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Cinco Delgado EDAD 7581
THE FIVE PRACTICES OF EXEMPLARY LEAD
1 Modelthe Way2 Inspire
a Shared Vision
3 Challengethe Process
4 Enableothers to Act
5 Encouragethe Heart
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#1 Model The Way
To Model the Way, you nd yourvoice by clarifying your personal
values and set the example by aligning
personal actions with shared values.To effectively model the behavior they
expect of others, leaders must rst be
clear about guiding principles. Theymust clarify values. Exemplary leaders
go rst. They go rst by setting theexample through daily actions that
demonstrate they are deeplycommitted to their beliefs. Effective
leaders are more than their operational
and strategic plans. They are aboutspending time with someone, of
working side by side with colleagues,of telling stories that made values
come alive, of being highly visible
during times of uncertainty, and ofasking questions to get people to think
about values and priorities. Modeling
the way is about earning the right andthe respect to lead through direct
involvement and action. People follow
rst the person, then the plan.The late Milton Rokeach, one of
the leading scholars and researches inthe eld of human values, referred to a
value as an enduring belief about theway things should be done or aboutthe ends we desire. Values are
principles that are intrinsicallyimportant to us, and its unlikely that
we will easily change them.
Your values are the underlyingprinciples that guide your decisions.
Its absolutely essential that you beclear and mindful of the values that
guide your actions, because yourpersonal credibility depends on it.
LEADERSHIP
Model The WayTitles are granted, butits your behavior that
wins you respect. If you want to gain commitment
and achieve the higheststandards, you must be a
model of the behavior thatyou expect of others. To
model effectively, you must believe in something. As a leader , you are
suppose to stand for yourbeliefs.
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Identify Your Values
What principles do you wanteveryone to understand and hold as
priorities? Review the list below of
some commonly held values. On theblank lines at the end of the list, add
any values that you think are missing.
Then put check marks next to the seven values that you feel are most
important in the success of yourproject or role.
achievementcaring
caution
challengecommunication
competitioncooperation
creativity
curiositycustomer focus
determinationdiversity
fairness
family timeexibility
freedomfun
growth
honest and integrityhuman relationships
individualism
innovationinvolvement
learningorganization
productivityprotabilityquality
quantityrespect
responsibility
risksecurity
service to othersspeed
task focusteamworkuniqueness
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Clarifying ValuesShared values are theresults of listening,appreciating, buildingconsensus, and practicing
conflict resolution. Forpeople to understand thevalues and come to agree
with them, they mustparticipate in theprocess: unity is forged,not forced.
MODEL THE WA
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Set Your PrioritiesBecause you hold many values, at times some of them
will be in conict with others. For example, lets say you
identify a new way you can increase your school
districts student transportation productivity andefciency, but it will also lead to some layoffs. In
your decision process, you are likely to weighsuch values as productivity and protability
against, say, loyalty, security, and respect for
employees family needs. This kind of conictcannot be avoided. Its important to achieve a greater
understanding of your priorities so you are better able toresolve inevitable conicts.
To help you be clearer about the priorities of your
values, list the seven values you selected on thelines below. Then distribute a total of 100 points
among the seven. Be sure to assign anumerical value to each of the seven priorities--
if you decide not to assign a numerical value to a
priority, it should not be on your list.
VALUES POINTS
1
2
3
4
5
6
7
Total
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Model The Way
V A L U E A
L I G N
M E N
TNow think about how your personal values relate to your school districts values. Where isthere alignment? Where do your values and the school districts appear to conict?
PERSONAL VALUES ORGANIZATIONS VALUES ALIGNM(YES/NO)
1
2
3
4
5
6
7
Now think about how your personal values relate to your school districts values. Where is therealignment? Where do your values and the school districts appear to conict?
There is alignment. (Move on)There are conicts. I will do the following to resolve them:
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Build and Afrm Shared Values
When youre an individual contributor working alone, you might be able touse your personal values as a guide. But when you are a leader, other peoples
values need to be considered if they are going to be committed. Openly discuss the principles that will guide the organizations work. Develop team norms and operating principles.
Align Your Actions with Shared ValuesActions speak louder than words is a common refrain. So it is with your
leadership actions. The extent to which your actions are consistent with your
words that determines your personal credibility. The extent to which youractions are consistent with shared values determines your leadership credibility.
Intentionally reect on the following to align your actions and your values. How do you spend your time? The actual allocation of your time to key
values sends a message. How do you deal with critical incidents? The way you handle specic
important events or episodes in time of stress and challenge can beopportunities for demonstrating commitment to a value.
Do you tell stories about exemplary actions of others? This helps
communicate you are paying attention to what is going on. Do you choose your language carefully and ask questions that probe key
values? Words are very powerful and you need to choose them carefully.
Putting it all togetherThink about the questions and statements above. What does your use of
time, response to critical incidents, telling of stories, and selection of language
say about your values and leadership?
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QUICK TIPS
Model The Way Confront criticalincidents Tell stories Reinforce the behavior
you want repeated
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#2 Inspire a Shared Vision
Vision is a unique and ideal imageof the future for the common good. To
be able to inspire others you need to
be able to state whats unique anddistinctive about your vision of the
future. You need to be able to
describe it so that people can pictureit in their own minds-- Oh, I see what
youre talking about! And you need totalk about the future, not just the
present, in a way that is appealing to alarge number of people. Your vision
may be compelling to you, but if its
not attractive to others, they will notmove toward it.
In most organizations, fewemployees can answer the question,
Where are we headed? A leader
without a vision has no rallying cry.Once organizations absorb the
obvious wisdom of dening sharedvalues rst , then the next logical
question to be answered by the leader
is, Where are we headed with allthese people who want to work
together?
Too often, however, the questionWhere are we headed? is asked to
soon. There is almost no discussion,
at least in a formal sort of way, of thekey question that comes rst: Whats
important around here?If you choose to violate answering
Whats important around here? rst,youll dene a vision that will not besupported by everyone. And some
people will work actively to sabotageyour vision, because it is not based on
what is important to them.
The keys to developing a mutualvision are to understand that
You cannot mandate the visionor impose it on potential followers.
Like any other product, yourvision is something you must sell.
Leaders simply cannot mandate
their vision and have others help themget there. Therefore, the rst question
an aspiring leader must answer is
what do my people want? and theyneed to remember that leaders dont
sell a vision, they sell the benets ofthe vision.
Inspire A Shared Vision A shared vision gives
people a chance to be asgood as they think theyare. And once the mutual
vision is accepted,everyone shares theresponsibility forattaining it. People are
willing to follow if theyare sold on believing thatfollowing is in their bestinterest.
INSPIRE A SHARED VIS
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INSPIRE A SHARED V1. The rst step is to project into the future (whatever timeline seems appropriate) and thoroughly describe what itlooks like, sounds like, and feels like having accomplished the shared vision (5 minutes).
Must talk in present tense. Describe what is in this best case scenario. Do not yet describe how. Focus on the sights, sounds, behaviors, and feelings surrounding this accomplishment
Examples Five years later in a schools reform efforts The end of a teams project with students Results from a group of new teachers that focused on classroom management for one year
2. Look back from your projected present and describe how it looked when it started (5 minutes). Must talk in past tense Think about issues, culture, conversations, teachers work, student achievement, etc. Try to remain as tangible as possible
3. Continue looking back from the projected present and discuss how you addressed the starting place and howyou moved from that to the projected present (5 minutes).
Must talk in past tense Directly relate the previous description of how it looked when it started Consider discussing how, when, with what resources and by whom.
4. Return to projected present and discuss if it can get any better than it is or is this as good as it could possible
be? Again, think about how it will look, sound, and feel if it can get even better (5 minutes).
5. Presenter shares with group thoughts about the future and if s/he has gathered (5 minutes).
6. Debrief the process (5-10 minutes).
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Inspiring A
S H A R E D
V I S I O N
Future: Describe what it looks like, sounds like, feelslikes to have accomplished the shared vision. Must be inpresent tense.
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Look back from your projected present: Describe how itlooked when it started. Talk in the past tense aboutissues, cultures, conversations...etc.
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Look back: From your projected present and describe how it looked when it started. Consider discussing how, when,
with what resources and by whom
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#3 Challenge The Process
To challenge the Process, yousearch for opportunities by seeking
innovative ways to change, grow, and
improve, and you experiment and takerisks by constantly generating small
wins and learning from mistakes. To
be a leader, you need to take risk.Effective leaders nd it easy to risk
because their commitment to thevision is so strong, and clear to them.
Its already there. Thats why theysometimes dont even see the specic
tactic or strategy as risky. When an
effective leader creates mutual valuesas their foundation for dening an
organizations mutual vision andposition, it is soon discovered that
everyone will be willing to take risks to
attain the mutual vision. In fact, thingswont seem very risky.
When leaders and organizationsreect on innovative changes, and
daring adventures, they discover that
with a vision and a solid, well-thought-out strategy, the risks are so well
dened that the entire team almostforgets that the innovation or
adventure was based on some risky
assumption or projection. Wheneverything runs as planned, people in
an organization look on the leader as avisionary. When things dont go well,
they call the leader a foolish risk taker.
Unfortunately, those who do notlearn to love risk close the door to
leadership. The potential negativeoutcome simply seems too large a
hurdle to tackle. And it doesnt help
when most employees nod theircollective heads and say, Its too
risky. Wed better stay where we are.We know the waters too well to
venture into the unknown territory.Lets stay put. Leaders have to
understand the nature of risks. They
have to look at all sides of the issue,the positives and the negatives. Then
theyll have a better chance ofconvincing potential followers why
they should risk.Being a leader is taking a risk. An
idea that isnt risky is hardly worth
calling an idea. The information agehas caused a shift in success. There
is now a necessity for new ideas to be
not just a little off center, butsubstantially different. Really different,
so that there is a new, clear,competitive difference, a reason to do
business with you. If a leaderproposes ideas that cause onlyminimal change in direction, policy,
service, etc...well, the troops wouldprobably have found those without
you. They dont really need your
leadership to make the change.Theyd stumble into the minor
changes by themselves.Effective leaders take risk in the
context of a correct set of balanced
values, when the vision and valuestatements of an organization are
prepared by and for its key players.
Therefore, you take risk that areconsidered by all to be in their best
interest, to reach their vision, not justyours.
Finally, it is important to take risk
because risk give adventure to life andwork. And, remember, you cant do it
alone. You need to model Challengethe Process, and you need to create a
climate where others can do the same.
You need to reward and celebrate risk.
CHALLENGE THE PROCESS
Challenge The ProcessRisk are important forlearning. The only waythat people can learn isby doing things theyve
never done before. Theoverall quality of workimproves when people havea chance to fail. The mosteffective change processesare incremental, not onegiant leap.
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#4 Enable Others to Act
To Enable others to Act, you fostercollaboration by promoting
cooperative goals and building trust,
and you strengthen others by sharingpower and discretion.
Leadership is a relationship, and a
good relationship is based on trust.Trust is fostered by listening and
attending to the other person.Its not just what you know and
what you can do that gets thingsdone. Its also who you know. If your
team members are going to perform at
their best, they need to be directlyconnected to the right people for
important sources of support--information, materials, money, and so
on. In the old world of work, the
manager controlled access to thesesources, but in the new world of virtual
information and atter organizations,
that old approach only slows thingsdown. You need to make the
connections and then let your team
members deal directly with theirsources of power.
Effective leaders motivate tocreate momentum. Once leaders attain
a certain mass, things seem tohappen. Leaders need to set thedirection, establish the plan, motivate
others to join the team, and shoot toreach the goal.
What makes effective leaders
effective is their ability to setparameters for people to infuse their
creativity. A powerful way to do this isto create cooperative goals.
Great leaders know that in order tocreate a successful system, they needto be far enough away to lead, but
close enough to relate.
Communication Is Key A good leader spends more
time communicating thandoing anythingelse...communicating with
employees to keep them all working woard th same
goals, and....with his orher customers to keep them abrest of the companysnew activities andservices.
ENABLE OTHERS TO AC
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To Act
E N A
B L E O T H E R SThink of a time when, as a direct result of something aleader said or did, you felt personally powerful andcapable. Write down the actions the leader took thatcontributed to your feeling powerful, strong, capable, and
effective--the master of your own experience. Be asspecific as you can.
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Now think of a time when you felt powerless, weak, andinsignificant as a result of something a leader said ordid. What specifically did he or she do? What are yougoing to do differently?
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#5 Encourage The Heart
To Encourage the Heart, yourecognize contributions by showing
appreciation for individual excellence
and you celebrate the values and thevictories by creating a spirit of
community.
Recognizing individualcontributions to the values and the
achievements of your project is youropportunity not only to Encourage the
Heart of your team members but alsoto reinforce your project values.
Good leaders know the power of
telling the story. They know they havethe potential to make a positive,
lasting impression on others throughthe recognition they give and the
appreciation they show. Telling a story
about someone in your organization tothe rest of the organization can leave a
lasting, positive impression on another
person that he or she will tell othersabout for years.
Another way to Encourage the
Heart is public ceremonies. Theseserve a powerful purpose. They bring
people closer together. Asorganizations move to a more virtual
world where communication is byvoice mail, e-mail, cell phones, videoconferences, and PDAs, its becoming
more and more difcult for people tond opportunities to be together.
Effective leaders recognize that people
are social animals, and we need to betogether.
Those who are fortunate enoughto have lots of social support are
healthier human beings. Socialsupport is absolutely essential to ourwell-being and productivity.
Celebrating together is one way to getthat essential support.
ENCOURAGE THE HEART
Recognize Individuals Learn how to tell storiesabout individuals toinspire them. It isimportant to provide
specific details thatcapture the shared values,vision, and mission ofyour organization.
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Think of an individual in your organization that deserves kudos. What did he or she do to exemplify the sharedvalue? Be specic and descriptive.
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What story can you tell about this person?
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When and where can you share this recognition?________________________________________________________________________________________________________
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ENCOURAGE THE HEART
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QUOTES TO REMEMBER What we have here is a tbetween the leader, the followers,
and the organization. If you are to be a leader, youneed to discover your mutual
values, the ones you all want tolive and feel good about. You can make your life your
own by understanding whatmakes you tick.
You must get agreementbetween what your people value
and what the organization values. The mutual values are whatyoull talk about. Always. The secret to creating a visionis rst having dened your shared
values. You must have a credo! Yourcredo is the essence of your
position, your line. An organization can create
high integrity by having a high
degree of organizational identity. There is no such thing as
leadership without risk. Your goal is to persuade
people, not to show them youknow more than they do. There are two types of people:
reghters and arsonist. We wantreghters. You cant lead with memos. People are willing to follow ifthey are made to believe that
following is in their best interest. The only way to motivate
people over the long haul is to sell
the benets of your vision. If your excited, notify your
face. If it looks as if you havent
bought your own idea, why should
anyone else?
Dr. Jean ShumateSuperintendentStanwood-Camano SchoolDistrict
Dan LehrPresidentKiva Conditioning Clubs
WHAT HAVE YOU LEARNED ABOUT YOUR