leadership exam Flashcards
Practice 1: Model the Way
Clarify your values and affirm the shared values
Set the example by aligning actions with values
Practice 2: Inspire a Shared Vision
Envision the future by imaging exciting and ennobling possibilities
Enlist others in a common vision by appealing to shared aspirations
Practice 3: Challenge the Process
Search for opportunities
Experiment and take risks - small wins and learning from the experience
Practice 4: Enable Others to Act
Practice 3: Challenge the Process
Search for opportunities
Experiment and take risks - small wins and learning from the experience
Practice 4: Enable Others to Act
Foster collaboration by building trust and relationships
Strengthen others
Practice 5: Encourage the Heart
Recognize others contributions by showing appreciations
Celebrate the values and victories
5 Practices Outcomes
Create higher-performing teams
Generate increased sales and customer satisfaction levels
Promote high degrees of involvement in schools
More successfully represent their units to upper management
Commitment 1 - Clarify Value
By finding your voice and affirming shared values
- Find your voice
- Affirm shared values
Finding Your Voice
- Have to explore your inner self
- Have to discover what you care about, what defines you, and what makes you who you are
Affirm Shared Values
- Stress common values and build on agreement
- Communication accuracy increases when people feel like they are involved
- Cannot force people to unite or to hold things in common
Commitment 2 - Set the Example
By aligning actions and values
- Live the shared Values (leading by example
- Teach others to model the values (extrapolating those values to the team)
Commitment 3 - Envision the Future
Enlist others in a common vision by appealing to shared aspirations
- Imagine the possibilities
- Find a common purpose
Envision the Future - Attend to the Present
You have to see the pieces in order to figure out how they fit together to see whats ahead
Listen deeply and attend to what is meaningful
Commitment 4 - Enlist Others
Common vision by appealing to shared aspirations
Appeal to common ideals
Animate the vision
Enlist Others - Animate the Vision
To see and feel how their interests and aspirations are aligned with the vision
Commitment 5 - Search for Opportunities
By seizing initiative and looking outward for innovative ways to improve
- Seize the initiative
- Exercise outsight
Pros of Challenges
Brings out the best in people
Requires doing things differently
Letting go of the status quo
Commitment 6 - Experiment and Take Risks
By constantly generating small wins and learing from experience
Experiment and Take Risks - Generate Small Wins
- Break the long journey into milestones
- You move people forward step-by-step
- Create a sense of moment
High Psychological Hardiness People
More likely to bounce back form failure
Low Psychological Hardiness People
Less likely to bounce back from failure
Psychological Hardiness Factors
Commitment
Control
Challenge
Psychological Hardiness - Commitment
Committing yourself to what is happening
Being involved, engaged and curious
Cannot sit back and wait for something to happen
Psychological Hardiness - Control
Having to control your own life
Need to make an effort to influence what is happening
Refuse to sink into powerlessness or passivity
Psychological Hardiness - Challenge
Seeing it as an opportunity to learn from negative and positive experiences
Learning Agility
The ability to reflect on experiences and then engage in new behaviors based on those reflect
Learning Agility Components
Self - Confidence
Self - Awareness
Self - Discipline
Self - Confidence
To honestly examine oneself
Self - Discipline
To engage in new behavior
Self - Awareness
To seek feedback and suggestions
Resilience
The ability to recover quickly from setbacks and continue to purse a vision of the future
Commitment 7 - Foster Collaboration
By building trust and relationships
- Create a climate of trust
- Facilitate relationships
Commitment 8 -Strengthening others
Strengthen others
Enhance Self-determination
Develop competence and confidence
Multipliers
Leaders who make everyone around them smarter
Diminishers
Multipliers
Leaders who make everyone around them smarter
Diminishers
Leaders who drain the energy and capability of those around them
Organizational Citizen Behaviours
Employee actions above and beyond the call that make the difference between ordinary and extraordinary performance
More Freedom of Choice
More Freedom of Choice
Types of Feedback
Appreciation
Coaching
Evaluation
Appreciation
Saying “thanks”
Coaching
Appreciation
Saying “thanks”
Coaching
“Heres a better way to do it”
Skills driven, short term and behaviour focuses
The process of equipping people with the tools, knowledge and opportunities they need to develop themselves and become more effective
Mentoring
Coaching
“Heres a better way to do it”
Skills driven, short term and behaviour focuses
The process of equipping people with the tools, knowledge and opportunities they need to develop themselves and become more effective
Mentoring
Relationship oriented, long term cope and holistic
Seeking to develop people from the inside out
Helping them reach their full potential
Matter of the heart vs skill
Evaluation
“heres where you stand”
Commitment 9- Recognize Contributions
Recognize others contribution by showing appreciation
- Expect the best
- Personalize recognition
Personalize Recognition
People need encouragement to function at their best and to persist over time when the
- hours are long
- work hard
- tasks are challenging
Expect the Best
Beliefs in others abilities is essential to making extraordinary things happen
Positive Expectations
Profoundly influence other aspirations, often unconsciously
Commitment 10 - Celebrate Values and Victories
By creating a spirit of community
- Creating spirit of community
- Being personally involved
Celebrations
Important part of making extra ordinary things happen
Celebrations of achievements
Creating a Spirit of Community
Creating a Spirit of Community
Be Personally Involved
getting involved and showing you care. Spreading stories.
in as many recognition and celebrations as possible. Show you care by being available during tough times.
What People Look for In Leaders
Honest, Competent, Inspiring, Forward Thinking
Leadership Is
A relationship
1st Law of Leadership
If you don’t believe the messenger, you won’t believe the message
2nd Law of Leadership
DWYSYWD - Do what you say you will do
- Practice what you preach
- Walk your talk
- Make your actions consistent with your words
- Put your money where your mouth is
- Follow through on your promises
High Credibility
- Be proud to tell others about their organization
- Feel a strong sense of team spirt
- Feel attached and committed to an organization
- Have a sense of ownership of organization
Low Credibility
- Produce only if they are watch carefully
- Feel unsupported and unappreciated
- Be motivated primary by money
- Consider looking for another job iif organization experiencing difficulties
