =
Quality x Commitment)
Three Types of Questions
Open-ended
a) Aim for 90%
b) Use what or how
c) Ask questions you don’t
know the answer to
2. Closed-ended
a) Watch leading questions
b) Good for checking
understanding
3. Why questions
1.
Open-ended Questions
Continuum
Asking Powerful Questions
Judith Wilson, coach
and author of
Coaching Skills for
Nonprofit
Managers and
Leaders
..\..\..\..\..\..\..\..\..\Videos\Judith Wilson
'Simple Questions. Big Impact'.mp4
The Skill of Inquiry
 Clarify - what is
Practice Opportunity
important?
 Possibilities –
what are the
options?
 Action – what’s
the first step?
First think about a colleague
at work and an issue they
might want to discuss
with you. With that
situation in mind, circle 34 questions from the
worksheet that would
help your colleague move
forward.
Practices of Exemplary Leaders
1. Set clear standards
2. Expect the best
3. Pay attention
4. Tell the story
5. Personalize recognition
6. Celebrate together
7. Set the example
http://www.pfeiffer.com/WileyCDA/Section/id-301366.html
In your organization….
 Who is someone who….
• Lives out his or her values in a way you admire?
• Reminds others of their sense of purpose or
future possibilities at your nonprofit?
• Comes up with great new ideas to improve
things?
• Is collaborative and/or trustworthy?
• Offers encouragement and praise to others?
 How might you recognize him or her for their
inspiring leadership?
Closing:
A Game of Hope
..\..\..\..\..\..\..\..\..\Videos\A Game of Hope.mp4