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South Bay OD Network

September 10, 2012

Jim Kouzes

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individual leaders have little or no impact on the organizations they lead.


Gautam Makunda Indispensable: When Leaders Really Matter
James M. Kouzes & Barry Z. Posner. All Rights reserved.

"Everything you need to be a successful leader you already have: your intelligence to see an issue and a way to fix it, your heart to stay motivated, and your courage not to give up."
Melissa Poe Hood, Women of Distinction honoree
James M. Kouzes & Barry Z. Posner. All Rights reserved.

maybe someone like myself does have the possibility of being a leader.
D. R. email to Jim Kouzes, May 21, 2010
James M. Kouzes & Barry Z. Posner. All Rights reserved.

Objectives
1. Explain the impact of demographics on workplace engagement. 2. Explain the impact leader behavior has on engagement and performance. 3. Discuss The Five Practices of Exemplary Leadership and their impact on engagement. 4. Define the quality that forms the foundation of all leadership. 5. Discuss what it takes to become the best.
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Engagement and Leadership

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Three Minute Drill


1. What words or phrases come to mind that describe an engaged workforce. 2. Discuss and be ready to share 3 or 4.
James M. Kouzes & Barry Z. Posner. All Rights reserved.

(Engagement is) a heightened emotional connection that the employee feels for his/her organization, that, in turn, influences him/her to apply additional discretionary effort to his/her work.
The Conference Board Employee Engagement in a VUCA World, 2011
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Engagement involves investing the hands, head, and heart in active, full work performance.
Bruce Rich, Jeffrey LePine, Eean Crawford Academy of Management Journal
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Kouzes & Posners Positive Workplace Attitudes Measure


1. 2. 3. 4. My work group has a strong sense of team spirit. I am proud to tell others that I work for this organization. I am committed to this organizations success.. I would work harder and for longer hours if the job demanded it. 5. I am highly productive in my job. 6. I am clear about what is expected of me in my job. 7. I feel that my organization values my work. 8. I am effective in meeting the demands of my job. 9. Around my workplace, people seem to trust management. 10. I feel like I am making a difference in this organization.
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What Explains Why Constituents are Engaged? 1. Who they are? or 2. How their leader behaves?
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Who Constituents Are


1. Age
2. Gender

6. Position
7. Function 8. Industry

3. Country
4. Education 5. Tenure
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9. Size of orgn

How Their Leader Behaves


Model the Way

Inspire a Shared Vision


Challenge the Process Enable Others to Act

Encourage the Heart


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

Explaining Engagement (PWA)


Who Constituents Are
How Leaders Behave

0.2%
27.7%

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Explaining Committed/Engaged Workforce


35
32.4

30 25 20 15 10 5
2.3 0.2 0.2 0.2 0.3

30.1 27.7 27.8

29.6

United States Europe Asia Pacific Latin America Australia

Demographics
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Leadership

PWA and LPI Scores


Low PWA

Moderate PWA

High PWA

Model Inspire Challenge Enable Encourage


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42.16 39.69 40.14 45.25 40.85

47.16 44.18 45.12 49.81 46.25

51.40 49.20 49.47 53.39 51.01

Despite peoples differences, their workplace engagement is a result of how their leaders behave!
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The more frequently leaders demonstrate each of The Five Practices of Exemplary Leadership the more engaged people are in their workplaces.
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The Bottom Line


Strongly Practiced Weakly Practiced

Net Income Growth

841%

-49%

Stock Price Growth

204%

76%

Source: Richard Roi, Crawford International


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The question is not, "Will I make a difference? The question is, "What difference will I make?"
James M. Kouzes & Barry Z. Posner. All Rights reserved.

The Five Practices of Exemplary Leadership

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

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

Kouzes & Posner Research


Over 30 years of collecting data Over 5,000 individual cases studied Over 3 million survey respondents Global data from 72 countries Over 500 research studies by others www.leadershipchallenge.com

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Tell us about a time when you were at your personal best as a leader.
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The Five Practices of


Exemplary Leadership Model the Way

Inspire a Shared Vision


Challenge the Process Enable Others to Act

Encourage the Heart


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

Model The Way

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Clarify values by finding your voice and affirming shared values. Set the example by aligning actions with shared values.

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In order to become a leaderits important that I first define my values and my principles.

Olivia Lai, Hong Kong University of Science and Technology


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Employee Commitment
HIGH

LOW

Clarity about organizations values

4.87
4.90
LOW

1 4

2 3

6.26
6.12
HIGH

Clarity about my values


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

Clear Leadership Philosophy

Leaders

25% more engaged

Constituents

40% more engaged

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Credibility is the foundation of leadershipIf you dont

believe in the messenger, you wont believe the message.


Jim Kouzes and Barry Posner, The Leadership Challenge
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What is credibility behaviorally? How do you know it when you see it?
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DWYSYWD
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James M. Kouzes & Barry Z. Posner. All Rights reserved.

(Organizations) where employees strongly believed their managers followed through on promises and demonstrated the values they preached were substantially more profitable than those whose managers scored average or lower.
Tony Simons, Cornell University, The Integrity Dividend
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Inspire a Shared Vision

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Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.
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So, Jim, where do you see yourself in ten minutes?

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Forward Looking
In Leaders In Colleagues

71%
27%

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

Leadership is more than influence. It is about reminding people of what it is we are trying to build and why it matters. It is about painting a picture of a better future.
Michael Hyatt, CEO, Thomas Nelson
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Imagine your own career ten years out, and dream of a position that serves you wellCreate your own position. Create our future.
Nancy Sullivan, vice president of Disability Benefits, Trustmark Companies

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Envision and Enlist

Constituents

25% more engaged

Leaders

50% more effective

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Challenge The Process

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Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience.
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If you have not endured the most difficult, you cannot become the most successful.

Saying taped to Joe Barsis computer


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The similarity that most stuck outwas how each person had to overcome uncertainty and fear in order to achieve his or her best.
Katherine Winkel, Seattle Genetics
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Everyone can make a difference if she or he dares to step out to seize the opportunity and take the initiative.
Sam Liu, Manager, Shuttle Truck Operations, Hong Kong
James M. Kouzes & Barry Z. Posner. All Rights reserved.

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Feeling and Seeking Challenge

Constituents

25%-35% more engaged

Leaders

50% more effective

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Enable Others to Act

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Foster collaboration by building trust and facilitating relationships. Strengthen others by increasing selfdetermination and developing competence.
James M. Kouzes & Barry Z. Posner. All Rights reserved.

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..its all about fostering collaboration and building spirited teams actively involving others, creating an environment of mutual trust and respect.
Cora Carmody, SVP, Jacobs Engineering
James M. Kouzes & Barry Z. Posner. All Rights reserved.

Most importantly, the level of trust subordinates had in their leaders determined the amount of leader influence subordinates accepted.
P.J. Sweeney, V. Thomson, & H. Blanton, Journal of Applied Social Psychology 2009.
James M. Kouzes & Barry Z. Posner. All Rights reserved.

The Name of the Game Makes A Big Difference!


Community Game Wall Street Game
70%

30%

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

We are all human, and we need to treat people respectfully. I listen to what people have to say so that I know what is going on in their heads and hearts. Only then can I work with them to improve.

Sinisa Ljujic, Christie Digital


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

Enable Others to Act

Constituents

30% more engaged

Leaders

60% more effective

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

Encourage The Heart

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

Recognize contributions by showing appreciation for individual excellence.


Celebrate the values and victories by creating a spirit of community.
James M. Kouzes & Barry Z. Posner. All Rights reserved.

Do you need encouragement to perform at your best


When you get encouragement, does it help you perform at a higher level?
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They want to know that I value them. That I think they are doing a great job. And that I am not taking their contribution for granted.
Jane Binger, executive director of leadership development Lucille Packard Childrens Hospital at Stanford University
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No one would come to your cube and talk to you about what you had achievedIt didnt make me or anyone else very excited about getting the reward.
Maurice Chan, engineer, telecommunications company, Hong Kong
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He showed that he cared.


Jade Liu, Ambition Group, referring to Guy Day, managing director
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The Highest Performing Leaders


Are more open and caring,

Express more affection,


Demonstrate more passion, Are more positive, and Are more grateful and encouraging

than lower performers


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

The first core truth about positive emotions is that they open our hearts and our minds, making us more receptive and more creative.

Barbara Fredrickson University of North Carolina, Chapel Hill, Author of Positivity


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

Magic Ratio

3 :1
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James M. Kouzes & Barry Z. Posner. All Rights reserved.

Benefits of Celebrating Accomplishments


Constituents
Leaders
26% more engaged

31% more effective

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

The Five Practices of Exemplary Leadership


Model the Way

Inspire a Shared Vision


Challenge the Process

Enable Others to Act


Encourage the Heart
James M. Kouzes & Barry Z. Posner. All Rights reserved.

Going Forward

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

Better learners consistently engaged in leadership practices more frequently than those in the low learning category.
Lillas Brown and Barry Posner
James M. Kouzes & Barry Z. Posner. All Rights reserved.

Two hours per day if you want to stay the same. More if you want to get better.
Glenn Michibata, head coach, Men's Tennis, Princeton University
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The development of expertise requires coaches who are capable of giving constructive, even painful, feedback.
Source: K. Anders Ericsson, Michael J. Prietula, and Edward T.Cokely, Harvard Business Review.
James M. Kouzes & Barry Z. Posner. All Rights reserved.

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

Where do I start becoming a better leader? . I found that every day I had an opportunity to make a small difference.

Sergey Nikiforov, CA Technologies


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I could have coached someone better, I could have listened better, I could have been more positive toward people, I could have said thank you more often, I could havethe list just went on.
Sergey Nikiforov, CA Technologies
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Saying yes begins things. An attitude of yes is how you will be able to go forward in these uncertain times.
Michael Hogan, University of Illinois
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Are you ready to say yes to leadership?


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

For more information about The Leadership Challenge and Jim and Barry visit:
www.leadershipchallenge.com

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