1. The Leadership Challenge ™ (revisited!) Michael Neiss

3. Whitewater… 13% believe executives consider moral appropriateness White collar revolution Baby boomer retirement? It’s the economy…

4. Gallup Survey 2001

5. Business Week The only way Corporate America can restore earnings may be to keep cutting costs and jobs

6. “Execution is the missing link between aspirations and results” - Larry Bossidy “It’s essential for every execution driven company to develop the leadership pipeline.”

7. Content holds up! New research New case studies Practices still apply..the context has changed!

8. Kouzes and Posner Heightened uncertainty People first Even more connected Social capital Global economy Speed Changing workforce Search for meaning

9. “Only three things happen naturally in organizations: friction, confusion, and underperformance. --Peter Drucker Everything else requires leadership.”

10. “Leadership is the art of mobilizing others to want to struggle for shared aspirations.” --Kouzes and Posner

11. Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Five Practices of Leadership

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

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

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

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

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

17. Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Five Practices of Leadership

18. What is the LPI? 30 behavior–based statements 5 independent leadership scales (each with 6 behavioral statements) Strong reliability and validity Significantly correlated with measures of: –Leader credibility –Commitment –Teamwork and empowerment –Productivity –Performance and effectiveness –Reduced turnover and absenteeism Leadership Practices Inventory

19. USUALLY =48

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

21. Credibility is the foundation of leadership. If you can’t believe the messenger, you won’t believe the message. Kouzes and Posner

22. 21% Ambitious 40% Broad-minded 20% Caring 66% Competent 28% Cooperative 20% Courageous 33% Dependable 24% Determined 42% Fair-minded 71% Forward-looking 88% Honest 23% Imaginative 6% Independent 65% Inspiring 47% Intelligent 14% Loyal 17% Mature 8% Self-controlled 34% Straightforward 35% Supportive Characteristics of an Admired Leader

23. Honest Forward-looking Competent Inspiring Characteristics of an Admired Leader

24. Source Credibility Trustworthiness Expertise Dynamism

25. CredibilityLeadership Honest Forward- looking Competent Inspiring Trustworthiness Expertise Dynamism + VISION

26. High Management Credibility Be proud to tell others they’re part of the organization Feel a strong sense of team spirit See their own personal values as consistent with those of the organization Feel attached and committed to the organization Have a sense of ownership When constituents perceive their managers to have high credibility, they are more likely to:

27. Low Management Credibility Produce only if they’re watched carefully Be motivated primarily by money Say good things about the organization publicly, but criticize it privately Consider looking for another job in tough times Feel unsupported and unappreciated When constituents perceive their managers to have low credibility, they are more likely to:

28. D W Y S Y W D

29. Align Actions with Values Spending Time Critical Incidents Stories !? Communications & Interactions Symbols & Rituals Rewards

30. Shared Values Make a Difference Less personal and job-related stress That organizational policies are guided by ethical standards That organizational goals are important More personally successful More committed to the organization and to key stakeholders More willing to work harder & longer hours Clearer about organizational values People feel:

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

32. What Is a Vision? Ideal Unique Image Future oriented Common purpose

33. “I have a dream.”

34. “I have a list of measurable objectives.”

35. When Visions Are Clear Job satisfaction Commitment and loyalty Esprit de corps Clarity about organizational values Pride in the organization When executives effectively communicate the vision people report significantly higher levels of:

36. Executive Vision Communication Self Others Very Effective47% 8% Somewhat Effective46%18% Not Too Effective 4%35% Not At All Effective 1%34% Not sure 1% 5%

37. Communicating a Vision Four fatal assumptions: – People UNDERSTAND what was ommunicated – People AGREE with what was communicated – People CARE about what was communicted – People will take APPROPRIATE ACTION

38. Communicating a Vision Authenticity – Who am I? What do I believe? Foresight – Where am I leading us? What is our legacy? Connection – Are we aligned? Is it “ours”? Context: – What does it require of us now and in the future?

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

40. “If the rate of change inside the organization is not greater than the rate of change outside the organization, then the end is near.” --Jack Welch, General Electric

41. VENTURERS WANTED!!

43. “Anything worth doing is worth doing poorly.” --Ralph Stayer, CEO Johnsonville Foods

44. Use Outsight Be open Stay in touch Step outside of boundaries

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

46. 12 Questions Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for good work? Does my supervisor, or someone at work, care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make the work feel important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, have I talked with someone about my progress? At work, have I had opportunities to learn and grow? ----Marcus Buckingham & Curt Coffman First, Break All the Rules

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

48. Encouraging the Heart Set Clear Standards Expect the Best Pay Attention Personalize Recognition Tell the Story Celebrate Together Set the Example

49. Expect the Best in Others Set a high standard Find people doing things right Be creative Make recognition public

50. “Without ceremonies, there are no beginnings, no endings. Life becomes an endless series of Wednesdays.” —David Campbell Senior Fellow Center for Creative Leadership