Executive Summary
The Five Practices of Exemplary Leadership:
Model the Way. Leaders model the way for their constituents. To successfully illustrate the performance expected of others, a leader must first have guiding principles to follow. A leader must clarify values. This means opening up about values from within as well as values of the organization. Knowing what you, as a leader will help you align your values with the company. It will be easier for you to communicate those values with your constituents because when you speak you are also representing your company. A person must “walk the talk” this is setting the example by going first. Going first is exhibiting importance of things through taking actions. It’s about “the power of spending time with someone, of working side by side with colleagues, of telling stories that make values come alive, of being highly visible during times of uncertainty, and of asking question to get people to think about values and priorities.”
Inspire a Shared Vision. Leaders inspire a shared vision. Leaders have to see beyond today and look ahead for future possibilities. They envision the future. But visions alone do not create successes. Someone without followers is not a leader. A leader must inspire a movement concurrent with the vision. Leaders must gain commitment to an inspired vision not compliance. They have to enlist others. To do this, leaders must gain certain knowledge about their constituents such as people’s dreams, hopes, aspirations, visions, and values. “Leadership is a dialogue, not a monologue.” People must trust that their leaders do have their interests at heart. This vision should be shared with everyone and by everyone. It should be talked about in detail. Share the “whys”. People need to know why they should follow you and your vision.
Challenge the Process. No process is set in stone. Each process can enhance with a new perspective. All leaders should challenge the process. Look for ways to innovate, grow, and improve. Listening to people in and around the organization will more than likely give opportunities for innovation. Most leaders are not the “inventors as much as they are the early patrons and adopters of innovation”. With innovation comes change involving experiments and taking risks. Paying attention to the abilities of constituents to manage change is important to create a safe environment for taking those risks. “Try, fail, learn. Try, fail, learn. Try, fail, learn. Leaders learn from their mistakes and encourage others to do the same.
Enable Others to Act. To get amazing results, leaders must make it possible for people to take action. Leaders foster collaboration. This means connecting all the players together on a project or team. These players include peers, managers, customers, suppliers, citizens and all those you have a stake in the company. Leaders know to produce these results people must feel empowerment and ownership. Leaders empower others by giving them responsibility to deliver. Exemplary leaders strengthen others. They build and teach capabilities to help make each person successful in their endeavors. “Constituents neither perform at their best nor stick around for very long if their leader makes them feel weak, dependent, or alienated.” A leader who builds confidence in people helps generate achievement beyond what people think is possible.
Encourage Heart. Being a sincere and caring leader boosts people’s spirit and brings them forward. Recognizing contributions is a way leaders show they are grateful for their constituents’ assistance. It’s a leader’s job to create a culture of celebrating values and victories. This is not about ceremonies for show. It’s about linking rewards with performance. These celebrations should be done for the benefit of others and the company. Celebrations should showcase people for the efforts made that reflect the company’s values and core principles.
Leadership is a Relationship
Leadership can be found in any one person. It is not a magical gift. It can be learned. “Leadership is a relationship between those who aspire and those who choose to follow… A leader-constituent relationship that’s characterized by fear and distrust will never, ever produce anything of lasting value. A relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave a legacy.”
The Ten Things Managers Need to Know from The Leadership Challenge
1. 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.
2. “Put your money where your mouth is”, “practice what you preach”, and “walk the talk”. A leader must follow-through and lead by example.
3. 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.
4. Shared visions of the future will gain commitment instead of compliance among team members.
5. Leaders should take change head-on. Change should be an adventure to broaden the company and create new ideas that motivate team members.
6. 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.
7. Create interdependence among team members and use the “Golden Rule”. Help each team member to realize everyone is needed for the big picture.
8. The strength of a leader is born in team members when leaders release control to them.
9. Believe in your team members abilities and communicate that through recognition and feedback.
10. Use celebrations, meetings, ceremonies, training sessions, etc., as opportunities to reiterate core values.
Full Summary of The Leadership Challenge
The Five Practices of Exemplary Leadership
Dick Netell, America’s Consumer Call Center in Concord, California is an example of the Five Practices of Exemplary Leadership in action. He has the vision and the intuitive nature to use resources to turn a company around. The authors, James M. Kouzes and Barry Z. Posner, of The Leadership Challenge Fourth Edition highlight Dick’s process in renewing an existing company’s fundamentals of vision, mission and future ideals. Dick says, “Everybody wants to win. Everybody wants to be successful. Everybody comes to work to make a difference.” With this insight Dick is able to conclude the underlying reason the call center was not fulfilling its potential. The management had not tapped into the resources most important to a company—it’s team members. Dick’s team was not focused on the possibilities. Observing and listening, Dick was able to gain consensus from team members about the call center’s future. Dick opened communication lines. He solicited feedback about issues and performance of management. He empowered his team to give thoughts and ideas for new opportunities to expand and create a better call center. He fostered the atmosphere of winning. Dick ensured the team members were kept up-to-date with news on accomplishments by having monthly status meetings where he gives a “you said, we did” report. Dick’s motto Pride stands for Personal Responsibility In Delivering Excellence. Dick still believes that “every day is opening day.” He said, “It doesn’t matter what you did yesterday. Each and every decision and action is a moment of truth. You say something and what do people see? The two have to be aligned. It’s all about the video matching the audio.” Dick is an awesome example of an extraordinary leader. He carries out the Five Practices Kouzes and Posner present to leaders:
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Another exemplary leader is the founder and Leader of Vision & Values of the SG Group in London, England, Claire Owen. She believes when a leader takes an extra step to have a servant mentality the success of the team is far greater. By creating an environment where leaders serve, it then translates to constituents to serving others and customers. This example ties in to leading by example. An environment where being at work is like “going to a coffee morning”, generates an atmosphere of trust and respect where new ideas occur and unordinary risks are taken. However, Claire ensures constituents still uphold the values and expectations of the company to grow with vision. Claire’s leadership philosophy is a true statement of what makes companies succeed. “We are human beings,” she said. “We don’t have employees. We don’t have staff. We have people, and people have emotions, and people have needs. If you are happy you do a better job. If you are excited about the business, and if you are excited about where it is going and what is happening in it, then there is a buzz, a physical buzz. It’s my job to create that kind of place.”
Credibility
A leader must be honest, forward-looking, inspiring, and competent for others to willing want to be a follower. “Credibility is the foundation of leadership.” Constituents want to work for an honest leader. When a constituent needs support it is important to trust the leader will step up and be the support needed. Knowledge and abilities to lead are important for constituents to buy-in to the leaders visions. A leader must show the capability to learn from others even from constituents. Most important a leader must: DWYSWD: Do What You Say You Will Do.
Clarify Values
Before a leader can lead constituents in a company there must be expectations and values to follow. But even before that, leaders must understand their own personal value. Without your own guiding principles the path can potentially become foggy. A leader must search out his important values. Once he has established the values, it is more likely to be the guiding factor in business decision making. These values also allow leaders to have more control over their lives. With recognizable values at the forefront of a leader’s mind, they are able to align their values with the values of the company. It is important for a leader to establish his values because eventually the act that the values are not his own will be revealed. Constituents want to follow a genuine leader with values and beliefs of their own. Leaders should promote values that represent the group for unity. When these values are shared among the individual, the group, and the corporation synergy is exuded. “Shared values do make a significant positive difference in work attitudes and performance:
· They foster strong feelings of personal effectiveness.
· They promote high levels of company loyalty.
· They facilitate consensus about key organizational goals and stakeholders.
· They encourage ethical behavior.
· They promote strong norms about working hard and caring.
· They reduce levels of job stress and tension.
· They foster pride in the company.
· They facilitate understanding about job expectations.
· They foster teamwork and spirit de corps.”
When values align creativity flows. Presenting values in a company is important to ensure team members find correlations between individual values and the values of the corporation. A leader should be able to speak with constituents and business partners about these values at any time. Without understanding the values individually and corporately a leader cannot fulfill spoken promises.
Set the Example
“Leading by example is how leaders make visions and values tangible. It’s how they provide the evidence that they’re personally committed. Setting the example is about execution.” Leaders who teach by doing are exemplary. A leader cannot expect performance from constituents that they are unwilling to perform themselves. The actions leaders take prove the values they share with constituents. If a leader values ethics, then the leader should uphold the ethics code. Constituents will follow the behavior demonstrated by a leader with shared values. A leader should spend time on the most important values by using every opportunity to reinforce the importance of the values. “Sometimes leadership is just showing up.” Language used by leaders should convey the culture desired within the organization. Also, raising questions like, “What have you done in the past week to improve so that you’re better this week than last?” will allow constituents to think about values is a way leaders give life to those values. Feedback is another important tool to support values in performance. When Troy Hansen was vice president of AgDirect and Leasing, Farm Credit Services (FCS) of America, a leading financial services provider in Omaha, Nebraska, he proved the importance of feedback. Troy’s team had a negative outlook on performance reviews so he took a chance and allowed his team to evaluate his performance first. “The feedback I received was kind of hard to hear,” Troy admitted. He then added, “And that was really one of the benefits to the group. To take that personal risk; to model for the group that it’s okay to place yourself at personal risk and take that honest feedback. What I hoped the team members would come away with was a sense that it’s okay to be in that environment, that feedback is necessary for growth, and then to see how you accept that feedback and then what you do with it.” Sometimes vulnerability is a requirement for a leader. For leaders to “set the example” telling stories is an excellent way to exalt another’s contribution to the common goal. Telling stories gives constituents a memorable impression of behavior essential to the organization. Stories can depict individuals who achieved a goal and staying true to values. By telling stories about constituents, their peers are more likely to be motivated. Telling stories and giving feedback “reinforce behavior you want repeated”.
Envision the Future
Leaders are generally in a job “to do something”. The reasons why leaders are contingent on doing something is the real need to know answers. A leader’s individual aspirations are what fuel his future. It is a common problem to only see situations that are happening in the now. A leader must not allow any hindrances blocking his view. A leader must maintain the sight of the long-term goal, the future. “A leader should be thinking a few ‘moves’ ahead of the team and picturing the possibilities.”
Enlist Others
For Keith Sonberg, director of site operations for Roche in Palo Alto, California, “it’s passion plus pride [that] equals performance.” He says, “The leader’s job is to create an environment where people are passionate about what they’re doing and take pride in what they’re doing. The end result will always be performance.” Sonberg is right. In order to enlist others, there must be a setting to perpetuate passionate performance. It’s more than just having an open environment. Leaders must “appeal to common ideals”. Knowing what is significant to constituents can propel organizations to the forefront in the marketplace. Exemplary leaders…liberate the vision that’s already in their constituents. They awaken dreams, breathe life into them, and arouse the belief that we can achieve something grand.” It is a major responsibility for a leader to search out what makes constituents tick. They want to feel a part of something bigger than their cubicle or city. Constituents want to know their effort extends beyond the front yard. Dr. Martin Luther King’s speech “I Have a Dream” was a major influencing endeavor to enlist others for a common vision. His words by using imagery and conviction gave life to his dream. When leading others in a common goal, a leader must use passion. Passion evokes desire in constituents to reach for a brighter future. Creating a mental image of what can be in the minds of others is important to perpetuate a company. Leaders must generate positive communication with constituents and among constituents. This also means expressing positivity through emotions of energy. Being expressive to enlist other can have a memorable effect.
Search for Opportunities
Progression is change. Leaders should seek ways to “make things better, to grow, innovate, and improve.” A first step to change is to take it head on. Step up to the challenge and initiate the next step to develop. People more actively reach goals if they take initiative. A leader must help others to be initiators. This means training and preparation for constituents. Leaders must invest their time with constituents to allow them to be confident to take on challenges. Challenge is for the benefit of leaders and constituents. It gives meaning and purpose to those who accept it. Leaders encourage constituents to surpass their own expectations of capabilities. A leader must “exercise outsight”. “When you take your eyes off the external realities, turning inward to admire the possibilities within your own organization, you may be swept away by the swirling waters of change.” Leaders should keep an open view of the events taking place around the perimeters of their organization.
Experiment and Take Risks
Risks can be scary, but the pay-offs can be monumental. Leaders need to be the first to plunge into the unknown. By experimenting, leaders can achieve new results. Constituents and leaders alike must be able to learn from experiences. A leader must help people feel they are in a safe environment. No one wants to be in trouble trying something new and failing. In this environment more creative thoughts and experiments will occur. Leaders must be effective listeners in order to learn from constituents and the company about new process.
Foster Collaboration
Leaders who encourage team members to work interdependently foster collaboration. A project should be accomplished when all participants have their part completed. This means a leader must push for others to help out and cross boundaries to ensure a team view. Collaboration will be greater than short-term benefits of working alone. Competition and isolation can occur if team members are not concerned about the process as a whole. Leaders should exude trust to build the trust on their team. Trust can take collaboration to a higher level.
Strengthen Others
“Leaders move from being in control to giving over control to others, becoming their coaches and teachers.” The strength of others comes from within. When constituents are given more responsibility their own abilities are reinforced. Giving constituents to make the choices and decisions about projects enables the success of those projects. Constituents will feel the accountability for the project because the result will be based on the decision he made. This is ownership. Ownership helps constituents feel commitment and pride in their work which strengthens the entire process. While giving responsibility to constituents, leaders should incorporate coaching to follow-up about progress, tips for improvement, and encourage the future ventures of constituents.
Recognize Contributions
Leader’s most important role to constituents is guidance. Recognition guides people to continue with the same behavior. A leader should make use of the two words “thank you” and show appreciation for constituents. In order to make the most of this recognition, a leader must understand what is encouraging to constituents. Each person may value recognition differently. A leader should take the time to get to know more about his constituents.
Celebrate the Values and Victories
With values being clarified, now a leader can make the most of those values in action. Celebration of shared values is a victory. When constituents, companies, and leaders share values it should be celebrated. Leaders must “be personally involved” to show their support for constituents. This could simply be by having fun together or being out with constituents in the workplace. Sometimes leaders can have big productions to celebrate wins in the company. A leader should always use these opportunities to reaffirm the values being celebrated.
Leadership is Everyone’s Business
“Leadership is about relationships, about credibility, and about what you do.” A leader should recognize that to direct reports, you are the most important leader. Leaders are to help problem solve, address concerns, and care about the values being executed. The relationships created through direct reports and leaders are imperative for success. Leadership can be learned. To become a better leader, you must be the positive force in the world and apply the skills and abilities of leadership to your position. “The best-kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their organizations produce, and with those who honor the organization by using its products and services.
“Leadership is not an affair of the head. Leadership is an affair of the heart.”
Personal Insights
Why I think:
With business conditions today, what the author wrote is true – because:
The Five Practices of Exemplary Leadership are essential to stoke the fire in leaders. These practices involve self-improvement and self-motivating thoughts that will make any leader ready make his mark. Most institutions are more centered on people. This book helps leaders see the techniques to inspire, encourage, and respect team members in meaningful ways. The authors of this book research for years leaders of different styles. The topics in this book are relevant to any workplace where there are people.
· If I were the author of the book, I would have done these three things differently:
1. The first chapter of the book hits all the high points and basically summarizes the need to know items right away. I would have put the first chapter last as a review of keys points.
2. I would have given more step-by-step examples of what to say or do to exhibit The Five Practices of Exemplary Leadership.
3. I would have spent more time in Chapter Two: Credibility is the Foundation of Leadership. I think more detail in this chapter would genuinely inspire leaders to exemplify the characteristics of a leader practicing the Five Practices of Exemplary Leadership.
· Reading this book made me think differently about the topic in these ways:
1. I realized the actions of leaders today really have an effect on their constituents. It can either motivate them to exceed expectations or cause disharmony among the company.
2. I have a better understanding of how important it is for a leader’s actions to line up with his words.
3. I did not realize trust fostered collaboration and risk taking. It is important to gain trust for great things to happen in an organization.
· I’ll apply what I’ve learned in this book in my career by:
1. Using celebrations and recognition events to reiterate values and principles held by myself, the company, and constituents.
2. I will have high expectations for my constituents to achieve high performance. Because by believing in their abilities it instills confidence.
3. Remembering to “stay in love with leading, with the people who do the work, with what the organizations produce, and with those who honor the organization by using its products and services” will keep my leadership challenge alive.
· Here is a sampling of what others have said about the book and its author:
The consensus for The Leadership Challenge is that the research done by Kouzes and Posner is remarkable. It is a motivational, inspiring book. Those who reviewed the book referenced to the many stories depicting today’s leaders. Some said if you have read previous editions of the book, then the fourth edition was not necessary because the authors present the same principles with new stories. Overall, the reviews I found were in support of the leadership studies conducted by Kouzes and Posner.
Bibliography
Browne, J. (2008, May 1). The Leadership Challenge Review: Kouzes &Posner’s Modern Management Classic on Learning How to Lead. Retrieved May 3, 2010, from http://human-resources-management.suite101.com/article.cfm/the_leadership_challenge.
Kouzes, J. and B. Posner. (2007) The Leadership Challenge, Fourth Edition. San Francisco: Jossey-Bass.
Goldsmith, M. (2007). Guest Reviews. Retrieved May 3, 2010, from http://www.amazon.com/Leadership-Challenge-4th-James-Kouzes/dp/0787984914.
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Contact Info: To contact the author of this “Summary and Review of The Leadership Challenge,” please email Mindy.Thomas@selu.edu.
David C. Wyld (dwyld@selu.edu) is the Robert Maurin Professor of Management at Southeastern Louisiana University in Hammond, Louisiana. He is a management consultant, researcher/writer, and executive educator. His blog, Wyld About Business, can be viewed at http://wyld-business.blogspot.com/.
Originally published
Summary and Review of The Leadership Challenge (Fourth Edition) by James M. Kouzes and Barry Z. Posner
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