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Leadership is not about who you are; it’s about what you do. The Five Practices are available to anyone who accepts the leadership challenge—the challenge of taking people and organizations to places they have never been before, of doing something that has never been done before, and of moving beyond the ordinary to the extraordinary.
Leadership is not simply about your own values. It’s also about the values of your constituents.
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their personal values drive their commitment.
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Your constituents will be significantly more engaged in a place where they believe they can stay true to their beliefs.
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shared values Foster strong feelings of personal effectiveness
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company loyalty
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ethical behavior
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Promote strong norms about working hard and caring Reduce levels of job stress and tension Foster pride
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Foster teamwork and esprit de corps
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Periodically taking the organization’s pulse to check for values clarity
renews commitment.
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engages the institution in discussing values (such as divers...
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Once people are clear about the leader’s values, about their own values, and
work life ... being able to have life balance at work and integrating one's personal values and goals into woek as a symbiotic relationship where we no longer discuss woek lifeams instead just balancing life power dr. nobles insight. .. that is when life can not only become more balanced but the individual is now more vested in and helps achieve the overall vision of the organization spring a higher possibility of sixes because instead of just a job work is an integral part of the persons life. so when kouzes asks why people do things for no pay. .. this is when we can gain vested interest in what's meeting organizational goals is actually in the heart of the people themselves.
they can manage higher levels of stress and better handle the often conflicting demands of work and their personal lives.
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Leaders who advocate values that aren’t representative of the collective won’t be able to mobilize people to act as one.
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build and affirm a community of shared values.
work life. .. in order to do this leaders must be in time to the values of their constituents
Tremendous energy is generated when individual, group, and organizational values are in synch. Commitment, enthusiasm, and drive are intensified. People have reasons for caring about their work. When individuals care about what they are doing, they are more effective and satisfied. They experience less stress and tension.
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Shared values are the internal compasses that enable people to act both independently and interdependently.
Once people are clear about the leader’s values, about their own values, and
about shared values, they know what’s expected of them.
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common values feel a significantly stronger sense of personal effectiveness than
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They must be deeply supported and broadly endorsed beliefs about what’s important to the people who hold them.
Constituents must be able to enumerate the values and have common interpretations of how those values will be put into practice.
Leaders must provide a chance for individuals to engage in a discussion of what the values mean and how their personal beliefs and behaviors are influenced by what the organization stands for.
only route to authenticity and because your personal values drive your commitment to the organization and to the cause.
There must be agreement on the shared values that everyone will commit to upholding.
Help others articulate why they do what they do, and what they care about.
talk about their values with others on the team. Build consensus around values, principles, and standards. Make sure that people are adhering to the values and standards that have been agreed on. Use The Leadership Challenge
People work together most effectively when they trust one another.
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create conditions in which people know they can count on each other, a leader
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needs to develop cooperative goals and roles, support norms of reciprocity, structure projects to promote joint efforts, and support face-to-face interactions.
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In any effective long-term relationship, there must be a sense of reciprocity. If one partner always gives and the other always takes, the one who gives will feel taken advantage of, and the one who takes will feel superior. In such a climate, cooperation is virtually impossible. University of Michigan political scientist
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put, people who reciprocate are more likely to be successful than those who try to maximize individual advantage. The dilemmas that can be successfully
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Once you help others succeed, acknowledge their accomplishments, and help them shine, they’ll never forget it. The
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People are more likely to cooperate if the payoffs for interdependent efforts are greater than those associated with working independently.
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Cooperative behavior requires individuals to understand that by working together they will be able to accomplish something that no one can accomplish on his or her own.
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back in line, and felt “pretty proud, because when three minutes were up, there weren’t more than ten men who had finished.” However, the drill instructor wasn’t handing out any congratulations; rather, he was shouting out that they had all day to get this right, looking at all the
Jim ripped off the sheets again … and again, and again. Finally the drill instructor looked him in the eye and pointed out, “Your bunkmate isn’t done. What are you doing?” Apparently, Jim had been thinking that he was done while his bunkmate struggled. Finally,
the light dawned on Jim, and working together with his bunkmate, they made both beds, and much faster than they had each done on his own. Still, not everyone in the platoon was finishing on time. The two of them looked at one another and realized that although they might be done, they had to help their buddies next to them, and then those next to them, and so on. Jim went from thinking that he’d do as good a job as he could on his assignment to “making beds for anyone who needed help” and appreciating that they were all in this together.26 You can also structure
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vital. People can act as a cohesive team only when they can have some amount of face time with each other. This is true not only locally but also in globally distributed relationships.
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Getting to know others firsthand is vital to cultivating trust and collaboration. And this need for face-to-face communication increases with the complexity of the issues,27
Human beings are social animals;
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Encouraging people to transfer between team sites for a period of time ensures familiarity with the culture and practices of their peers.
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Trust is the lifeblood of collaborative teamwork. To create and sustain the conditions for long-lasting connections, you have to be able to trust others, they have to trust you, and they have to trust each other. Without trust you cannot lead, or get great things accomplished. Share information and knowledge freely with your constituents, show that you understand their needs and interests, open up to their influence, make wise use of their abilities and expertise, and—most of all—demonstrate that you trust them
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