Leadership Practices Inventory: Understanding the Principles of Effective Leadership, Exams of Business Management and Analysis

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HRE 2723 Student Leadership Practices Inventory Videos  Between the lines Jim Kouzes part 1 o The first place to look for leadership is in yourself o To become a leader one need always connect one’s voice with one’s touch, but need to find one’s voice o To find voice  Deep soul searching?  Look back into what we have done well.  Everybody has a story, when we are operating at our best we have certain characteristics that are shared by others doing well o The abundance of challenges to gear ourselves up and take leadership seriously, it is not the issue of the challenge but how we respond to it that matters  Adversity introduces you to yourself. o Great leaders not born, they are not rare. o 5 practices  model the way  clarify our values, align our actions with our words, practice what you preach  inspire a shared vision,  encourage the heart,  challenge the process,  enable others to act  Roselinde Torres: What it takes to be a great leader o What makes a great leader?  Study of 4,000 companies  58% had sign talent gaps for critical leadership roles, failed to grow enough great leaders o Why are leadership gaps widening? o What are successful leaders doing? o What makes a great leader in 21st century?  Traditional methods yield false positives  Leadership is ev by 3 questions  Where are you looking to anticipate change? o Answer is on calendar. How do you spend your time and where do you see possible discontinuities and how will you face them. Leaders see around corners  What is the diversity measure of your network? o nGreat leaders understand diversity helps with solutions  Are you courageous enough to abandon a practice that has made you successful in the past? o Great leaders can withstand the onslaught of “that new idea is stupid” take courageous leaps.  Women and men preparing themselves for the realities of today and unknown possibilities of tomorrow.  Kouzes and Posner 5 practices o Model the way  1) Find your voice by clarifying your personal values  2) Set the example by aligning actions with shared values o Inspire a shared vision  3) Envision the future by imagining exciting and ennobling possibilities  4) Enlist others in a common vision by appealing to shared aspirations o Challenge the process  5) Search for opportunities by seeking innovative ways to change, grow, and improve  6) Experiment and takes risks by constantly generating small wins and learning from mistakes o Enable others to act  7) Foster collaborations by promoting cooperative goals and building trust  8) Strengthen others by sharing power and discretion o Encourage the heart  9) Recognize contributions by showing appreciation for individual excellence  10) Celebrate the values and victories by creating a spirit of community  3 questions: James Kouzes o How has business leadership changed in the past 25 years?  The context in which leaders work  No social media, today it is ever-present  Much more global now o How will new managers or middle managers benefit from this book?  These 5 practices were mostly gained out of studying what middle managers do. When you are at your best what are the behaviors that you are engaged in? o What’s the most important take-away form this book  Leadership is a relationship  B/t those that aspire to lead and those that choose to follow  Why should people follow you? Jim Kouzes  Is a statement that describes how you will achieve you vision  Answers the questions “how do I want to get there?” and “What makes me unique?”  Acts as your moral compass o Why is it important for leaders? o Peter Senge: the elements of personal mastery  Personal vision.  Sense of purpose  Creative Tension  Making reality meet you vision. Tension between vision and reality  Commitment to truth  Personal mastery requires an absolute commitment to the truth o How do I create my personal vision and mission?  Does it describe how you will achieve your vision?  What will you do?  How will you do it?  What will be different as you start to make progress?  Does it suggest an element of tension?  Does that tension spark ideas?  Will it help you stay curious?  Does it speak truth  Does it help you remain open to challenge? o How will I know it is effective?  Do you have a future focus?  Is the vision tangible? Can you describe it in a minute or less?  Does it inspire you?  Do you want to get out of bed every day because you are working on making it happen?  How close are you to achieving this? o When should I change it? o Taking care of our own journeys is often one of our biggest challenges  Consider how you lead and develop your own teams  Setting your own vision and mission is an investment worthy of the time it takes  It will help you define success on your own terms and keep you on track to achieving that success.  From Values to Action: The Four Principles of Values-Based Leadership, Harry Kraemer o Characteristics of strong leaders  Keep it simple  Put things in perspective and holistically  Employ common sense  makes sense  Start ASAP  Leadership doesn’t need to start leading when they are ready, begin before you have a certain title or a bunch of people following you. Keep it simple, employ common sense and then go for it.  It’s about who can get things done, it’s all about the customer also…I can’t fucking deal with this retarted babble o Diversity allows greater range of ideas and thinking, especially helps whenever the team doesn’t feel as though the leader has a want or need to be right o 4 principles of leadership  Self-reflection (most important principle)  Have we confused activity and productivity?  Take some time to think, ask themselves questions o What are my values? o What do I stand for? o What really matters? o What example do I set? o What is my purpose?  Learn about yourself in order to lead yourself and others.  Balance  True self-confidence  Don’t have to know all the answers, but find the people who do  Genuine humility  How did you get to where you are? o I worked really hard o Have specific skillsets o OR Harry’s answers  Luck  Timing  Team  Something else  Have people who keep you grounded o Treat people how you want to be treated o Understand all other perspectives  Vision, Values, and Leadership – Stephen Meade o Every action has an opposite and equal reaction o Can control you actions and you attitude o Leadership is allot about planning o How to become a good leader?  Read books – learn – study  Appreciate success  Study failures  Why make the same mistake someone else has already made  Have a vision, goal, and ability to articulate it  Appreciate it’s all about learning o Begin with the end in mind o What’s you vision?  Set you goals  Be specific  Isolate what you need to be successful  Identify what you need to move ahead  Create a vision of what your success is  Then learn how to articulate it o Success isn’t a straight line o Planning is important  Chart your course and know your goals  Tack don’t pivot o Choose employees carefully  Be an eagle. Soar above. A group of people brought together for a special purpose  Business building, choose the best people for each aspect  Negotiate early and often with choices or they will think they have value. We do not want them to think they have value.  Don’t waste time on employees that don’t have any o 4 quadrants of your time Important  1: crisis, pressing problems deadlines  2: prevention relationship building, recognizing opportunities, public relation Not Important  3: interruptions, telephone, mail reports, meetings, popular activities  4: trivia, busy work, mail, email, internet, time wasters, pleasant activities o Build an advisory board  Not a board of directors  Figure out what you need  Advisors change as the business does  Ask good questions  Why wont this idea work?  Be humble  What can I do to help you? Wrong Way  What are your top issues, interests, passions? Right Way o Tornado technique  Emerging markets, breeding grounds for passionate users. Rap music  Myric Polhemus Personal vulnerability o Productive malcontent  Honest, no rules, experiment, rebellious  Clever, energized  Force organization to remain honest about identity o Deep connectivity is achieved through vulnerability  Connecting with staff  Share a sense of purpose o Fight the urge to fight and listen. Use questions to gain clarity esp in situations when you don’t agree, embrace and surround yourself with the malcontent they build the organization  Samuel B. Bacharach Innovation and leadership o Relationship between great ideas and implementing for results  Real challenge is moving creativity to real implementations  Leaders as coaches  Be politically smart enough to move project  Take idea to completion o Find the type of leadership that encourages creativity, smart enough to get political support, managerial ability to go the distance  Giovanni Corazza Creative Thinking o We live inside our boxes o 1: Why go out of the box  luxury or necessity? Necessity o 2: Which box o 3: How do we go out of the box?  Convergent information, dominant ideas  Add some spice, divergent information. What we know to what we haven’t yet thought about o 4: Where do you go once out of the box?  Value long thinkning  Thought that takes us far, has feeling o 5: What is outside the box  evaluate the idea for its own value. Maybe it solves another problem  see serendipity  Hal Gregersen, INSEAD, The 4 behaviors of Innovative Leaders o Patterns in how innovative people behave  Ask provocative questions  Observe the world like a designer  Talk to diverse thinkers and perspectives  Experimenting o All ideas are not created equal  Office ideas vs active discovery  Disruptive innovators are not good executors.  Traits of Creative and Innovative Leaders o Clint Coffey, Kristen Martin, Rachel Shockley and Nick Wellet o What do they have in common  1. Passion  ambitious, positive self image  steve jobs: inspired others to dream big  2. Experimentation  Failure and risk acceptance  3. Observe and ask questions  Gain strategic insights  Observe the behaviors of others  4. Connect the dots quickly  Understand and manage the consequences of their decisions  Thomas Edison: phonograph  5. Create a Diverse culture  Creativity, optimism, nonconformists, trust  6. Networking  Flow of new ideas  Into others areas outside of their expertise  7. Long term perspective  Strategic, no blinders  Recognize patterns  Chobani dude, rejected investors, controlled company and distribution  Doug Sundheim - Taking Smart Risks  (Part 1) o Passion, planning, active learning, communication, and the ability to embrace and reward the inevitable small faiures o Gain control by taking smart risks o Benefits  Drives progress and growth  Shakes up thinking  Stokes innovation  Invigorates people  Generates new learning o Costs: usually wins over due to time  Creates uncertainty  Opens possibility of failure  Requires energy and effort  Exposes potential weaknesses  Feels uncomfortable  Part 2 o Bell Curved Line Graph: Growth Against Perceived Risk  Paralysis Perception: limiting  Danger zone and Comfort zone  Focused on maintaining certainty, comfort and control  Power Perception: liberating  Danger zone is further out  “Smart risk zone” is most of bell  growth, progress, and learning  Part 3 o The power of focus in driving risk-taking  Group 1 & 2 are doctors in a rainforest, program a or b  Groups chose the risk that was presented in positive terms “what they will gain” rather than the identical choice in negative terms “what they will lose”  Part 4 o 5 liberating actions of smart risk taking  Find something worth fighting for  Simple,story-based,stirs emotion,inspires action  See the future now  Get out of the building more  Act fast, learn fast  Build learning into execution  Use simple debrief process o What were we trying to accomplish? o Where did we hit our marks? o Where did we miss out marks? o What caused our results? o What should we start, stop, or continue doing in the future?  Communicate powerfully  Start with the assumption that your communication is terrible  Create structures to ensure communication happens  Don’t let issues fester  Communicate early and often o Background, vision, strategies, WIIFY, WRFY, next steps  Create a smart risk culture  Most respondents take time to do important direction settling activities  Technical employees give themselves more room to experiment and management give themselves  Debriefing successes and failures seems to decrease with tenure  Majority of employees don’t feel smart risk taking is recognized or rewarded.