-
the five practices
- 1.Model the way
- 2.Inspire a shared vision
- 3.challenge the process
- 4.enable others to act
- 5.encourage the heart
-
model the way
- clarify values
- set example
-
model the way objectives
- Articulate the values that will guide your
- actions as a leader.
- Present examples of how you can align your
- stated values with your everyday leadership behavior.
- Explain why credibility is the foundation of
- leadership.
- Provide a behavioral example of “credible”
- leadership.
-
source credibility
- trustworthiness
- expertise
- dynamism
-
High MGMT Credibility
- proud to be part of organization
- strong sense of team spirit
- personal values = orgn values
- attached and committed to organization
- ownership of organization
-
low MGMT credibility
- Produce only if watched carefully
- motivated only by money
- criticize orgn privately
- consider defecting in tough times
- feel unsupported and unappreciated
-
inspire a shared vision
- envision future by imagining exciting and ennobling possibilities
- enlist others by appealing to shared aspirations
-
5 components of shared vision
- ideal
- unique
- image
- future oriented
- common purpose
-
breathe life into shared vision with:
- images and word pictures
- metaphors
- examples
- stories
- references to history
- emotions
- symbols
-
Challenge the process
- practice outsight
- experiment
- small wins
-
challenge process objectives
- question the way things are being done in context of vision and values
- create climate in which people are willing to take risks
-
outsight tips
- field trips
- read magazines outside your knowledge-base
- consult customers
-
enable others to act
- build trust
- develop competences and increase self determination in others
-
give your power away
- share info
- involve people in decision making
- allow discretion for decisions
- back people up when they make decisions
- assign non routine jobs
- eliminate rules
-
collaboration happens when
- trust
- people need each other
- people must interact face to face
-
encourage the heart
- recognize contributions
- celebrate values and victories
-
encourage the heart objectives
- celebrate milestones
- find ways to say thank you
- tell stories recognizing contributions of others
- describe behavior that needs to be recognized
-
seven essentials
- focus on clear standards
- expect the best from others
- pay attention
- personalize recognition
- tell the story
- create a spirit of community
- set the example
-
emotional self awareness
- Self awareness
- reading one's own emotions and recognizing impact
-
accurate self-assessment
- Self awareness
- knowing one's strengths and limits
-
self-confidence
- Self awareness
- a sound sense of one's self-worth and capabilities
-
Emotional self-control
- Self-management
- keeping disruptive emotions and impulses under control
-
transparency
- Self-management
- displaying honesty and integrity
-
adaptibility
- Self-management
- flexibility
-
initiatiative
- Self-management
- readiness to act and seize opportunities
-
optimism
- Self-management
- seeing upside of events
-
empathy
- social awareness
- sensing others' emotions and understanding their perspective
-
orgnl awareness
- social awareness
- reading currents, decision networks, and politics
-
service
- social awareness
- recognizing and meeting needs
-
visionary
- moves toward shared dream
- strong positive
- when a clear direction is needed, like in a change
-
coaching
- connects a person's wants with the organizations goals
- positive
- build up or improve an employee
-
affiliative
- creates harmony be connecting people
- positive
- to fix teams, motivate during stress
-
democratic
- values input
- positive
- get buy in or input
-
pacesetting
- meeting challenges head-on
- easy to mess up
- to get performance from a well built team
-
commanding/directive
- calms fears in crisis/chaotic environments
- easy to mess up
- in crisis, to kick-start a turnaround, with problem employee.
-
to change
- top driven, but instituted everywhere
- change culture not person
|
|
