1. Present Me Presentation: Presented by; Jolanda Mernacej Professor Meyer MBA 701 December 12, 2011

2. The Leadership Challenge Model led them to write their first book. The Leadership Challenge! By James M. Kouzes and Barry Z. Posner

3. Central thesis of the book  Leaders are at their best when they participate at a heart level in 5 key areas.  Each chapter deals with these areas on a philosophical level and proceed to give practical suggestions on how to implement these principles.  Embedded in the 5 fundamental practices of effective leadership are behaviors that serve as the basis for learning to lead.  The 10 Commitments: These 5 areas of effective leaders as well as the Ten Commitments are described in the next slides.

4. Model the WayInspire a Shared VisionChallenge the ProcessEnable Others to ActEncourage the Heart © James M. Kouzes & Barry Z. Posner Five Features of Great Leaders

5. The Ten Commitments Model the Way Encourage the Heart Enable others to Act Challenge the ProcessInspire a Shared Vision Find your voice by clarifying your personal values Set the example by Aligning Actions with Shared Values Envision the future by imagining exciting and ennobling possibilities Enlist others in a common vision by appealing to shared aspirations 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 Foster collaboration by promoting cooperative goals and building trust Strengthen others by sharing power and discretion Recognize contributions by showing appreciation for individual excellence Celebrate the values and victories by creating a spirit of community

6. The Five Practices Model the Way Encourage the Heart Enable others to Act Challenge the Process Inspire a Shared Vision

7. Leadership defined as … “the art of mobilizing others to want to struggle for shared aspirations.”

8. Leaders Inspire a Shared Vision Model the Way Encourage the Heart Enable others to Act Challenge the Process  Speak their Language  Understand Their Needs  Ignite Passion with Enthusiasm  Inspire Commitment (not Command it)  Dialogue (not Monologue)

9. Leaders Envision the Future: A) Imagining the possibilities. Reflect on your past Attend to the present Prospect the future Feel your passion B) Finding a common purpose. Listen deeply to others Determine what is meaningful to others Make it a cause for commitment Be forward looking in time of rapid

10. Take action by: Determine something the leader wants to do Picture what the leader will do next Survey the leader’s components about their aspirations

11. Leaders Enlist Others: A) Appeal to common ideals - visions are ideals Connect to what is meaningful to others Take pride in being unique Align your dream with the people’s dream B) Animate the vision: Use symbolic language Make images of the future Practice positive communication Express your emotions Speak from the heart

12. Take action – Record the leader’s shared vision – Breath life into his/her vision – Expand the communication and eloquence skills

13. Main points: INSPIRE A SHARED VISION Leaders passionately believe that they can make a difference. Leaders envision the future Leaders enlist others in the dream They breathe life into the shared vision If the blind lead the blind, both shall fall into the ditch. — The Bible

14. Kouzes and Posner point out that: Leaders have a desire to make something happen They realize that people will not follow unless they accept the vision as their own They know their team members and how to communicate with them They recognize the needs and interests of team members They demonstrate enthusiasm for their vision, spread that enthusiasm to others A leader who inspires a shared vision is Martin Luther King.

15. When leaders effectively communicate the vision, it has huge potential effects. Think of Dr. Martin Luther King Jr’s “I have a dream” speech. It was vivid, he used clear examples and these examples were familiar images that people could relate to.  He appealed to the common bonds of his audience.  He was positive and hopeful.  He shifted from “I” to “We” partway through the speech.  He didn’t ignore the difficulties. He stated them, but then stated his dream – how to get past the difficulties.

16. Conclusion Sharing a vision is a challenging task! It is hard to know how to approach a group with your vision and what attitude to have when sharing it. Sometimes you have to be firm and other times you can be more relaxed. Learning how to read the audience and the situation helps the leader get inspired on the different visions they have had. It EI as well. You want to actually inspire others, not just have them listen to your idea. One needs to put passion, heart, and enthusiasm behind their vision. You have to show that you fully belief in what you are trying to accomplish. Having a vision is important but the methods are just as crucial.

17. 10 Things Leaders Need to Know from The Leadership Challenge Each leader should first know the values and principles important to him or her. Then he or she can relate those to the values and principles of the corporation and its employees. “Put your money where your mouth is”, “practice what you preach”, and “walk the talk”. A leader must follow-through and lead by example. Take off the blinders and look for the future possibilities. Start with your past to see where you and your team are going in the future. Shared visions of the future will gain commitment instead of compliance among team members. Leaders should take change head-on. Change should be an adventure to broaden the company and create new ideas that motivate team members. Create a trusting environment that allows team members to be creative and take chances. Build from any mistakes; use these as successful steps in the right direction. Create interdependence among team members and use the “Golden Rule”. Help each team member to realize everyone is needed for the big picture. The strength of a leader is born in team members when leaders release control to them. Believe in your team members abilities and communicate that through recognition and feedback. Use celebrations, meetings, ceremonies, training sessions, etc., as opportunities to repeat core values.

19. Thank you & Happy Holidays.