Great Leadership Creates Engaged Workplaces

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Great Leadership
Creates Great Workplaces

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#HCIwebcast

THANK YOU
www.SonomaLeadership.com

HCI

#HCIwebcast

Today’s Guest Speakers
Bruce Wilson
Vice President
Business Development
Sonoma Leadership
Systems

Jim Kouzes
Author and Lecturer
The Leadership Challenge

Great
Leadership
Creates Great
Workplaces
Presented by

Jim Kouzes
Sponsored by

Sonoma Leadership
Systems and HCI
© James M. Kouzes & Barry Z. Posner. All Rights reserved.

“I think good people
deserve good leadership.
The people I manage
deserve the best
leadership in the world.”
Debi Coleman, Board of Directors, Synopsys and opening case in
TLC 1st edition

Objectives
1. Document how leadership makes a
difference in engagement and
performance.
2. Describe The Five Practices of
Exemplary Leadership® and their impact
on engagement.
3. Provide practical suggestions on what
leaders can do to improve engagement
and performance .

Leadership
and
Engagement

One-Minute Research
What words or phrases
come to mind that describe
an engaged workforce?
Type in your responses in
the comment section.

Kouzes & Posner’s Positive
Workplace Attitudes Measures
1. Team spirit
2. Pride

3. Commitment
4. Work ethic

5. Productivity

6. Clear
expectations
7. Feel valued

8. Effectiveness
9. Trust

10. Making a
difference

How much of
engagement is
accounted for by
who the
constituents are?

Who Constituents Are
1. Age

6. Position

2. Gender

7. Function

3. Country

8. Industry

4. Education

9. Size of org’n

5. Tenure

Poll
What percentage of
engagement is accounted for
by all 9 variables combined?
1. 0-10%
2. 11-20%
3. 21-30%

4. 31-40%
5. 41-50%

What impact does
leader behavior
have on
workplace
engagement?

PWA and LPI Scores
60

LPI Scores

54

48

42

36

30

Low PWA
Model

Moderate PWA
Inspire


Challenge

Enable

High PWA
Encourage

The question is not,
“Do leaders make a
difference?”
The question is,
“How do leaders make
a positive difference?”

The Five Practices of
®
Exemplary Leadership
• Model the Way

• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act

• Encourage the Heart

1

Model
The Way


“In order to become a
leader…it’s important
that I first define my
values and my
principles.”
Olivia Lai, manager, customer service support, Kimberly-Clark

4.87
4.90
LOW

1

2

4
LOW

Clarity about
organization’s
values

HIGH

Employee Commitment

6.26

3

6.12
HIGH

Clarity about
my values

“As we start a new phase
of our journey together, I
wanted to share some
background on myself and
what inspires and
motivates me.”
Satya Nadella, CEO, Microsoft, 2/4/14

Clear Leadership Philosophy

Leaders

25% more engaged

Constituents

40% more engaged


Take Action: Model
Answer this question at the
end of every day: “What
have I done today that
demonstrates the values
that I hold near and dear to
me?”

Clarify values by
finding your
voice and
affirming shared
values.
Set the example
by aligning
actions with
shared values.


2

Inspire a
Shared Vision


“Leadership is more than
influence. It is about
reminding people of what it is
we are trying to build — and
why it matters. It is about
painting a picture of a better
future.”
Michael Hyatt, CEO, Thomas Nelson

Forward Looking
In Leaders

71%

In Colleagues

27%


“You have to be able to
communicate how
everyone involved has
something at stake in
the outcome.”
Deborah Bishko, IBM

Poll
On average, what percentage
of senior executives’ time is
devoted to developing a
shared view of the future?
1. 0-10%
2. 11-20%
3. 21-30%

4. 31-40%
5. 41-50%

3%

Envision and Enlist

Constituents

25% more engaged

Leaders

50% more effective


Take Action: Inspire
Imagine it’s 5 years from now
and you’re attending a
ceremony honoring your
team as the “Organization of
the Year.” What do you hope
others are saying?

Envision the future
by imagining
exciting and
ennobling
possibilities.
Enlist others in a
common vision by
appealing to
shared
aspirations.

3

Challenge
The Process


“Be an
enzyme.”
Pam Omidyar, HopeLab

“Everyone can make a
difference if she or he
dares to step out to seize
the opportunity and take
the initiative.”
Sam Liu, assistant GM, Kintetsu Logistics, Shenzhen

Sources: Innovative Ideas

42%-62% are external

Source: Expanding the Innovation Horizon, IBM

“Better learners …
consistently engaged in
leadership practices more
frequently than those in the
low learning category.”
Lillas Brown and Barry Posner

Feeling and Seeking Challenge
Constituents

25%-35% more engaged

Leaders

40% more effective


Take Action: Challenge
At least once a week, ask
yourself: “What have I done
in the past week to improve
so that I’m a better leader
now than I was a week
ago?” Repeat for your team.

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.

4

Enable
Others to Act


“..it’s all about fostering
collaboration and building
spirited teams – actively
involving others, creating an
environment of mutual trust
and respect.”
Cora Carmody, SVP, Jacobs Engineering

The Name of the Game
Community Game

70%

Wall Street Game

30%


“If you see the best
in people and expect
the best in people,
they deliver.”
Lois Skillings, RN, MS, NEA, BC
CEO, Mid Coast Health Services

Enable Others to Act

Constituents

30% more engaged

Leaders

60% more effective


Take Action: Enable
In every interaction with every
person ask yourself, “What can
I do in this moment to make
others feel more powerful,
competent and able to do more
than they think they can?”

Foster
collaboration by
building trust and
facilitating
relationships.
Strengthen others
by increasing selfdetermination and
developing
competence.

5

Encourage
The Heart


Poll
Do you need encouragement
to perform at your best?

Yes
No

Poll
When you get encouragement,
does it help you perform at a
higher level?

Yes
No

“By publicly praising
people, you make a
statement for how you
wish other people, not
directly involved in the
praise, to work and act.”
Kajsa Ryttberg, corporate business advisor to Sapa AB’s CEO

“Organizational members
who were able to tell
many stories, particularly
positive stories, exhibited
far more evidence of
resilience than others.”
John McCarthy, Boston University

Benefits of Celebrating
Accomplishments
Constituents

26% more engaged

Leaders

31% more effective


Take Action: Encourage

Just say “thank
you” more often.

Recognize
contributions by
showing
appreciation for
individual
excellence.
Celebrate the
values and victories
by creating a spirit
of community.

In Summary


The more frequently
leaders demonstrate each
of The Five Practices of
Exemplary Leadership the
more engaged people are
in their workplaces.

The Secret to
Success in Life


How do we
develop leaders
for the future?

Love ‘em
and
lead ‘em

For more information
about The
Leadership
Challenge visit:
www.leadershipchallenge.com


HCI

#HCIwebcast

Questions?
Bruce Wilson
Vice President
Business Development
Sonoma Leadership
Systems

Jim Kouzes
Author and Lecturer
The Leadership Challenge

HCI

#HCIwebcast

THANK YOU
www.hci.org

Great Leadership Creates Engaged Workplaces

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