1. RCCD Leadership Academy May 3, 2013
360° Leadership: Leading UP, Across, and Down from anywhere in the Organization
RCCD Leadership Academy
May 3, 2013

2. N W E S Self Leadership 50% 360°Leadership Compass Leading Up 25%
Laterally W E
20%
Much of the leadership that we exert is with people over whom we have no authority. When we are influencing up and across… 5%
Leading Down S
Leading from the Inside Out

3. The Foundation for managing without authority
Kouzes & Posner

4. The search to understand leadership…
…from the leaders’ perspective and the followers’ perspective…
…over 30 years ago.

5. The Leaders’ Perspective: Personal Best Leadership Experience
Get into triads:
Each person will tell his/her personal best leadership story.* (5 minutes each)
Discuss these questions:
What do the keys to leadership success seem to be?
What common leadership practices run through all the stories?
Share with group. (chart)
The first half of the story…what do leaders see as leadership success?
This was pre-work that was sent to the participants before the first session. They were to think about their personal best leadership story and be prepared to describe the situation, how they responded to it, and what leadership behaviors they believed contributed to their success.
It’s a great idea to chart the common leadership behaviors they mention, if you have time, because you can go back later and ask them which of the five practices these leadership behaviors belong to.
* An experience where you were not the positional leader, if possible.

6. Some Details About Kouzes & Posner’s Personal Best Case Studies
Riverside County Office of Education Leadership Challenge Workshop
Some Details About Kouzes & Posner’s Personal Best Case Studies
Personal Best leadership experiences reveal uniformity of behavioral “Practices” across sectors, genders, geographies, functions, levels and ages.
Using these best “Practices” more frequently makes a leader more effective.
Reliability and validity of these findings have been tested for 30 years and counting.
June 17, 2011 6

7. The Followers’ Perspective
What do you look for and admire in a leader?
(someone whose direction you would willingly follow)
The second half of the story: what followers think of leadership success.
Just 30 second to talk about…first thing that comes to mind when they look for and admire in a leader. They also completed and submitted a form on which they selected the top 7 characteristics they look for in a leader.
(This survey was also a key piece of Kouzes and Posner’s research on leadership. They wanted to know what people were looking for in their leaders.) 7

8. What are the top 4 characteristics for this group?
Whoever tabulated results will provide the answers.

9. Top Rated Leadership Characteristics
Honest
Forward-Looking
Inspiring
Competent
Again, across thousands of surveys administered, these four characteristics are always rated as the top characteristics in admired leaders.

10. + Leadership = Credibility Honest Competent Inspiring Vision
Forward-Looking
This is the Kouzes & Posner “formula” for leadership. We want our leaders to have credibility and to have vision.
Interesting note: When Kouzes & Posner did this same kind of task with regard to the top characteristics desired of colleagues, the answers were Honest and Competent (like leaders), then Cooperative and Dependable instead of Inspiring and Forward-Looking. What sets apart a leader from a colleague is their ability to inspire a shared vision of a great future and to enlist others in that vision.

11. “Leadership is the art of mobilizing others to want to struggle for shared aspirations.”
Kouzes & Posner
Definition of leadership (Kouzes & Posner)
Emphasize the word “want.” A true leader mobilizes others to want to struggle for shared aspirations. He or she does not coerce, force, cajole, beg, hope, or wish others would struggle for shared aspirations.

12. Leadership is... …Everyone’s business …A relationship …Learned
…Self-development
…An ongoing process
From The Leadership Challenge, 5th edition: Start at p. 30
Everyone’s business: Our findings challenge the myth that leadership is something that you find only at the highest levels of organizations and society. We found it everywhere.
A relationship: What leaders say they do is one thing; what constituents say they want and how well leaders meet these expectations is another. Leadership is a reciprocal process between those who aspire to lead and those who choose to follow. (If you think you are leading, but you turn around and see that no one is following you, you’re probably not a leader.)
Learned: Leadership is an identifiable set of skills and practices that are available to all of us, not just a few charismatic
men and women.

13. First Law of Leadership
If you don’t believe in the messenger, you won’t believe in the message.
You can’t believe in the messenger if you don’t know what the messenger believes.
You can’t be the messenger until you’re clear about what you believe.
Information on this can be found in The Leadership Challenge. In the 5th edition, check out pp
Credibility is key:
Honest
Forward Looking
Inspiring
Competent

14. Second Law of Leadership
DWYSYWD: Do What You Say You Will Do.
Walk the talk.
Practice what you preach.
Follow through on promises.
Information on this can be found in The Leadership Challenge. In the 5th edition, check out pp
Credibility is key:
Honest
Forward Looking
Inspiring
Competent

15. Take a few moments…
…and list some famous people who were great leaders.
Would you say that these people had great credibility? Vision? Were they examples of the first and second laws of leadership?
How many of these people had positional authority? If so, did their positions make them great leaders?
Leadership resides in the person, not the position.

16. The Next Step in the Journey: The Model
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
The story continues…Kouzes and Posner took the information from the Personal Best Leadership Stories and the responses of followers, did their statistical magic, and came up with five practices that all good leaders engage in. Through LPI, thoroughly validated and replicated over hundreds of thousands (millions) of times. 16

17. Model the Way Clarify values. Set the example.
What are the guiding principles that will focus your leadership?
Set the example.
Demonstrate your deep commitment to those principles.
Leaders are suppose to stand up for their beliefs, so they better have some beliefs to stand up for.
They speak and act on behalf of a larger organization. Leaders must forge agreement around common principles and common ideals.
Exemplary leaders go first.
They go first by setting the example through their daily actions that demonstrate they are deeply committed to their beliefs.
Modeling the way is about earning the right and the respect to lead through direct involvement and action. People follow first the person, then the plan. 17

18. Inspire a Shared Vision
Envision exciting and ennobling possibilities.
You need a vision that others will want to adopt.
Enlist others in the common vision.
Know your people and speak their language.
They have visions and dreams of what could be.
Leaders can not command commitment, only inspire it.
To enlist people in a vision, leaders must know their constituents and speak their language.
Leaders breathe life into the hopes and dreams of others and enable them to see the exciting possibilities that the future holds. 18

19. Try, fail, learn. Try, fail, learn. Leaders are learners.
Challenge the Process
Search for opportunities to innovate, grow, and improve.
Create a climate for experimentation, the recognition of good ideas, the support of those ideas, and the willingness to challenge the system to get new ideas adopted.
Experiment and take risks.
Despite the inevitability of mistakes and failures, leaders proceed anyway.
Every single personal best leadership case they reviewed had some kind of challenge.
All leaders challenge the process.
Innovation comes more from listening than from telling.
Leaders know that innovation and change involve experimenting and taking risks.
Challenge the Process is not about complaining, criticizing, or simply bucking the system. It is about searching, innovative thinking. Small wins, not just home runs.
Try, fail, learn. Try, fail, learn. Leaders are learners. 19

20. Enable Others to Act Foster collaboration and build trust.
Make it possible for others to do good work by making them feel strong, capable, and committed.
Strengthen everyone’s capacity.
Do what is necessary to help others grow and learn.
Does not happen by the single act of one person… it is a team effort.
Requires solid trust and strong relationships.
Deep competence and cool confidence.
It requires group collaboration and individual accountability.
Interviews= “we” test.
Leaders work to make people feel strong, capable and committed.
If people are given these tools, they are more likely to use their energies to produce extraordinary results.
Through the trusted relationship, leaders turn their constituents into leaders themselves.
When a leader makes people feel strong and capable—as if they can do more than they ever thought possible—they’ll give it their all and exceed their own expectations. 20

21. Encourage the Heart Recognize contributions.
Make people feel valued for their contributions to the team or cause.
Celebrate values and victories.
Be authentic and offer celebrations from the heart.
When your team is getting tired, frustrated and burned out, it is the leader who encourages the heart.
Recognize all contributions (the power of the “thank you”).
Celebrate values and victories.
Encouragement needs to be sincere. It is crucial, serious business.
When making changes or enduring a loss/challenge, leaders make sure the people see the benefit of the behavior that’s aligned with cherished values.
When celebrations/rituals are done with authenticity and from the heart, they build a sense of collective identity and community spirit that can carry a group through extraordinary tough times.
Encouraging the heart builds a strong sense of collective identity and community spirit that can carry a group through extraordinarily tough times. 21

22. Activity: Connect to Personal Best Leadership Experiences
Model the Way
Find your voice by clarifying your personal values.
Set the example by aligning actions with shared values.
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling activities.
Enlist others in a common vision by appealing to shared aspirations.
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
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Think about the personal best leadership experiences you shared at the beginning of the session. How do you see the five practices working in these experiences? 22

23. Leadership Challenge Framework
Riverside County Office of Education Leadership Challenge Workshop
Leadership Challenge Framework
5 Practices
10 Commitments
30 Behaviors (LPI)
June 17, 2011 23

24. Model the Way
Clarify values by finding your voice and affirming shared ideals.
Set the example by aligning actions with shared values.
LPI BEHAVIORS
1. I set a personal example of what I expect of others.
6. I spend time and energy making certain that the people I work with adhere to the principles and standards we have agreed on.
11. I follow through on the promises and commitments that I make.
16. I ask for feedback on how my actions affect other people’s performance.
21. I build consensus around a common set of values for running our organization.
26. I am clear about my philosophy of leadership. 24

25. What do we know about values?
“The most talented people, no matter their age or background, gravitate to workplaces where they can look forward to going to work each day because their values ‘work’ in that organization.”
The clearer you are about your values, and the more aligned your values are with those of your team and organization, the more effective a leader you will be.
Discussion: You’ve done a values activity. Are you clear on your top 5 values? How aligned are your values with your team and organization?

26. Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities
Enlist others in a common vision by appealing to shared aspirations
LPI BEHAVIORS
2. I talk about future trends that will influence how our work gets done.
7. I describe a compelling image of what our future could be like.
12. I appeal to others to share an exciting dream of the future.
17. I show others how their long-term interests can be realized by enlisting in a common vision.
22. I paint the “big picture” of what we aspire to accomplish.
27. I speak with genuine conviction about the higher meaning and purpose of our work.
FOLLOW WITH HELIUM STICK 26

27. Inspiring a Shared Vision.
Over all the years Kouzes and Posner have been collecting this data, leaders have consistently scored lowest on…
Inspiring a Shared Vision.

28. Where Leaders Need Improvement
#17 I show others how their long-term interests can be realized by enlisting in a common vision.
#12 I appeal to others to share an exciting dream of the future.
And yet, ISV has consistently been the lowest average score in all the years we’ve been doing this.
The part of ISV that is consistently the lowest is the part on communicating vision to others.
If there is one thing almost all of us need to work on, this is it.
Put it in your development plan and put it in your talent’s development plan.
#7 I describe a compelling image of what our future could be like. 28

29. “I have a dream.” 29

30. “I have a list of measurable objectives.”30

31. Explore
Choose a before picture and an after picture that describes where you are now and where you hope to be when your leadership vision is fulfilled.

32. Simon Sinek: How Great Leaders Inspire Action
Explore the Golden Circle…
Unit/team/project vision….

33. Challenge the Process
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.
LPI BEHAVIORS
3. I seek out challenging opportunities that test my own skills and abilities.
8. I challenge people to try out new and innovative ways to do their work.
13. I search outside the formal boundaries of my organization for innovative ways to improve what we do.
18. I ask “What can we learn?” when things don’t go as expected.
23. I make certain that we set achievable goals, make concrete plans and establish measurable milestones for the projects and programs that we work on.
28. I experiment and take risks, even when there is a chance of failure.
Take a minute right there at your table and rate yourself from 1 to 10 on each of these behaviors. Discuss. 33

34. To challenge the process…
Seize the initiative and encourage it in others.
Being the prime mover in strategic decisions.
Exercise outsight.
What’s new?
What’s next?
What’s better?
Exercise outsight…provide each table with an object and they have to find a new use for it other than the obvious one…

35. Outsight Exercise Find the unusual object on your table.
Think of four or five ways you could use that object other than the way it is intended.

36. To challenge the process…
Generate small wins.
Dream big, but start small. Success begets success.
Break it down into small steps.
Learn from experience.
The overall quality of work improves when people have a chance to fail. Failure breeds success.
Create a safe environment for failure.

37. Ready, Aim, Fire Ready: Aim: Fire: Prepare Due diligence
Prepare to respond thoughtfully instead of react impulsively
Aim:
Purposeful
Focused on well-considered solutions.
Grounded in reality (time energy, and resources are finite)
Fire:
Able to take the risk and pull the trigger because the risk makes sense.
See negative outcomes as problems to be solved, not catastrophes to be feared
Believe you can meet any challenge
Ready: If you are ready, you are prepared. You do your due diligence--your homework, so to speak. You wait, plan, and look at all the angles. You do not react impulsively to a situation, but prepare to respond thoughtfully.
Aim: You are purposeful and goal-oriented because, in the ready stage, you thoughtfully assessed the situation and all the ramifications of the possible actions you could take. You focus and direct your energies toward well-considered solutions. You are grounded in the reality that time, energy, and resources are finite, so you consider all three in your solutions.
Fire: You are actually able to pull the trigger. You take the risk because the risk makes sense. You have researched the odds and they are acceptable. You do not focus on the possibility of failure, rejection, disapproval, anxiety, unknown outcomes, loss of security, or other fears. Rather, you see negative outcomes as problems to be solved and you see yourself as capable of meeting any challenge that comes.

38. Discussion What challenges are you facing?
Are you ready? Have you done your due diligence?
Have you focused your aim on well-considered solutions?
Do you have the courage to fire, or pull the trigger, knowing that a failure is simply an opportunity for a new solution?
Challenge the Process is not a knee-jerk reaction…
Are you ready and have you done your due diligence in terms of selecting the right projects/causes to take initiative in, exercising outsight, selecting strategic small wins, and learning from experience?
Have you used the information to take aim on the targets with the greatest odds of being successful?
Do you have the courage to fire without being disabled by fear?

39. Enable Others to Act
Foster collaboration by building trust and facilitating relationships.
Strengthen others by increasing self-determination and developing competence.
LPI BEHAVIORS
4. I develop cooperative relationships among the people
I work with.
9. I actively listen to diverse points of view.
14. I treat others with dignity and respect.
19. I support the decisions that people make on their own.
24. I give people a great deal of freedom and choice in deciding how to do their work.
29. I ensure that people grow in their jobs by learning new skills and developing themselves.
Take a minute right there at your table and rate yourself from 1 to 10 on each of these behaviors. Discuss.

40. To enable others to act…
Foster collaboration
Show trust to build trust: Build norms of reciprocity.
Say we, ask questions, listen, and take advice
Get people interacting

41. Prisoner’s Dilemma
You and a friend have committed a crime and have been caught. You are being held in separate cells. You are both offered a deal but have to decide what to do. But you are not allowed to communicate with your partner and you will not be told what they have decided until you have made a decision.
One key idea from the book: Build norms of reciprocity to foster collaboration.
Prisoner's Dilemma
See scenario above.

42. Prisoner’s Dilemma Essentially the deal is this.
If you confess and your partner denies taking part in the crime, you go free and your partner goes to prison for five years.
If your partner confesses and you deny participating in the crime, you go to prison for five years and your partner goes free.
If you both confess you will serve four years each.
If you both deny taking part in the crime, you both go to prison for two years.
The dilemma you are faced with is that it is better for you to confess, UNLESS you both deny taking part in the crime. BUT, if you think that you partner will deny taking part, then you CONFESS and go free. See the dilemma?
What do you do?

43. Dilbert’s Prisoner’s Dilemma

44. Prisoner’s Dilemma
Considering that you can't know what choice the other person is going to make, what is the best choice you can make to minimize your jail time?
This is a famous study by Robert Axelrod. (See page 235 in book!) The choice is to compete or cooperate. In the first round, people tend to choose the win-lose option, maximizing individual advantage. In the second round you know what the other person chose, but you don’t know what they are going to choose this time. So you make the choice to cooperate or compete each time. People who continue to compete tend to lose over time because the other person won’t continue to cooperate once they determine that you are only interested in competing.
The outcome of the dilemma? People who reciprocate…cooperate with others and seek their best interests as well as their own will be more successful than those who try to maximize individual advantage.
Demonstrates a willingness to be cooperative and an unwillingness to be taken advantage of!

45. To enable others to act…
Strengthen others
Enhance self-determination
People need to have a deep sense of being in control of your own life.
Design work that allows people discretion and choice.
Foster accountability
With personal freedom comes personal responsibility.
Accountability results in feelings of ownership.
Self-determination: Any leadership practice that increases another’s sense of self-determination, self-confidence, and personal effectiveness makes that person more powerful and greatly enhances the possibility of success.

46. Paradox of Power
You become more powerful when you give your power away!
Exemplary leaders help their constituents feel strong, capable, and efficacious.

47. Developing Competence
PANIC
ZONE
DRONE
ZONE

48. Discussion Where do you spend most of your time? Panic zone Drone zone
Flow

49. Encourage the Heart
Recognize contributions by showing appreciation for individual excellence
Celebrate the values and victories by creating a spirit of community
LPI BEHAVIORS
5. I praise people for a job well done.
10. I make it a point to let people know about my confidence in their abilities.
15. I make sure that people are creatively rewarded for their contributions to the success of our projects.
20. I publicly recognize people who exemplify commitment to shared values.
25. I find ways to celebrate accomplishments.
30. I give members of the team lots of appreciation and support for their contributions.
Take a minute right there at your table and rate yourself from 1 to 10 on each of these behaviors. Discuss. 49

50. Encourage the Heart “Do I need encouragement to perform at my best?”
Vs.
“When I get encouragement, does it help me perform at a higher level?” 50

51. 7 Essentials of Encouraging the Heart
Focus on Clear Standards
Expect the Best from Others
Pay Attention
Personalize Recognition
Tell the Story
Celebrate Together
Set the Example 51

52. TABLES: Roll the Dice & Answer in 60 Seconds
Over the past month, how have you been Encouraging and Discouraging the Heart?
What’s an idea for creative recognition that doesn’t require a big budget?
How do you personally strive for meaningful not manipulative recognition?
What do you do if you’re more comfortable with private recognition but you want to recognize someone who prefers public recognition?
What’s an Encourage the Heart “stretch goal” for you next month?
Share 2 tips on how to Encourage the Heart more effectively at work.

53. Where are the five practices in this scenario?
How to Start a Movement