Leading by Example

1
Leading by Example

• Chapters 9 10 in Kouzes and Posner
• The Body Shop International
• Your Leadership Credo

2
Ten commitments of Leadership

• Challenging the Process
• search out challenging opportunities to change
  and innovate
• experiment, take risks and learn from mistakes
• Inspiring a Shared Vision
• envision an uplifting and ennobling future
• enlist others in the vision by appeals to their
  values, hopes and dreams
• Enabling Others to Act
• foster collaboration through cooperative goals
  and trust
• strengthen people by sharing power and tasks, and
  developing their competence

3
Ten Commitments of Leadership

• Modeling the Way
• set an example by behaving in ways consistent
  with shared values
• achieve small wins that promote progress and
  build commitment
• Encouraging the Heart
• recognize individual contributions to the success
  of every project
• celebrate team accomplishments regularly

4
Set the Example

• Do what we say we will do
• leading by example is how leaders make visions
  and values tangible
• it is evidence that leaders are personally
  committed
• people first listen to the words then they watch
  the actions
• Clarifying values
• clarify personal values and beliefs and those of
  others
• values are enduring beliefs about what is
  important
• people expect their leaders to stand for
  something and expect them to have the courage of
  their convictions
• leaders who arent clear about what they believe
  change their position with every fad

5
Set the Example

• values are the guides which help to determine
  what to do and what not to do
• leaders set an example based on a shared
  understanding of what is expected
• leaders who advocate values that arent
  representative of the collective will wont be
  able to mobilize people to act as one
• Unifying constituents
• unify constituents around shared values
• must have congruence between individual and
  organizational values
• unity is crucial to both leadership credibility
  and organization credibility
• shared values make a difference in work attitudes
  and performance

6
Set the Example

• once people are clear about the leaders values,
  about their own values, and about shared values,
  they know whats expected of them and can better
  handle the conflicting demands of work and
  personal affairs
• organizations with a strong corporate culture
  with clear values outperform others by a huge
  margin
• three central themes in the values of successful
  organizations
• high performance values stress commitment to
  excellence
• caring values communicate how others are to be
  treated
• uniqueness values tell how the organization is
  different from all others

7
Set the Example

• must involve people in the process of creating
  shared values to get consistent implementation
  throughout the organization
• common understanding and consensus on values
  comes through dialogue, not pronouncements
• leaders must discuss values and expectations in
  the recruitment, selection, orientation and
  training of new members
• Paying attention
• pay attention constantly to how self and others
  are living the values
• constituents pay more attention to the values we
  actually use then those we say we believe in

8
Set the Example

• tangible evidence of values are reflected in our
  decisions, actions, allocations, attention, and
  use of time
• leaders tools to support guiding roles
• calendars time spent, meeting agenda, meeting
  roster
• critical incidents opportunities to teach
  lessons about appropriate behaviour
• stories critical incidents become stories that
  are passed down
• questions focus on values, indicate what is of
  most concern to the leader
• language choosing words deliberately to evoke
  images of what we wish to create

9
Set the Example

• symbols, artifacts, rituals visible reminders of
  some key organizational values
• measurements can influence outcomes by providing
  the tools for measuring progress
• physical space send powerful signals about
  status, preferred ways of interacting, and the
  best way to get work done

10
Achieve Small Wins

• Major change is a process of small wins
• the most effective change processes are
  incremental they break down big problems into
  small, doable steps
• leaders help others to see how progress can be
  made by breaking the journey down into measurable
  goals and milestones
• small wins form the basis for a consistent
  pattern of victories that attracts people who
  want to be allied with a successful venture
• take it one day at a time
• Leading the small win process
• to achieve a small win, leaders identify the
  place to get started

11
Achieve Small Wins

• small wins make the project doable within
  existing skill and resource levels
• effective leaders use the essentials of
• mobilizing for fast action
• they experiment continuously
• they reduce items to their essence
• they act with a sense of urgency
• sustaining commitment
• give people choices
• make choices visible
• make choices hard to back out of

12
Achieve Small Wins

• Small wins strengthen commitment and people
• leaders must give people a feeling of strength
  and commitment
• breaking problems into manageable pieces keeps us
  from being overwhelmed
• people feel strong and more committed to their
  tasks when they take part in setting goals and
  when their jobs offer discretion and
  self-determination
• people are more committed when they feel in
  control of decisions, and they are stronger when
  not closely supervised or monitored
• choice strengthens both the person and the bond
  to the group
• by publicizing others contributions, leaders
  open the door to potential new relationships

13
Achieve Small Wins

• commitment is facilitated when
• people feel that they have a choice
• when their decisions and actions are visible
• when they cannot easily deny or back out of
  actions

14
The Body Shop International

• Why do you shop at the Body Shop?
• How has Anita Roddick been able to break the
  rules in this traditional industry and be so
  successful?
• How has Anita Roddick managed to build the
  worlds fastest growing cosmetics and personal
  care company?
• Has the world of business taught her nothing as
  she claims? Is this a fundamentally different
  way of operating in this business?
• Should business follow her model of social
  activism?
• Can the successful growth and expansion continue?

15
Your Leadership Credo

• Clarify the principles by which youll guide
  others.
• One page maximum.
• Share with colleagues, partners, and friends

16
My Leadership Credo

• The leader must be an example of ethical
  behaviour. You set the tone for your group with
  the behaviour you model as appropriate.
• Take a stand for what you believe in, even if no
  one else does and the consequences are harmful to
  you personally.
• Strengthen people by acknowledging and helping
  them to develop their talents, not by putting
  them down and revelling in their flaws.
• Never let a setback get you down, bounce back
  with renewed vigor.