practice 1 - wileymedia.wiley.com/product_data/excerpt/7x/07879783/... · 2009. 3. 2. · they need...

Mo d e l t h e W a y

Practice 1

“Example is not the main thing in influencing others.

It is the only thing.”

— Albert Schweitzer

Copyright © 1987-2003 James M. Kouzes and Barry Z. Posner. All rights reserved.25

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COPYRIG

HTED M

ATERIAL

26 Copyright © 1987-2003 James M. Kouzes and Barry Z. Posner. All rights reserved.

Model the WayA leader needs a philosophy, a set of high standards by which the organization is

measured, a set of values about how employees, colleagues and customers ought to

be treated, a set of principles that makes the organization unique and distinctive.

Leaders also need plans. They need maps to help guide people. Yet, complex plans

overwhelm people; they stifle action. Instead, leaders lay down milestones and put up

signposts. They unravel bureaucratic knots.

Words and plans are not enough. Leaders stand up for their beliefs. They practice what

they preach. They show others by their own example that they live by the values that

they profess. Leaders know that, while their position gives them authority, their

behavior earns them respect. It is consistency between words and actions that builds

a leader’s credibility.

“Model” Commitments

Find your voice by clarifying your personal values.

Set the example by aligning actions with shared values.

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PRACTICE 1: MODEL THE WAY

LPI Review: Model the WayTurn to your LPI results for this leadership practice and enter both your Self and Average

(Observer) score for each statement below.

Self Observer

______ ______ 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’sperformance.

______ ______ 21. I build consensus around a common set of values for runningour organization.

______ ______ 26. I am clear about my philosophy of leadership.

______ ______ Overall Model Score

What Do You Think?Take a minute to consider your scores. Jot down a few notes about your feelings or thoughts inresponse to the scores.

Look at areas of strength, opportunities for improvement, and any significant gaps between yourSelf and Observer scores. What message do you get from this feedback?

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Characteristics of an Admired LeaderUse this page to record the group data and norms presented in the workshop.

This Group Norms

_____ _____ Ambitious (aspiring, hardworking,striving)

_____ _____ Broad-minded (open-minded, flexible, receptive, tolerant)

_____ _____ Caring (appreciative, compassionate, concerned, loving, nurturing)

_____ _____ Competent (capable, proficient, effective, efficient, professional)

_____ _____ Cooperative (collaborative, team player, responsive)

_____ _____ Courageous (bold, daring, fearless, gutsy)

_____ _____ Dependable (reliable, conscientious,responsible)

_____ _____ Determined (dedicated, resolute, persistent, purposeful)

_____ _____ Fair-minded (just, unprejudiced, objective, forgiving, willing to pardon others)

_____ _____ Forward-looking(visionary, foresighted, concerned about the future, sense of direction)

This Group Norms

_____ _____ Honest(truthful, has integrity, trustworthy, has character)

_____ _____ Imaginative(creative, innovative, curious)

_____ _____ Independent(self-reliant, self-sufficient,self-confident)

_____ _____ Inspiring(uplifting, enthusiastic, energetic, humorous, cheerful, positive about the future)

_____ _____ Intelligent(bright, thoughtful,intellectual, reflective,logical)

_____ _____ Loyal(faithful, dutiful, unswerving in allegiance,devoted)

_____ _____ Mature(experienced, wise, has depth)

_____ _____ Self-controlled(restrained, self-disciplined)

_____ _____ Straightforward(direct, candid, forthright)

_____ _____ Supportive(helpful, offers assistance, comforting)

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29Copyright © 1987-2003 James M. Kouzes and Barry Z. Posner. All rights reserved.


What Constituents Expect of LeadersManagers are appointed. Leaders, however, are chosen by their constituents. Leadership is

earned, not given.

Most of us look for some special qualities in leaders. For more than twenty years, we’ve

conducted an ongoing study of managers and professionals on six continents. The

Characteristics of an Admired Leader questionnaire on the previous page has been completed

by over 75,000 people worldwide. Respondents are asked to select characteristics that best

define leadership. We have found that people consistently select four characteristics.

Characteristics of Admired Leaders

Taken together, the four characteristics that constituents expect of leaders add up to what

communications experts refer to as source credibility. According to communications experts,

a source of information is considered believable when he or she is considered to possess the

following three characteristics.

Components of Source Credibility

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CredibilityCredibility has a deep impact on organizations. Professor Charles O’Reilly of

Stanford University, studied the credibility of top managers in three companies.

We subsequently studied credibility of frontline and middle managers in dozens of

companies. Both studies found that when constituents perceive their managers to

have high credibility, they are more likely to:

● 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 of the organization.

We found that when constituents perceive their managers to have low credibility,

they’re significantly more likely to:

● 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.

How do leaders earn this valuable credibility? Ask yourself, what is credibility

behaviorally?

_____ _____ _____ _____ _____ _____ _____

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Find Your Voice31

Copyright © 1987-2003 James M. Kouzes and Barry Z. Posner. All rights reserved.


Clarify ValuesValues help us determine what to do and what not to do. They’re the deep-seated,

pervasive standards that influence every aspect of our lives: our moral judgments,

our responses to others, and our commitments to personal and organizational goals.

Values set parameters for the hundreds of decisions we make every day. Options that

run counter to our value system are seldom acted upon; and if they are, it’s done with

a sense of compliance rather than commitment. Values constitute our personal

bottom line.

“When one is a stranger to oneself then one is

estranged from others too. If one is out of touch

with oneself, then one cannot touch others.”

— Anne Morrow LindberghGift from the Sea

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“You can’t add value if you don’t have values.”

— Paul HawkinsCofounderSmith & Hawkins

Values Card SortClarification of values begins with becoming more self-aware. This is an opportunity for you

to sort out your personal values.

DirectionsDivide the Values Cards into three piles:

• values that are most important to you

• values that are important to you

• values that are not important to you

Think about the values that are most important to you personally as you sort through

the cards. Try to get the most important stack down to five values.

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PRACTICE 1 MODEL THE WAY

Defining Your ValuesFrom the ranked list, select your top five values. Once you’ve selected five, write them

in the spaces below and define what each value means to you.

SA

MP

LE Creativity

To be inventiveand original

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Credo Memo

Date:

To:

From:

Subject:

I have decided to take a six-month sabbatical. During that time I will be unable to

communicate with you in any way — not by letter, telephone, fax, e-mail or messenger.

Therefore, I have written the following memo on how I would like you to run our business

in my absence. These operating principles should help guide your decisions. I’ll be back

in six months.

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One Leader’s PhilosophyHere’s an example of one leader’s credo.

Credo

Fred Fuller

Vice President, Operations

CIBA-GEIGY Seed Division

Seize the initiative; do what you know

needs to be done.

Continually seek to understand your

customers’ needs and remember to

modify your objectives accordingly.

Learn what your team members’

goals may be, and find ways to help

them succeed.

Trust your instincts.

Work hard, but take time to celebrate

each other’s accomplishments.

This sample Credo Memo is from Credibility: How Leaders Gain It and Lose It, Why People Demand It, by Jim Kouzes and Barry Posner (Pfeiffer, 1993, 2003).

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Set the Example


Unify ConstituentsShared values make a difference! While the route to commitment begins with clarifying

personal values, when leader and constituents all share a common set of values, the

payoff is even greater. In studying more than 3,000 managers from around the country

in partnership with Warren Schmidt, we found that people feel differently about the

organization when clear, strong values are shared across the board. Shared values make

a significant difference in work attitudes and performance.

Shared Values Make a DifferenceThey:

● Foster strong feelings of personal effectiveness

● Promote high levels of company loyalty

● Facilitate consensus about key organizational goals and stakeholders

● Encourage ethical behavior

● Promote strong norms about working hard and caring

● Reduce levels of job stress and tension

● Foster pride in the company

● Facilitate understanding about job expectations

● Foster teamwork and esprit de corps

In good times shared values are a common language for expressing standards and

ambitions. In troubled times, shared values are a beacon lighting the way.

“Shared values are the glue that hold this organizationtogether.”

— Shelly BrownAspect Telecommunications

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Set the Example37



How One Leader Models the WayIn this video, we will see a leader acting on his or her core values. Please take some

notes below on the values espoused and actions taken by the leader and others in the

organization.

Values ActionsWhat Is Preached What Is Practiced

(SAY) (DO)

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38Set the Example


Align Actions with Values Leaders’ actions make their visions and values tangible. For example, leaders may talk

about quality, but they make quality real by publicly supporting, congratulating, and

rewarding those whose work lives up to the standards.

Leaders make a stand for and by their values. They set standards and demand them not

only of their constituents, but of themselves.

Leaders are proactive in seeking opportunities in their daily interactions with customers,

employees, suppliers, etc., to demonstrate their values in action.

Here are some ways in which leaders demonstrate their values:

Spending Time. How leaders fill their calendar — where they spend their time — is the most basic signal of their priorities.

● meetings/agendas

● daily calendar

● lunches, special events

● deadlines

Critical Incidents are opportunities to make a point, to show that “when push comes to shove,” shared values still guide decisions.

● teachable moments

● dramatic actions

● important decisions

Stories leave an indelible mark in people’s memory. They are a powerful way of providing guidance about how things are doneor what’s expected in the organization.

● anecdotes

● examples

“I try to lead by example,by being what I want privates to be. And I expect as much out of them.”

— Sergeant Jill Henderson U.S. Army

396

!?!?

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Set the Example39



Communications and Interactions also focus constituents’ attention. By the questions you ask or the words you choose, youconvey what is most important.

● questions

● vision statement

● memos, letters & e-mail

● language

Symbols and Rituals, both official and spontaneous, help to reinforce your shared values and maintain (or strengthen) your organization’s culture.

● ceremonies

● traditions

● memorabilia

Rewards tell people which values really matter. Did the last promotion go to the person with the highest customer satisfactionor the most seniority?

● incentives, bonuses

● promotions

● praise

Every action you take “models the way,” whether it is intended or not. Do your actions

reflect your true priorities? What have you done this week to consciously reinforce one

of your values?

Align Actions with Values (continued)

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Set the Example


Values in Action Sample

Core Value: Customer Service Action

Action Ideas

Spending Time • Answer customer service phones 1 morning per month

• Visit client site once a week

Critical Incidents • Reschedule staff meetings during “crunch times” and instead help pack boxes to meet delivery deadlines

Stories • Tell customer “WOW” story at next staff meeting

Communications • Publish results of customer survey in newsletter

• Ask, “How will it affect customers?” when advising others

• Establish 24-hour customer hotline

Symbols & Rituals • Institute “Customer Service Superhero” award at monthly department meetings; present a superhero figurine to be displayed by the recipient until the next meeting

Rewards • Company-wide campaign to improve customer satisfaction rating; bonus for all to increase 10%

• Applause! Bulletin Board for every location

& Interactions

396

!?!?

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Values in Action WorksheetCore Value:

Great Ideas

Spending Time

Critical Incidents

Stories

Communications & Interactions

Symbols & Rituals

Rewards

396

!?!?

Set the Example41



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42Set the Example


Values in Action WorksheetCore Value:

Great Ideas

Spending Time

Critical Incidents

Stories

Communications & Interactions

Symbols & Rituals

Rewards

396

!?!?

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Summary NotesBefore moving on to the next unit, think about the ideas and actions related to Model the Wayon which you’d like to concentrate. In the space below, jot down any thoughts and

summarize ideas that are fresh in your mind.

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Pulling It Together

“Model” Commitments

Find Your Voiceby clarifying your personal values.

• Look in the mirror.

• Take time for contemplation.

• Write a tribute to yourself.

• Record the lessons from the leaders

you admire.

• Write your credo.

• Engage in a credo dialogue and

assessment.

• Collect stories that teach values.

• Audit your ability to succeed.

Set The Exampleby aligning actions with shared values.

• Create alignment around key values.

• Speak about shared values with

enthusiasm and confidence —

even drama.

• Teach and reinforce through symbols

and artifacts.

• Lead by storytelling.

• Put storytelling on your meeting agendas.

• Ask questions.

• Keep score.

• Do a personal audit.

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practice 1 - wileymedia.wiley.com/product_data/excerpt/7x/07879783/... · 2009. 3. 2. · they need...

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