PROLOGUE Leadership Challenge:
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About how leaders mobilize others to want to get extraordinary things done in org.
are practices leaders use to transform values -> actions 1. visi vision onss-> > real realit itie iess 2. risk riskss-> > rewa reward rdss 3. Obst Obstac acles les-> -> inno innovat vatio ions ns..
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The abundance of challenges is not the issue, is how we respond to them. There are opportunities for each of us to make a difference, for ex: Provide direction and support our teams Set positive examples of the meaning of honesty
LEADERSHIP CHALLENGE is about those who do, how systems of rewards, punishments give way to innovation. Purpose of the book is to assist a ssist people, help you develop your capacity to guide others to places that have never been before. Is written to strengthen your abilities and uplift your spirits.
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PART 1 Chapt 1 The five practices of exemplary leadership
Dick, was an executive for bank of Americas consumer call center. center. He felt that people where not enjoying what they where doing and their performance was decreasing. He decided to sit for 3 days to talk and listening to people, did interviews. • He said: “if you keep your eyes open and periodically actually shut your mouth and you have the courage to turn the mirror around on yourself, its amazing what you can learn and how you can change things”. He led his employees describe the company co mpany with 5 adjectives, he found out words such as: not fun, • disorganized, frustrating, and volatile. But also found positive ones such as dedicated energetic and supportive. He also asked them to describe how they see the future of the company, company, found out words as; amazing results, world class, learn and grow. grow. With those inspirations he created a mission, mission and set of values (which they called commitments). 1. He said that what what was missing missing in his life life was the ability ability to make make a difference difference in people’ people’s lives. 2. He told his his story to the employe employees, es, he was nothing nothing at the the beginning beginning but he wanted wanted to be really really be be in the call center, eventually became the senior manager. 3. Dick sa said: 1. If you you have have an issue, issue, open open your your mout mouth! h! 2. Give Give me me idea ideass to prop propos osal alss 3. If you want want to be like like a partner then you you sign up for some some responsib responsibility ility in the process process 4. Empo Empowe werr to to act act.. •
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he did several things to reinforce things in the company: Constantly Constantly reinstates reinstates the missi mission, on, commitme commitments nts and and vision. vision. Gives a “you “you said, we did” did” report. report. Then Then are discussi discussions ons of the initia initiatives tives.. There is a report report on the the month performan performance ce with “celebra “celebrating ting heroes” heroes” (individu (individuals als who made made a contribution to the center is publically recognized) “pride “pride day” ( personal personal responsibi responsibility lity in in delivering delivering excellence) excellence) people people where the logo logo merchandise, merchandise, has different colors that symbolizes the values, vision and mission.
- He said that “if you are not willing to be innovative and do things differently, differently, we are going to have the competition pass us like we’re sitting still on the freeway”. -Dick demonstrates exemplary leadership skills, show others how to seize the opportunities to bring the best of others and guide them in the journey. LEADERSHIP OPPORTUNITIES ARE EVERYWHERE: -Leadership can happen everywhere, in public private or social sector; at home school or community. Claire Owen is founder and leader of vision and values of the SG grouping London. A 110 person firm that’s a collection of four businesses designed to meet the marketing and human resource recruitment needs of 2
agencies and corporations. Stop gap, the United Kingdom first specialist freelance marketing agency and the SG group original business.
She was working, she had a4 week’s baby and a huge mortgage, worried with what will happen to his client. He calls the client and told him that she will provide a stopgap. She was providing a temporary solution.
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She created a marketplace providing freelance marketers.
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She wanted a transparent business with people that she can trust
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Competitors looked at her and told her she will never success.
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She wanted a business with phenomenal reputation, be a company people wanted to do business with.
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She set clear values with her staff, the values came from walking in the shoes of her staff and candidates
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She gain people because they identified with her values, they wanted to make a difference by helping people.
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She put always her staff first; they are the one that will determine the repu tation of the company.
8. SG Group Group uses uses value valuess in every everythi thing ng they they do. 9. They set set meetings meetings once a month to share share company’ company’ss financial financial 10. Everybody learns about the business profit made or loss taken so people don’t forget forget about their clients 11. They make “grapevine” when people ask about things they might have heard about to what is really happening. 12. They film the meetings so the one that misses misses it can watch it. 13. The atmosphere atmosphere changed positive positively ly 14. She says: we don’t don’t have employees or staff; staff; we have people that have emotions and needs.
The five practices of exemplary leadership:
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Leadership is not about personality; it’s about behavior. 1. MODE MODEL L THE THE WA WAY:
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Leading-> you have to be b e good example and live what you say.
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Exemplary leaders know if they want to gain ga in commitment+ achieve high standards = must be models of the behavior they expect of others.
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Be clear on guiding principles
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Clarify values
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Must find their own voice, give voice to values
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Leaders are supposed to stand up u p for their beliefs-
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Leaders most forge agreement around common principles and common ideals. 3
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Words and deeds de eds must be consistent co nsistent
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Exemplary leaders go first by setting examples in daily actions that demonstrates commitment to their beliefs.
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Actions spoke volumes, employees see that
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Is important to be competent, steadfastness and pay attention to details. For example:
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Spending time with someone working side by b y side, telling stories that makes values come alive, asking questions to get people to thinh about values an priorities.
***MODELING THE WA WAY is about earning the right and the respect to lead through direct involvement and action. People follow first the person, then the plan.***
2. Inspi Inspire re a shar shared ed vis visio ion: n:
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Every organization begins with a dream.
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Dream or vision is the force that invents the future.
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Leaders inspire a shared vision.
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Imagine attractive opportunities
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Leaders envision exciting and ennobling enno bling possibilities.
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They have a desire to make something happen, change the way things are.
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A clear image of the future pulls them forward
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Leaders cannot command commitment, co mmitment, only inspire it.
Is important to enlist others in a common vision. For that is important to know their constituents and speak their language.
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Leaders forge a unity of purpose by showing co nstituents how the dream is for common good.
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Leaders communicate their passion through vivid language and an expressive ex pressive style.
3. Chal Challe leng ngee the the proc process ess::
- Leadership involves challenge - All cases involve a change in the status quo. 4
- All leaders CHALLENGE THE PROCESS. - LEADERS VENTURE OUT OUT.. - Those who lead others to greatness seek and accept challenge. - Leaders are pioneers, willing to step out to he unknown. - Search for opportunities to innovate, grow, and improve. - is important to look outside the organization to innova te products, processes and services.
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In innovation, leader’ leader ’s contribution is the recognition of good ideas, willingness to challenge the system.
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Leaders know well that innovation and change involve experimentation and taking risks.
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Leaders must pay attention to the capacity capa city of their constituents to take control of challenging situations and become fully committed to change.
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MAIN KEY IS LEARNING.
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Leaders are learners: try, fail, learn.
4. Enab Enable le oth other erss to act act::
Requires team effort, solid trust and strong relationship. Requires solid trust, cool confidence, co nfidence, group collaboration, individual accountability. • **To **To get extraordinary things done in org, o rg, leaders have to ENABLE OTHERS TO ACT.** ACT.** •
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When you relate to the organization, refer as we. Using we, people respond more eagerly and the team became more cohesive. Cooperation can’t be restricted to a small group of loyalists, must include peers, managers, etc. Leaders work to make people strong, capable and committed Inclusion ensures that everyone feels and thinks they are owners and leaders. When people are trusted, have more information. Are more likely to use their energies to produce excellent results. Is essential to let others to act.
5. ENCO ENCOUR URAG AGE E THE THE HEAR HEART T:
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write a personal thank you note. It can be about important events ev ents in other peoples lives. Recognizing contributions can be one to one or with many people. 5
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Abraham Kuruvilla, a CEO of a company in India: use to send every eve ry month employees a monthly newsletter full of success stories. He did public-recognition programs for teams or individuals for doing great job. Create a culture celebrating VALUES AND VICTORIES. These are ceremonies created for camaderie Encouragement is serious business, is how leaders visibly and behaviorally link awards with performance.
Leadership is a relationship: - We We found it everywhere - Is not a gene and it’s not an inheritance - Leadership-> an identifiable set of skills and abilities that is available to all of us. - Women Women and man in the book are great, are everyday heroes of our world. - Its inspiring and should give everyone hope. - LEADERSHIP IS A RELATIONSHIP RELATIONSHIP between those who aspire to lead those who choose to follow. follow. - is the quality of this relationship that matters the most. - The relationship is characterized by mutual respect and co nfidence -success on leadership depends on the capacity to build and sustain those human relationships that enable people to get extraordinary things done.
Chapt 2 CREDIBILITY IS THE FOUNDATION OF LEADERSHIP. •
Constituents are willing to follow someone who has the personal traits, characteristics and attributes.
What people look for and admire in leaders 15. What people most look for in in a leader has been constant over time. time. 16. For people to follow someone willingly, willingly, the majority of constituents believe the leader must be: 1. Honest single most important factor in the leader-constituent relationship • People are willing to follow someone; they have to assure that the person is worthy to • trust. Qualities people admire from leaders are: integrity and character as s ynonymous with • honesty. Everyone wants to feel confident with their leaders. • We want a leader who knows right from wrong. • 6
People don’t want to me misled When we follow someone we have we are compromising our own integrity. Honesty is tied to VALUES and ETHICS. We don’t trust people who want or won’t disclose a clear set of values, ethics, and standards and live by them.
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2. Forw Forwar ardd-lo look okin ing g people expect leaders to have a sense of direction and concern for the future of the • organization Leaders must know where they’re going if they exp ect others to willingly join them on • the journey. Have to have a point of view about the future envisioned for the organizations • Need to be able to connect that point of view to the hopes and dreams of their • constituents. Ability to imagine or discover a desirable destination (company, agency) • Expecting leaders to be forward-looking doesn’t mean constituents want their leaders to • set out on a solitary vision; people want to be engaged in search for a meaningful future. 3. Inspiring •
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A leader must be able to communicate the vision in ways that encourage people to sign on for the duration and excite them about the cause. When leaders breathe life into people’s dreams and aspirations, those people are much more willing to enlist in the movement. Enthusiasm and excitement signal the leaders personal commitment to perusing a dream being upbeat, positive, and optimistic about the future offers people hope. We need leaders who communicate c ommunicate in words, actions that they believe their constituents will overcome. To get extraordinary things done in extraordinary times, leaders must inspire optimal performance.
4. Competent 17. People must believe that the leader is competent to guide them where they’re headed. 18. Must see leader as having relevant experience and sound judgment. Leadership competence-> competence-> leaders’ track record ability to get things do ne. It inspires 19. Leadership confidence that the leader will guide the organization. 20. Leaders take time to learn the business and to know the current current operation. Relevant experience-> experience-> a dimension of competence, one on e that is different from technical 21. Relevant expertise 22. Experience is active participation in situational, functional and industry events; the accumulation of knowledge from those participations. pa rticipations. It is unlikely that a leader can succeed without being relevant experience and good in people skills. •
Putting it all together: Credibility is the foundation 7
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Trustworthiness, Trustworthiness, expertise and dynamism are essential to measure leader’s qualities.
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People follow people who are credible
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Must believe that their word can be trusted
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Have to be enthusiastic about their work, knowledge and skills to lead.
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Must believe they know where they are headed, give vision for the future.
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Forward-looking is what sets leaders apart from other credible individuals.
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We expect leaders to have a point of view about the future.
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To articulate exciting possibilities
What makes them credible? 23. Ability to make strong strong stands, to challenge the status status quo, point us in new directions. directions.
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The kouzes-posner first law of leadership: ****if you don’t believe the messenger, you won’t believe the message**** Credibility matters: - When people perceive their immediate manager to have high credibility, they are likely to: 1. Feel Feel a stro strong ng sens sensee of team spiri spiritt 2. Have Have a sense sense of owne ownersh rship ip in in the org org 3. Feel Feel com commi mitt tted ed to to the the org. org. - Low credibility: 1. Be mot motiv ivat ated ed by by mon money ey 2. Feel Feel unsup unsuppor ported ted and unappr unappreci eciated ated - Credibility makes a difference Loyalty, Loyalty, commitment, energy and productivity depend on it.
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Credibility goes beyond employees attitudes, a ttitudes, it influences customer to investor and employee loyalty. loyalty.
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Loyalty is responsible for extraordinary value creation.
-What is credibility behaviorally? Phrases people use to describe how they the y know credibility: 1. They do what what they say they they will will do 2. They They walk walk the the tal talk k 3. They practi practice ce what what they they prea preach. ch.
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People first listen to the words, and then they watch the actions!!! 8
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If leaders practice that they preach, people peop le are more willing to entrust them with their livelihood an d lives.
The kouzes-posner second law of leadership: ****Do what you say you will do**** SAY+ SAY+ DO. D O.
PART 2 MODEL THE WAY CHAPT 3. CLARIFY VALUES: 9
What does Mandela, mother Theresa, martin l. King h ave in common? STRONG BELIFS ABOUT MATTERS OF PRINCIPLE
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- They where passionate about their causes - People admire the most the person who believes strongly in something + willing to stand up for their beliefs - People expect their leaders to speak out on matters of values and conscience. - You You can’t be the messenger until you’re clear about a bout what you believe. be lieve. * clarify values is the first of the leader commitments. To clarify values is important to: 1. find find your our voi voice ce 2. Affi Affirm rm shar shared ed val value ues. s.
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To become a credible leader you have to comprehend beliefs, values, principles, standards, ethics and ideals that drives you.
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You have to express yourself
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Communicate your beliefs in ways that represent who yoy are.
FIND YOUR VOICE. - If you can’t find your voice, you’ll end up with a vocabulary that belongs to someone else. - If the words are not yours in the long run you will not have the integrity to lead. 1. EXPLOR EXPLORE E YOUR YOUR INNER INNER TERR TERRITO ITORY RY..
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To act with integrity, integrity, you must first know who you are.
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Leadership begins with something that grabs hold of you and won’t let go. This is where u must go to FIND YOUR VOICE.
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To find your voice-> voic e-> you have to explore your inner territory, territory, take a journey. journey.
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You can only be authentic when you lead according acco rding to the principles that matter most to you.
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Clarify of values will give you the confidence to make the tough decisions, dec isions, to act with determination, and to take charge of your life. 2. VALUES GUIDE US
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Credibility building is a process that takes time, hard work, de votion and patience.
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Values are guides.
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The clearer we are about our values, the easier is to stay on the path we’ve chosen.
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Values are organized in: MEANS and ENDS. 10
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Values refer to our here-and-now beliefs about how things should be b e accomplished (MEANS)
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We use vision when we refer to the long term ENDS values that leaders and constituents aspire to attain.
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Values influence every aspect of our lives: moral judgment, responses to others, commitments to personal and org goals.
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Values also serve as guides to action. Inform o ur decisions as to what to do or o r not to do.
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If you are clear about your values va lues and your actions are aligned, it makes mak es all the hard work worth the effort.
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Values are empowering, when values are clear we don’t have to rely on direction from someone in authority.
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Values also motivate, keep us focused on o n why we are doing what we are doing and on the ends toward we’re striving.
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When you become engaged engag ed in conflicts or controversies, remind yourself of the principles to pa y attention to things that really matter. matter.
VALUES CLARITY DRIVES COMMITMENT . 3. PERSONAL VALUES
- The people who have the greatest clarity about both personal and organizational values have the highest degree of commitment to the organization. o rganization. - The people who are clear about their personal beliefs but cant recite the corporate credo are more likely to stick around. *** PERSONAL VALUES DRIVE COMMITMENT.***
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Personal values are the route to loyalty and commitment, NOT organizational values.
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We won’t stick around a place for very ver y long when we feel in our ou r heart and in our soul that we don’t belong.
4. SA SAY Y IT IT IN YOUR YOUR OWN OWN WORD WORDS. S.
- You You must be able to express e xpress your voice so that everyone knows that you are the one who’s speaking. - To To become a credible leader you have to learn to express yourself in ways that re uniquely your own. - What’s true for writers is just as true for leaders. You You cannot lead through someone else’s values. -words send signals and if u listen intently u just hear the hidden assumptions about how someone someon e views the world.
AFFIRM SHARED VALUES -
shared values are the foundations for building productive and genuine working relationships.
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Leaders build on agreement
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They don’t try to get everyone to be in accord on everything. 11
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If disagreements over fundamental values continue, the result is intense conflict, false expectations, and diminished capacity. capacity.
1. SHARED VALUES ARE AN ORGANIZ ORGANIZATI ATIONS ONS PROMISES PROMISES
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Leaders must be able to gain consensus on a common cause and a common set of principles.
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They must be able to build and affirm a community of shared values.
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Tremendous energy is generated when individual, group, and organizational values are in synch.
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Commitment, enthusiasm, and drive are intensified.
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When individuals are able to care ca re about what they are doing, they are more effective and satisfied.
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Employees are more loyal when they believe that their values and those of the organization are aligned.
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The accuracy of communication and the integrity of the decision-making process increase when people felt part of the same team.
2. SHARED SHARED VALU VALUES ES MAKE MAKE A DIFFE DIFFEREN RENCE CE ***Shared values make a significant positive difference in work attitudes and performance.***
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Organizations with a strong corporate culture based on a foundation of SHARED VALUES VALUES outperformed other firms by a huge margin.
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Organizations with strong values: 1. Experience Experience nearly nearly 10 times times the growth growth in net net income income 2. Had thre threee times times the the growt growth h in stoc stock k price. price.
3. WHICH WHICH SHARED SHARED VALU VALUES ES ARE IMPO IMPORT RTANT ANT??? ??? Successful companies may have very different values.
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1ST company: as technical innovation + culture dominated by engineering values( encourage and rewards activities)
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2nd company: its organizational values are associated with marketing(provides good service)
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3rd company: do things by numbers (energies directed to make organization more efficient)
The 3 central themes values in these org are: it leads to greatness 1. High perform performance ance standards standards (stress (stress the the commitment commitment to excellence) excellence) 2. A caring attit attitude ude about people( people( communicate communicate how others others are are to be treated) treated) 3. A sense sense of uniqueness uniqueness and pride pride (tell pple pple inside inside and outside how how the org is differen differentt from all others) others) 12
4. UNITY UNITY IS FORGED FORGED,, NOT NOT FORCED FORCED..
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Leaders must engage their constituents in a dialogue about values.
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A common understanding of values emerges from a process, NOT A PRONOUNCEMENT PRONOUNCEMENT..
Leaders can’t impose their values on organizational members, they must be proactive in involving people in the process of creating shared values. 24. SHARED VALUES VALUES are the result of listening, appreciating, building consensus, and practicing conflict resolution. 25. Leaders must provide a chance for individuals individuals to engage in a discussion discussion of what the values mean + how their personal belifs&behaviors are influenced by what the org stands for.
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REFLECTION AND ACTION: CLARIFYING VALUES VALUES 1st step! - discovering fundamental beliefs that will guide your your decisions & actions along the path to success.
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Your personal values drive your commitment to the organization and cause.
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You can’t do what you say if u don’t know what you believe.
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You can’t do what you say if you done do ne believe in what you’re saying.
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To make sure that people can act on the values they share, its essential to build competence.
3 ACTIONS to clarify values for yourself and others: a) write write a trib tribute ute to yours yourself elf b) b) writ writee your your cre credo do c) engage engage in a cred credo o dial dialogu oguee
*A) write a tribute to yourself: reflects your ideal image of yourself and how u will be like to be seen. It is basically personal aspects of your life, you can ask yourself questions to write what you want people to know about you. -B) write your credo: consists on a list of priorities, can be ranked from low to high, it forces yourself to see the potency of each value. c) engage in a credo dialogue: get together with people, discuss what you learned from shared values, values, and ask them to write a credo memo and share it. The objective is CLARITY; you want to understand their values.
Clarify Values Essentials 13
Find your Voice
Affirm Shared Values
Taking Action
Explore your inner Territory Values Guide Us Personal Values Clarity Drives Commitment Say it In your own words Shared Values are an Organizations promise Shared Values make a Difference Which shared values are important?? Unity is Forged, not Forced Write a tribute to yourself Write your credo Engage in a credo dialogue
CHAPT 4 SET THE EXAMPLE Juan case: he had a problem in the company with a client product. He got personally involved and took action. Called each member, described the situation meanwhile he was figuring out a solution. He sacrificed long hours; people saw his sacrifice and did the same thing. He thanked each employee; each received compensatory time off for the success. He is an example because:
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he took every opportunity to show others that tha t he is committed into values 14
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Setting example is about execution, putting our money where your mouth is.
TO SET EXAMPLE YOU NEED TO: 1. Pers Person onif ify y the the share shared d value valuess 2. take others others to model model the the values values
A) PERSO PERSONIFY NIFY THE THE SHARED VALUE VALUES: S: -
Leaders recognize that have to be mindful on their choices
- Sacrifice themselves If you want to make better results, practice what you preach. To exemplify the shared values in your organization:
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spend your time and attention wisely: Set an example arriving early and leaving late.
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Be the first one to do something everyone should value. watch your language: Just a few words from someone can make a difference in the beliefs that people articulate. Words evoke images of what people hop to create with others.
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ask purposeful questions:
Questions direct attention to the values that should be attended and how much energy should be devoted to them. Questions can be an effective tool for change. Can help develop people by asking good questions
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seek feedback:
Is the only way to know how a leader is doing. You You can ask through meetings employees opinions provides a powerful statement about the value of self-improvement and how everyone can be better. better. Feedback is necessary for growth.
TEACH OTHERS TO MODEL THE VALUES confront critical incidents: critical incidents are opportunities for leaders to teach important lessons about app ropriate norms of behaviors. How u link actions and decisions d ecisions to shared values, speaks volumes about what’s what’s really important.
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tell stories: are ways leaders pass on lessons about shared va lues + get others working together. Charts, dialogues= BORING. Stories are effective, simple , timeless, people learn from experiences.
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reinforce the behavior you want repeated: what you choose to reinforce is what people p eople will choose to value. You You have to reinforce the key values important to building and sustaining the kind of culture you want.
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REFLECTION AND ACTION: SETTING THE EXAMPLE
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Is all about ab out EXECUTION AND ACTION.
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Leaders have to reward appropriate behavior if they expect to get repeated.
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People are always watching you’re credibility
STEPS TO SET EXAMPLESSSSSSSSS….. EXAMPLESSSSSSSSS….. ( taking actions)
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Do a personal audit:
Use your shared values as the basis for planning your weekly schedule. Audit agendas for your meetings. Audit how you deal with critical incidents. Your Your personal audit ill help you discover the example that you’re really setting.
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Develop a routine for questioning:
Leaders ask quest to get others to know more and for being aware of certain critical factors. Developing a questioning routine forces u to understand what u are trying to teach and achieve. Quest make other focus on paying attention to things that matter in the workplace. Put storytelling on your meeting agendas: Start meetings with a story of someone
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Allow your emotions to surface as u speak Set the Example Essentials Personify the Shared Values
Teach Teach Others to Model the Values
Taking Action
Spend your time and attention wisely Watch your language Ask purposeful questions Seek Feedback Confront Confront critical incidents Tell stories Reinforce the Behavior you want repeated Develop a routine for questioning Put storytelling on your meeting agendas
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PART ART 3: INSPIRE A SHARED VISION CHAPT 5: ENVISION THE FUTURE -
is important to be able to imagine a positive future.
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Leaders are forward looking
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They are able to develop an ideal and unique image of the future for the common goal
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Leaders have to make sure that what they see is also something that o thers can see.
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When visions are shared, attract more people
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Leaders develop the capacity capac ity to envision the future for themselves and others b y mastering two essentials: A) Imagin Imaginee the the possi possibil biliti ities es B) Find Find a commo common n purp purpos ose. e.
a) Imagine Imagine the possibil possibilitie ities: s: Turning possibility thinking into an inspiring vision is the leaders challenge. You need to do more to reflect on your past, attend the present, prospect the future, and feel your passion. ** REFLECT ON YOUR PAST:
- Looking backward can actually enable you to see farther than if you only stare straight ahead. - search your past to find the recurring theme in your life. - Past is your future - You You can look back to gain appreciation for how long it can take to fulfill aspirations. ** ATTEND TO THE PRESENT:
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To be able to have a vision of the future, u have to be able to see the big picture (trends, patterns)
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Envisioning the future is about paying pa ying attention to the little things that are going around and being able to recognize patterns that point to the future.
**PROSPECT THE FUTURE:
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leaders have to prospect the future
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Have to be on the lookout for emerging dev in technology; etc. 17
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Have to be proactive thinking about the future & be able to project themselves ahead in time
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Is important to think in the tomorrow if ur future is g oing to be an improvement over the present
**FEEL YOUR PASSION:
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Passion and attention go hand in hand.
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People don’t see possibilities when they the y don’t feel passion.
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Its all about what gets u up in the morning
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External motivation creates conditions of compliance
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Self motivation produces far superior results.
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People self motivated keep walking without rewards.
b) Find a common purpose: you cant mobilize people to willingly travel to place s they don’t want to go -
Leaders aren’t expected to impose their vision of the future of others.
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People want to hear about their OWN aspirations.
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They want to hear how their dreams will come true and their hopes fulfilled
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Want to see themselves in the picture of o f the future that the leader is painting.
- No matter how grand the dream of an individual visionary is, if others don’t see it in the possibility of realizing their own hopes h opes and desires, they the y wont follow willingly. willingly. 1. LISTE LISTEN N DEEP DEEPL LY TO TO OTHER OTHERS S
- Leaders need to strengthen the ability to hear what is important to others. Is important to listen and talking, by doing that, leaders are able to give voice to constituents feelings.
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listen what people say and how they feel
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is important to ask good questions to open ideas
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sensitivity is a truly precious human ability, it requires receptiveness to other people and a willingness to listen
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Spending time with people in the office means that you are aware of attitudes and feelings of others. 2. DETERMINE WHATS WHATS MEANINGFUL TO OTHERS
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the most important reason people give for staying with an organization is: they like the work they are doing, they find it challenging, meaningful and purposeful. 26. common values values that links everyone everyone together: 1. a cha chanc ncee to to be be tes teste ted d 2. a chanc chancee to do do some someth thin ing g good good 3. A chanc chancee to change change the the things things the the way they they are. are.
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great leaders, like great companies and countries, create menaning and not just money. money.
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Work has become a place where people pursue identity
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Best org leaders are able to bring out and make use of this human longing by communicating the roles in people in the company.
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When leaders communicate a shared vision, they enable others and elevate THEIR HUMAN SPIRIT. 3. MAKE MAKE IT A CAUSE CAUSE FOR FOR COMM COMMITME ITMENT NT
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People commit to causes NOT plans.
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The kind of leadership that gets g ets people to infuse their energy into strategies is called TRANSFORMA TRANSFOR MATIONAL TIONAL LEADERSHIP. L EADERSHIP.
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Transformational leadership occurs when people raise one another to higher levels of motivation and morality.
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Inspiring a shared vision is the most efficient way to produce ou tstanding results. 4. BE FORW FORWARD-LOOKING ARD-LOOKING IN TIMES TIMES OF RAPID CHANGE CHANGE
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THE POINT IS: to become a leader u must be able to envision the future.
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The speed of change doesn’t alter this fundamental truth about leadership.
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People only want to follow does who can see beyond today’s problems and visualize a brighter tomorrow.
REFLECTION AND ACTION: ENVISIONING THE FUTURE:
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most important vision is to give focus to human energy
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the path to clarity of visions begins with REFLECTING ON THE PAST PAST,, moves to attending the present, and PROSPECTING into the future.
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Its all about PASSION.
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Only shared visions have the magnetic power p ower to sustain commitment over time.
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A shared vision sets the agenda and gives direction & purpose to the enterprise 19
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Begins and ends with listening
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A common vision has to be a cause, something meaningful.
TAKING ACTION/PRACTICAL GUIDANCE TO ENHANCE THE CAPACITY OF ENVISION THE FUTURE:
1. Determ Determine ine the the “som “someth ething ing”” you you want want to do do 2. pict pictur uree what what you you will will do do next next 3. Survey your constituent constituentss about about their their aspirations aspirations.. *Determine the “something” you want to do :
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you can take a sheet of paper to do this, you can writhe questions to develop that aspect like:
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How do u want to be remembered?
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What my dream about my work?
What’s What’s my burning passion? *picture what you will do next - The leader’s job is to think about the next project, and the one after that, and the one after that. - As a leader u have to be thinking in a few “moves” ahead of your team and picturing the possibilities. * Survey your constituents about their aspirations.
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make a list of all constituents that u want wan t to work in the future with
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the point is to identify who have a stake today and will have a stake tomorrow in the outcomes of what u envision.
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U ask this guys important questions
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The idea is to probe and listen to the voices of your constituents c onstituents talking about their hopes, what drives them.
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Everyone learn in this process about what it takes to work 2gether to achieve common objectives. Enlist Others Essentials Imagine the Possibilities
Animate the Vision
Reflect on your Past Attend to the Present Prospect the future Feel your passion Listen Deeply to others Determine whats meaningful to others Make it cause for commitment Be forward-looking in times of rapid change
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Taking Action
Determine Determine the "something" you want to do Picture what you will do next Survey your constituents about their aspirations
CHAPT 6: ENLIST OTHERS -
constituents expect that their leaders be inspiring}
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a shared vision of the future is necessary
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We need vast reserves of energy and excitement to sustain our commitments commitments to a distant dream , leaders are expect to be the source of energy.
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A leader has to be wildly enthusiastic for us to give it our all.
Other leaders must improve their capacities to act on these two essentials: 1. Ap Appea peall to to com commo mon n ide ideal alss 2. An Anim imat atee the the vis visio ion. n. APPEAL TO COMMON IDEALS:
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Visions Visions are ideals. Are about a strong desire to achieve something great, express optimism.
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Visions Visions stretch us to imagine exciting possibilities, revolutionary change; etc.
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Ideals reveal our higher-order value preferences.
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Ideals represent our ultimate economic, political social priorities. (Ideals of world peace, freedom, justice)
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When leaders communicate visions they should be talking to people about how they are going to make a difference in the world& how they are going to have an impact.
1. CONNECT CONNECT TO TO WHA WHATS MEANIN MEANINGFUL GFUL TO OTHERS OTHERS
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What pulls people forward, is the existing possibility that what they are doing can make a difference d ifference in the future of their families.
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Preethi, was in charged to develop technical techn ical support for a company: she understood that people will look at her for directions, she realized that to make vision exciting she needed to make it MEANINGFUL.
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She made brainstorm sessions, people shared their ideas, she searched for ways to communicate her team THE SIGNIFICANCE of their work.
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She found ways to repeat this statement to members: “all of us have the power within ourselves to accomplish whatever we desire”.
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Her message became a march 21
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Everyone connected to her ideas and aspirations 2. TAKE TAKE PRIDE IN BEING UNIQUE
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Compelling visions set us apart from everyone else.
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Vision Vision must differentiate us from others
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Uniqueness fosters pride
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It boosts the self-respect and self-esteem of everyone associated with the organization.
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Every function and every department can differentiate itself by finding its most distinctive qualities.
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Each can be proud of its ideal & unique image of its future.
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Businesses must work harder to differentiate themselves. 3. ALIGN ALIGN YOUR YOUR DREA DREAM M WITH WITH THE THE PEOPLE PEOPLE´S ´S DREA DREAM M
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To enlist others, leaders need to bring the vision to life.
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CLEAR EXAMPLE: MARTIN L. KING.
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His speech of I HAVE A DREAM
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It showed the ability to exert and enlivening influence rooted by fundamental values, cultural traditions. The capacity to use words to create positive image of the future.
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To enlist others, leaders need to bring vision to life.
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Leaders have to animate the vision and make it manifest its purposes (so others can see, hear, taste,etc.)
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People were engaged with his speech.
ANIMATE THE VISION -
To enlist others you have to help them SEE and FEEL how their own interest and aspirations are align with the vision.
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People perception of themselves as uninspiring is in sharp c ontrast to their performance when they talk about their personal-best leadership experiences.
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If you are going to lead, you have to recognize that your enthusiasm and expressiveness are among the strongest allies in your efforts to generate commitment in your constituents.
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By using symbolic language, create images of the future you breathe life into a vision. 1. USE USE SYM SYMBO BOLI LIC C LAN LANGU GUAG AGE E 22
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Leaders use metaphors and other figures to give speech, they give examples exa mples of tell stories, etc.
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They enable constituents to picture the future, hear it, sense it and recognize it.
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Paying attention to metaphors and to their implications helps us recogn ize influences more quickly.
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All leaders need to be more conscious about the powerful effect that these tools of language can have by shaping the way people envision the work.
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Leaders learn to master the richness of figurative speech so that they can paint the word pictures that best portray the meanings of their visions. 2. MAKE MAKE IMA IMAGE GES S OF THE THE FUTU FUTURE RE
- Visions Visions can become real as leaders express those images in concrete terms to their constituents.
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For a vision to be shared it needs to be seen in the mind’s mind’s eye.
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To enlist others and inspire a shared vision, v ision, u must be able to draw upon that every natural process of creating images.
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Try exercises to portrait an image of your mind.
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The first challenge is to vividly imagine the de stination in your minds eye, and then to describe it so colorfully that others will see it and want to visit themselves. 3. PRACTICE POSITIVE COMMUNICATION
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Leaders must keep hope alive.
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Constituents want leaders who remain passionate despite obstacles and setbacks.
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We follow people with a can-do attitude. 4. EXPR EXPRES ESS S YOU YOUR R EMOT EMOTIO IONS NS..
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Scientist found that what people perceived to be charismatic are simple people more animated than others.
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They smile more, speak faster, and pronounce words.
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Emotion drives expressiveness
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Leaders must communicate their emotions using means of expression VERBAL and NONVERBAL
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Emotion makes things more memorable
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It doesn’t have to be complete narrative to make strong memories; it can be just words the mselves. 5. SPEA SPEAK K FRO FROM M THE THE HEA HEAR RT
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If the vision is someone else’s, and you don’t own it, it will be very difficult for you to enlist others in it.
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The prerequisite to enlisting others in a shared vision is genuiness.
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The first place to look before talking to others about the vision of the future is in your HEART. HEART.
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There is no one more believable than a person with a deep passion for something
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There is no one more determined than someone who believes fervently in an ideal.
REFLECTON AND ACTION: ENLISTING OTHERS
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leaders appeal to common ideals
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they connect others to what is most meaningful in the shared vision
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exemplary leaders speak to what is unique and singular about the organization
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The aspiration of constituents is what matter the most.
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To be sustained over time, visions must be compelling and memorable
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Leaders must breath life into visions
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They must believe in what they are saying
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Authenticity is the true test of conviction; constituents will only follow willingly if they sense that their vision is GENUINE.
HERE ARE THE 3 ACTION STEPS TO INCREASE YOUR ABILITY OF ENLISTING OTHERS: 1. Recor Record d your your sh shar ared ed vis visio ion n 2. Bre Breath athee life life int into o your your vis vision ion 3. Expand your commu communicati nication on and and expressi expressiveness veness skill skillss
***Record your shared vision: You can write in a paper and develop what is your ideal and unique image of the future for yourself and for your organization. For example you can ask questions qu estions to yourself such as: what is your idal work community. What images comes to your mind when thinking of the future? - What you articulate should provide others with the opportunity for dialogue. - Successful visions are shared ***Breathe life into your vision:
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You have to make the future come alive in people’s minds.
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You have to stir their hearts
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Evoke strong emotions
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Your work is to make these intangible values (service, respect, freedom, creativity) tangible by using the richness of language to transport people to the place they’re never been.
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When it comes to making visions memorable you have to be evocative, even provocative.
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It’s It’s the figures of speech that create that memory. memory.
***Expand your communication and expressiveness skills:
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expressing a vision is the most difficult of all leadership skills
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Presentation skills, workshops and meetings, help you learn effective techniques to ge t your ideas across.
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the more practice in public speaking you have, the more comfortable you will become
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you can put dvd of famous speakers, listen and learn
- Notice what the speaker does. -
Use gestures and move your body
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Practice a lot.
Enlist Others Essentials Appeal to Common Ideals
Animate the Vision
Taking Action
Connect to whats meaningful to others Take pride in being unique Align your dream with the people's dream Use symbolic Language Make images of the future Practice positive communication communication Express your emotions Speak from the heart Record your shared vision Breathe life into your vision Expand your communication and expressiveness skills
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PART 4 -Challenge the Process CHAPTER 7 - Search for fo r Opportunities Moraleja of the story: If you learn to listen to customers better than everyone else in the planet, your company would be more profitable. The work of leaders is change and all change requires that leaders actively a ctively seek ways to make things better. To To Search for Opportunities to get extraordinary things done, leaders make use of two essentials:
Seize the initiative The fact is that when times are stable and secure, people are not severely tested. They may perform well; but certainty and routine breed complacenc y. The study of leadership is the study of how men and women guide others through adversity, uncertainty, uncertainty, and other significant challenges. It is the study of people who triumph against aga inst overwhelming odds. Leaders are people who seize the initiative with enthusiasm, determination, and a desire to make something happen. 1. Chan Change ge Req Requir uires es Lead Leader ershi ship p
Leadership is inextricably connected with the process of innovation. It is quite clear that leaders must be innovators to navigate their organizations into and through the global economy. 2. Le Leade aders rs Make Make Some Somethi thing ng Happ Happen en
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Leaders do not like the status quo. They want to make something happen, They want to change the business-as-usual environment. Managers who are rated high in proactivity were assessed as more transformational and charismatic leaders. Proactivity produces better results than reactivity or inactivity. It seems that everyone performs better when they take charge of change. One reason why is that proactive people tend to work harder at what they do. They The y persist in achieving their goals, while other tend to give up, especially when faced with strong objections or great adversity. Using your initiative can encourage others to do the same; in so doing, you can accomplish extraordinary things amid terrible chaos.
3. En Encou coura rage ge Init Initiat iative ive in in Othe Others rs
Building yourself up with the positives, as opposed to tearing yourself down, makes you a more confident and more willing to take on new challenges. Leaders seize the initiative themselves and encourage initiative in others. They want people to speak up, to offer suggestions for improvement, and to be straightforward about their constructive criticism. People who speak out and challenge the status quo believe in their ability to do something about the situations they face. People who are high in self efficacy (consider themselves capable of taking action) are a re more likely to act than those who are not. Training is crucial in building self-efficacy and to encouraging initiative. The best leaders know that the investment in training will pay off in the long term. Training is one form of preparation; another effective way to prepare is mental stimulation (being able to imagine the worst possible outcome). Leaders find ways for people to stretch themselves. They regularly set the bar incrementally higher, understanding the importance of setting it at a level at which people feel they can succeed. Raise the bar a bit at a time, and eventually more and more people master the situation and build the self confidence to continue moving the bar up. Providing positive role models of peers also fosters initiative. 4. Chall Challeng engee with with Purp Purpose ose
Leadership is not about challenge for challenge’s sake. It is not about shaking things up just to keep people on o n their toes. It is about challenge for meaning’s meaning’s sake. It is about challenge with passion. If people are going to do their best, they must be internally motivated. The tasks or projects they are engaged must be intrinsically engaging. 27
Rewarding is always good because eventually makes people get things done; but you can never pay people enough to care – to care about their products, services, or even the bottom line. Extrinsic rewards certainly cannot explain these actions. True leaders tap into people’s hearts and minds, not merely their hands and wallets. If work comes to be seen solely as a source of money and never as a source of fulfillment, organizations will totally ignore other human needs at work. Employers will come to see people’s enjoyment of their tasks as totally irrelevant. Reliance on extrinsic motivators can actually lower performance and create a culture of divisiveness and selfishness, precisely because it diminishes our inner sense of purpose.
Exercise Outsight The only effective response from leaders is to be ahead of the innovation curve. They can never afford to be behind it. Innovations comes from just abou t anywhere, two of the three most significant sources of innovative ideas are outside the o rganization. If Leaders are going to detect demands for change, they must stay sensitive to external realities, especially in this networked, global world. They must go out and talk to people. They must listen. Leaders must look outward for fresh ideas. Innovation requires more listening and communication than does routine work. Leaders guiding a change must establish more relationships, connect with more sources of information, and get out and walk more frequently. frequently. 1. Promote Promote Externa Externall and Internal Internal Communic Communication ation.. Leaders can expect demand for change to come from both inside and outside the organization. But organizational leaders are likely to cut themselves off from critical information sources over time, often precisely because they are so busy trying to build an organization that it will be operationally efficient and sustain itself. Groups that have more communication and teamwork are more higher-performing. People that have been accustomed to the way things have been done always (long lived groups) cut themselves off from the kind of information they needed the most to come up with new ideas, and thus reduced their performance. performance. There simply are not enough good new ideas floating around inside, however, to fill the innovation pipeline, you have to listen to the world outside.
2. Let Ideas Ideas Flow Free Freely ly from the the Outside Outside In You must continuously scan the external realities. Innovations require insight – but it also requires even keener outsight. When you keep the doors to the outside world 28
open, ideas and information can flow freely into the organization. Insight without outsight is like seeing clearly with blinders on; you just cannot get a complete picture. If you want the innovative and competitive edge, then you need to destroy confining barriers and adopt an inquisitive attitude toward others’ opinions and insights. Keep your eyes and ears open for new ideas, Remain receptive and expose yourself to broader views. Leaders who are dedicated to getting extraordinary things done are open to receiving ideas from anyone and anywhere.
3. Challenge Challenges s Often Often Find You Because you actively look everywhere for great ideas, this does not mean that you cannot get extraordinary things things done if you are leading a project that has been assigned to you. The reality is that much of what people do is assigned; few of us get to start everything from scratch. That is just a fact of organizational organizational life. Challenges also seek leaders. It is important the choices you make when encountered encountered with challenges.
Reflection and Action: Searching for opportunities Exemplary Exemplary leaders, therefore, are proactive: they actively seek and create new opportunities. The quest for change is an adventure. It tests your wills and your skills. It is tough, but it is also stimulating. Innovation and leadership are nearly synonymous. Leaders are innovators; and innovators are leaders. The focus of leader’s attention is less on the routine operations and much more on the untested and untried. Exemplary leadership requires outsight, not just insight. Here are three steps that you can take toward the future. They are things you can begin to challenge the status quo and move along the path of getting g etting extraordinary extraordinary things done.
Treat Every Job as an Adventure Treat today as if it were your first day. Approach every assignment as a start over. Constantly improve the organization. Be an adventurer, an explorer.
Question the Status Quo Some practices, policies, and procedures are critical to productivity and quality assurance. However, many are simply matters of tradition. Make a list of all the practices in your organization. organization. Review them all and vow to eliminate every useless rule. 29
Send Everyone Shopping for Ideas Be on the lookout for new ideas, wherever you are. Encourage others to open their eyes and ears to the world outside the boundaries of the organization.
Search for Opportunities Essentials Change requires Leadership Leaders make something Happen Seize the Innitiative Encourage Initiative in Others Challenge with Purpose Promote External and Internal Communication Exercise Outsight Let Ideas flor freely from the outside in Challenges often find you Treat every job as an adventure Taking Action Question the status quo Send everyone shopping for ideas
PART 4 -Challenge the Process CHAPTER 8 – Experiment and Take Take Risks Moraleja of the story: Patricia Maryland president of Sinai Grace Hospital noticed that employees mostly related to the way things had been done in the past. She began by listening and talking to staff that way she could find a wa y to create improvement. One of the challenges were long waits for patients at ER. She divided patients with different pains that way it was more organized, she dressed employees with uniforms, she fixed up the place. The moraleja is that you need to take risks with bold ideas. Nothing new and nothing great is achieved by doing things the way you have always done them.
To create a climate in which the norm is to Experiment Exp eriment and Take Risks, it is essential for leaders to:
Generate Small Wins “Never test the depth of the water with both feet” (Old African Proverb). Leaders should dream big, but start small. If you think of problems too broadly or too expansively they appear overwhelming. They suffocate people’s people’s capacity to even conceive of what might be done. 30
Leaders face this dilemma all the time. They want people to reach big heights, but not become fearful of falling. They want them to be challenged, but not overwhelmed. The most effective Change processes are incremental, not one giant leap. Each step forward creates a psychological “win” that propels people to continue in that direction. 1. Progr Progres esss StepStep-byby-Ste Step p
Leaders know they have to break down big problems into small, doable doab le actions. You You have to try a lot of little things when initiating something new before you get it right. Not every innovation works, and the best way to ensure e nsure success is to experiment with a lot of ideas, not just one or two big ones. A small wins approach fits especially well with the nature of work in the information society. society. Managers spend about 3 minutes of uninterrupted time on a single event. You can coach people in increments on how to focus on the task and then to execute it. 2. Try a Lot Lot of Littl Littlee Thi Things ngs
Mint’s Mint’s 50 State Quarters Program, one of the most successful consumer product launches laun ches ever. Rejuvenate the public’s interest in coins and in coin collecting. Each state has a specific coin. They have a small win approach to growth and improvement with the almost a lmost monthly introduction of limited edition and commemorative coins. You do big things by doing a lot of small things. 3. Small Small Wins Wins Pro Produ duce ce Resu Results lts
Small wins produce results for a simple reason: it is hard to argue aga inst success. Small wins produce results because they actively make peop le feel like winners and make it easier for others to want to go along with their requests. Small wins produce results because they build personal and group commitment to a course of action.
Learn from Experience People never do anything perfectly the first time they try it. That is what experimentation ia all about. There is a lot of trial and error involved in testing new concepts, methods, and practices. Without mistakes we would be unable to know what we can and cannot do. Many people echo the thought that the overall quality of work improves when people have a chance to fail. You should not see failures as mistakes because you always learn something from them. The point is that there is no success without the possibility of failure. The objective is not to fail; the objective is to learn. Learning happens when people feel comfortable in talking about both successes and failures. 1. Crea Create te a Cli Clima mate te of of Lear Learnin ning g
Promoting learning requires a spirit of inquiry and openness, patience, and building in a tolerance for error and a framework of forgiveness. Because p eople know that they will not do 31
well the first time they try something. They might embarrass themselves. Learning is most likely to happen in a climate in which people feel safe in making themselves vulnerable. Safer people feel, the more risks they will take and the more mistakes they are willing to make. Safety is also about a climate that encourages people to offer ideas. People usually put down ideas b y saying it is not in their budget or it will never work. 2. Le Leade aders rs Are Are Activ Activee Learne Learners rs
A study was down to find out if manages could differentiate between leadership and learning. Managers were divided into four different approaches to learning: taking action (preferring to learn by trial and error), thinking (reading articles or books or going online to gain knowledge and background), feeling (confronting themselves on what they are worrying about), and accessing others (bouncing hopes and fears off someone they trust). If they were engaged in these they were more rather than less engaged in The Five Practices of Exemplary Leadership. People that were more engage d in various learning tactics were more likely to start something from scratch. The more you are engaged in learning the more successful you are at leading. Another reason that leaders are serious learners is that they are ap t to adopt a “scientific method” perspective to their analysis of problems. The only way that people can learn is by doing things they have never done. 3. View iew Chan Change ge as Chall Challen enge ge
Instead of being debilitated by the stress of a d ifficult experience, leaders said they were challenged and energized by it. Making mistakes is part of the price people pay pa y for innovation and for learning. It turns out that the ability to grow and thrive under stressful, risk abundant situations is highly dependent on how you view change. Stress – even at its most strenuous – does not necessarily contribute to severe illness. It is not stress that makes you ill but how you perceive and respond to stressful events. The leaders we studied experienced the change in which they were engaged as a challenge out of which something extraordinary would come. They were fully engaged, curious, and commited to making something happen. 4. Fost Foster er Hard Hardin ines esss
Hardiness can be learned and cultivated at any time in life. Leaders can help their constituents cope more effectively by creating a climate that develops hardiness by building the following: A sense of control through choosing tasks that are challenging but within the person’s skills level. Commitment with the offer of more rewards than punishments. An attitude of challenge by encouraging people to see change as full of possibilities. On promoting hardiness there are 2 implications. People ca nnot lead if they are not psychologically hardy. hardy. No one will follow someone who avoids stressful events and will not take decisive action. Second, even if leaders are personally very hardy, hardy, they cannot enlist and retain others if they do not create an atmosphere that promotes psychological hardiness. People hardiness. People will not remain long with a cause that distresses them. them. 32
People associate doing their best with feelings of meaningfulness, mastery, mastery, and stimulation. People do not produce excellence when feeling ignored, insignificant, and threatened. Feelings of commitment, control, and challenge provide internal cues for recognizing when you are excelling and when you are only getting through the day. When the forces of challenge never ne ver test their skills and abilities are no in balance, people feel apathy and boredom. When the challenges cha llenges overwhelm their capabilities, they feel worry or anxiety. Neither of these conditions produce optimal performance. It’s the rest of them when they can attain a sense of effortless and optimal performance (FIGURE BELOW).
H Anxiet igh y s e g n e l l a h C
Arousal
Worry
Flow or Optimal Experienc e Control
Apathy
Boredo m
Low
Skills
Relaxation
Low High
Reflection and Action: Experimenting and Taking Risks A major task for all leaders is to identify and remove self-imposed constraints and organizational conventions that block innovation and creativity. Leaders are experimenters: they experiment with new approaches to all problems. Leaders guide and channel the often-frenetic human motion of change toward some end. When things seem to be falling apart, leaders show their constituents the exciting new world they can create from the pieces. By having and fostering and attitude of psychological hardiness, leaders can turn the potential turmoil and stress of innovation and change into an adventure. Here are three actions you could start doing today to encourage yourself and your constituents: 1. Conduct Post-mortems
At the completion of a project take the team through a review retreat. What did we do well? What did we do poorly? What did we learn from this project? How can we do better next time? 2. Condu Conduct ct PrePre-mo mort rtems ems Before doing a new project, try to look for what are the possible problems that can arise in the future. A similar technique is the “the worst case scenario.” Ask yourself and your team to imagine what it could be like if things don’t quite go the way you expec t them to. 3. Stre Strengt ngthen hen Resi Resili lien ence ce 33
Hardiness and resilience are mental, not physical, states. They have to do with how we view stress, disruption, and change in our lives. A few things you can do to help yourself and others in developing the capacity to bounce back from failures and take charge of change. First, step back and gain some perspective. Second, ask yourself what new skills and knowledge you will need. Third, set some goals and make a plan. Fourth, get some help and support from others.
PART 5 -Challenge the Process CHAPTER 9 – Foster Collaboration Moraleja of the story: In order to be successful you need to learn to develop a cohesive and Experiment and Take Take Risks Essentials Progress Step-by-Step Generate small wins Try a Lot of Little Things Small Wins Produce Results Create a Climate of Learning Leaders are Active Learners Learn from Experience View Change as Challenge Foster Hardiness Conduct postmortems Taking Action Conduct Pre-mortems Strengthen resilience collaborative team, beginning with trust as the framework. Not o nly do you need to give your constituents the tools to succeed but also to trust them to get their work completed. To have 34
effectiveness you have to relinquish control and let your employees be responsible for their own jobs. Another crucial foundation for collaboration is having cooperative goals. To To create a climate of collaboration they need to determine what the group needs in order to do their work and to build the team around a common purpose and mutual respect. Leadership is not a solo act, it is a team effort. To Foster collaboration, you need two essentials:
Create a climate of Trust At the heart of collaboration is trust. Without trust you cannot lead . Without trust you cannot get extraordinary things done. To build and sustain social connections, you have to be able to trust others and others have to trust you. Trust is not just what is on your mind; it is also what is in your heart. 1. Trusting Others Pay Off
The more trusted people feel, the better they innovate. People who are more trusting are more likely to be happy and psychologically adjusted than are those who view the world with suspicion and disrespect. People don’t want to stay very long in organizations devoid of trust. Trust is the most significant predictor of individuals satisfaction with their organization. When you create a climate of trust, you take away the controls and allow p eople to be free to innovate and contribute. Trusting leaders nurture openness, involvement, personal satisfaction, and high levels of commitment to excellence. 2. Be the First to Trust
Be the first to trust. Building trust is a process that begins when one party is willing to risk being the first to open up, being the first to show vulnerability, and being the first to let go of control. If you want higher levels of performance that come with trust and collaboration, demonstrate you trust in others before asking for trust from them. Going first requires considerable self-confidence. Trust is contagious and distrust is equally contagious. Self-disclosure is one way you go first. Letting other know what you stand for, and what you are willing to do means disclosing information about yourself. Trust cannot be forced. If someone is bent on misunderstanding people and refuses to perceive them as either well-intentioned or competent, there may be little you can do to change that perception. 3. Be Open to Influence
You have to make a conscious effort to listen and learn from the local expe rts of the company. company. By having a new group it is especially important to build trust early on. You You cannot mandate changes when you do not know the people or the organization. 35
Knowing that trust is key, exemplary leaders make sure that they consider alternative viewpoints, and they make use of other o ther people’s expertise and abilities. By demonstrating openness to others’ influence, influence, you contribute to building the trust that enables your constituents to be more open to your influence. Managers who create distrustful environments often take self-protective postures. They’re directive and hold tight to the reins of power. People who work for these managers usually pass the distrust by holding and distorting information. Sensitivity to people’s needs and interests is another key ingredient in building bu ilding trust. The simple act of listening to what other people have to say and appreciating their unique points of view demonstrates your respect for others and their ideas. 4. Share Information and Resources Value of collaboration is by sharing information. By consulting con sulting with others and getting them to share information, you make certain people feel involved in making decisions d ecisions that affect them.
Facilitate relationships Emphasizing the big picture, and the long term, is crucial in helping people deal with short-term setbacks. Leaders reframe any such incidents as learning experiences. One of the most significant ingredients to cooperation and collaboration is a sense of interdependence, a condition in which everyone knows that they cannot succeed unless everyone else succeeds. 1. Develop Cooperative Goals and Roles
For a team to have a positive experience together, they must have shared goals that provide a specific reason for being together toge ther.. Success can only be achieved ach ieved through cooperation and teamwork. Keeping individuals focused on a common goal promoted a stronger sense of teamwork than emphasizing individual objectives. A objectives. A focus on collective purpose binds people into cooperative efforts. 2. Support Norms of Reciprocity
If one partner always gives and the other always takes, the one who gives g ives will feel taken advantage of and then one who takes will feel superior. In such a climate, cooperation is virtually impossible. To To develop cooperative co operative relationships, leaders must quickly establish norms of reciprocity within teams. The power of reciprocity is best demonstrated as the “Prisoners “Prisoners Dilemma.” Two parties are confronted with a series of situations in which the y must decide whether or not to cooperate. c ooperate. They do not know in advance what the other party will do. There are two basic strategies – cooperate or compete – and four possible outcomes based on the choices players make: win-lose, lose-win, lose-lose, win-win. 36
Reciprocity leads to predictability and stability in relationships, which can keep relationships and negotiations from breaking down. It is absolutely essential that every leader keep the norms of reciprocity and fairness in mind. Once you help others to succeed, succee d, acknowledge their accomplishments, and help them shine, especially in front of others, they will never forget it. 3. Structure Projects to Promote Joint Effort
The leaders job is to make sure that all parties understand each other ’s interests and how each can gain more from working together than from working alone or with their own interests in mind. People are more likely to cooperate, if the payoffs for interdependent efforts are greater than those associated with working independently. Leaders structured projects so that each person’s tasks made a visible contribution to the end result. For cooperation to succeed, individuals need to understand that by b y working together they will be able to accomplish something that no one man can do on their own. Another way of facilitating cooperation through promoting joint efforts is to emphasize long term payoffs. 4. Support Face-to-Face Interactions
Group goals, reciprocity, and promoting joint effort are a ll essential for collaboration to occur, but what is also critical is positive face-to-face interactions. This need for these interactions increases the complexity of the issues. People nowadays believe that virtual interactions are considered face to face interactions, bu t it is wrong because your are not physically with the person. People who expect durable interactions in the future are more likely to cooperate in the present. Fostering collaboration is so crucial to the success of teams and you should treat every significant relationship should be treated as if it’ll last a lifetime.
Reflection and Action: Fostering Collaboration Collaboration You cannot get extraordinary things done by yourself. Collaboration is the master skill that enables teams to function effectively. Collaboration can be sustained only when you create a climate of trust and facilitate effective long-term relationships. Trust is the lifeblood of collaborative teamwork. Three Actions: 1. Show trust to build trust
Building trust is a process that begins when o ne party is willing to risk being the first to ante up, being the first to show vulnerability. vulnerability. Since you are the leader, the first to trust has to be you. Of course there are risks. You might end up looking weak or incompetent but the risk is well worth while. Trustworthiness is in the eye of the beholder. This means that in order o rder for your constituents to call you trustworthy they must believe that you have their be st interests in heart. 2. Say We, Ask Questions, Listen, and Take Advice
Because no one ever accomplishes anything significant alone, your approach can never be I did this and I DID THAT. THAT. When talking about abou t what is planned or what has been be en accomplished, it is essential that you talk in terms or our vision, we did this, WE DID THAT THAT. 37
Audit your I-WE language and also audit aud it you’re talking and listening behavior. If you want people to trust you, and if you want wan t to build a climate of trust in your organization, the listening to talking ratio has to be in favor of listening. You have to have the routine of asking questions, listening and taking advice from others. Remember that listening does not mean not speaking. 3. Get People Interacting
People cannot all be in this together unless you get them interacting on both a personal and professional basis. People need these opportunities to socialize, exchan ge information, and solve problems informally.
Foster Collaboration Essentials
Create a climate of trust
Facilitate Relationships
Taking Action
Trusting Others Pays Off Be the first to trust Be Open to Influence Share information and Resources Develop Cooperative Goals and Roles Support Norms of Reciprocity Structure Projects to Promote Joint Effort Support Face-to-Face Interactions Show trust to build trust Say we, ask questions, listen, and take advice Get People Interacting
PART 5 -Challenge the Process CHAPTER 10 – Strengthen Others
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Moraleja of the story: That mutual respect and accountability were ke y to the team’s success. Although lack of experience was unavoidable, lack of knowledge or enthusiasm was not acceptable. If someone did not have knowledge in an essential area, he or she she was responsible for gaining that knowledge. Sanjay set up a buddy system that paired up a less experienced with a more experienced expe rienced worker. Creating a climate in which people are fully engaged and feel in control of their own lives is at the heart h eart of strengthening others. Two leadership Essentials:
Enhance self-determination self-determination Leaders accept and act on the paradox of power: you become more powerful when you give your own power away. People, who feel powerless, be they managers or individual contributors, tend to hoard whatever shreds of power they have. Powerless managers tend to adopt petty and dictatorial styles. As we examine powerless and powerful times, we’re struck by one clear and consistent message: feeling powerful – literally feeling “able” – comes from a deep sense of being in control of your own life. Any leadership practice that increases another ’s sense of selfdetermination, self-confidence, and personal effectiveness makes that person more powerful and greatly enhances the possibility of success. Feeling success. Feeling powerful comes from a deep sense of being in control of your own life. The more people believe that they can influence the organization, the greater organizational effectiveness and member satisfaction there will be. A sense sense of personal power results in higher job fulfillment and performance throughout the organization. Self-determination can be enhanced in a number of ways. The most significant actions a leader can take to ensure that people can decide for they are to provide more choices, design jobs that offer latitude, and foster personal accountability. accountability. 1. Provide Choices Many have written about how choice is required for organizations and their employees to provide exceptional customer service. Responsive service and extra employee efforts emerge when people have the necessary leeway to meet customer needs and sufficient authority to serve customer wants. People simply cannot lead and cannot canno t make a difference unless they have a choice. If someone has no freedom of choice and can only act in ways prescribed by the organization, then how can they respond when the customer or another an other employee behaves in ways wa ys that are not in the script. 2. Design Jobs to Offer Latitude If leaders want higher levels of performance and greater initiative from their constituents, they must be proactive in designing work that allows people discretion and choice. The shift to fewer job classifications in large organizations is a clear sign that breadth is essential to rapid response.
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Narrow job classifications limit our options, and narrower options mean peop le cannot do very much to respond customer needs. In this dynamic global environment, only adaptive individuals and organization will thrive. thrive. This means leaders must support more and greater individual discretion to meet the changing demands of customers. A healthy business relationship starts with reasonable compromises and mutual understanding from both sides, not by b y simply pressing hard on one side. 3. Foster Accountability The power to choose rests on the willingness to be held accountable. The more freedom of choice people have, the more personal responsibility they must accept. Unless people take personal responsibility and unless they are held accountable for their own actions, others are not very inclined to want to work with them nor much inclined to cooperate in general. Structuring the situation so that people have to work collaboratively can actually increase personal accountability. accountability. Because when you know that your colleagues are expecting ex pecting you to be prepared and to do your job, these peer expectations are a powerful force in motivating you to do well. Some people believe that teams and other cooperative endeavors minimize individual accountability. Accountability was pushed by reminding the operators to “focus on the problem, not the person” and making each ea ch operator accountable was critical to the success of Andy’s Andy’s initiative. Pointing out individuals’ success in the presence of the ir peers was one of the ways wa ys that Andy reinforced who was accountable for what. Accountability what. Accountability results in feelings of ownership, ownership , that you – not someone else – have the responsibility for what’s what’s going on around you.
Develop competence and confidence Options, latitudes, and accountability fuel people’s sense of power and control over their lives. Without the knowledge, skills, information, and resources to do a job expertly, expertly, without feeling competent to skillfully execute the choices that it requires, peo ple feel overwhelmed and disabled. Developing competence and building confidence are essential to delivering on the organization’s organization’s promises and maintaining the credibility of leaders and team members alike. 1. Educate, educate, Educate When you increase the latitude and discretion of your constituents, you also have to increase expenditures on training and development. develop ment. Without Without education and coaching, coac hing, people are reluctant to exercise their knowledge, in part because they don’t know how to perform the critical tasks and in part out of fear of being punished for making mistakes. For leaders, developing the competence and confidence of their constituents is a personal and coach, having empathy for and an hands-on affair. Leaders affair. Leaders are genuinely interested in those they coach, understanding of each of their constituents. 2. Organize Work Work to Build Competence
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Your constituents cannot act like owners and provide leadership if they fundamentally do not understand how your business or program operates. Another way leaders can help strengthen constituents is by understanding how the contextual factors of their jobs play out. Make certain that peoples’ jobs are designed so that they know what is expected of them. Provide sufficient training and technical support so that people can complete their assignments successfully. successfully. Enrich their responsibilities so that they experience variety in their task assignments a ssignments and opportunities to make meaningful decisions dec isions about how their work gets accomplished. 3. Foster Self-Confidence Fostering the confidence to do well is critical in the process of strengthening others. Just because individuals know how to do something doesn’t necessarily mean that they will do it. Without sufficient self-confidence, people lack the conviction for taking on tough challenges. Building self-confidence is building people’s inner strength to plunge ahead in uncharted terrain. Having confidence in your ability to handle the job is essential in promoting and sustaining consistent efforts. 4. Leaders Coach Leaders actively seek out ways to increase choice, choice, providing greater decision making authority and responsibility for their constituents. They also develop the capabilities of their team and foster self-confidence through the faith they demonstrate in letting other peop le lead. In taking these actions, leaders act as coaches, helping others learn how to use their skills and talents, as well as learn from their experiences. Coaches listen, mentor, and fundamentally change the culture and the decision making process. Leaders never take control away awa y from others. They leave it to their constituents to decide and to take responsibility for the decisions they make. Reflection and Action: Strengthening Others Strengthening others is essentially the process of turning constituents into leader – making people capable of acting on their own initiative. Leaders strengthen others when they make it possible for constituents to exercise choice and discretion. Leaders develop in others the competence, as well as the confidence, to act and to excel. They make certain that constituents have the necessary date and information to understand how the organization operates. Action Steps 1. Increase Individual Accountability Enhancing self-determination means giving people control o ver their own lives. Therefore you, the leader, have to give them something of substance to control and for which they the y are accountable. People’s increased sphere of influence ought to be over something relevant to be pressing concerns and core technology of the business. 41
2. Offer Visible Support Power does not flow to unknown people; p eople; becoming powerful requires getting noticed. And getting noticed means getting the visible support of the leader. No one likes to be taken for granted, and everyone likes being noticed. By fostering outside contacts, and by developing and promoting people with promise, you help bu ild a greater sense of personal power. 3. Conduct Monthly Coaching Conversations You need to have monthly coaching conversations with each of your tea m members. Both parties learn how they can be doing better than they are in these dialogues. Coaching is not a once a year process.
Strengthen others Essentials Provide choices Enhance SelfDesign jobs to offer latitude determination Foster accountability Educate, educate, educate Develop Organize work to build competence competence and Foster self-confidence confidence Leaders coach Increase individual accountabili a ccountability ty Offer visible support Taking Action Conduct monthly coaching conversations
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