ContentsCoverPraiseforTheLeadershipChallenge,SixthEditionTitlePageCopyrightIntroduction:MakingExtraordinaryThingsHappeninOrganizationsWhatLeadersDoandWhatConstituentsExpect

Chapter1:WhenLeadersAreatTheirBestTheFivePracticesofExemplaryLeadership®TheFivePracticesMakeaDifferenceTheTenCommitmentsofExemplaryLeadershipNotes

Chapter2:CredibilityIstheFoundationofLeadershipWhatPeopleLookforandAdmireinTheirLeadersPuttingItAllTogether:CredibilityIstheFoundationNotes

Practice1:ModeltheWayChapter3:ClarifyValues

FindYourVoiceAffirmSharedValuesNotes

Chapter4:SettheExampleLivetheSharedValuesTeachOtherstoModeltheValuesNotes

Practice2:InspireaSharedVisionChapter5:EnvisiontheFuture

ImaginethePossibilitiesFindaCommonPurpose

NotesChapter6:EnlistOthers

AppealtoCommonIdealsAnimatetheVisionNotes

Practice3:ChallengetheProcessChapter7:SearchforOpportunities

SeizetheInitiativeExerciseOutsightNotes

Chapter8:ExperimentandTakeRisksGenerateSmallWinsLearnfromExperienceNotes

Practice4:EnableOtherstoActChapter9:FosterCollaboration

CreateaClimateofTrustFacilitateRelationshipsNotes

Chapter10:StrengthenOthersEnhanceSelf-DeterminationDevelopCompetenceandConfidenceNotes

Practice5:EncouragetheHeartChapter11:RecognizeContributions

ExpecttheBestPersonalizeRecognitionNotes

Chapter12:CelebratetheValuesandVictoriesCreateaSpiritofCommunity

BePersonallyInvolvedNotes

Chapter13:LeadershipIsEveryone'sBusinessExemplaryLeadershipIsLocalExemplaryLeadershipMattersLearningLeadershipTakesPracticeContrastsandContradictionsFirstLeadYourselfLeadingIsDoingRemembertheSecrettoSuccessinLifeNotes

AcknowledgmentsAbouttheAuthorsIndexEndUserLicenseAgreement

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ListofIllustrationsFigure1.1

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PraiseforTheLeadershipChallenge,SixthEdition“Nowinitssixthedition,TheLeadershipChallengehasstoodthetestoftimeforgoodreason—it'squitesimplyoneofthebestbooksyou'lleverreadonleadership.Amustread!”

—KenBlanchard,coauthorofTheNewOneMinuteManager®andLeadingataHigherLevel

“Howcanabookcelebrateits30thanniversaryandstillremainrelevant?Easy!It'sbecausetheauthorsneverstopgrowing,learningfromalltheclientstheyworkwith,fromalltheyreadintheliterature,andfromoneanother.Theycontinuetofillthepagesofthisbookwiththebeststories,examples,andmemorablelessonslearned.Thisistherightresourceforanyonejustenteringtheleadershipfield,orforthosewhoreadthebookthreedecadesago!”

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SchoolofManagement

“TheLeadershipChallengeisabookthatnotonlyservesyourcareerbutmoreimportantlyitisatoolforleadingabetterlife.JimandBarryhaveputtogetheroneofthegreatestofleadershipinsights.EveryleadershouldtakeadvantageofthegiftthatisTheLeadershipChallenge.”

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“IloveTheLeadershipChallenge!ThisisthebookonleadershipthatIrecommendtoallofmyclients.Thesixtheditionprovidesthebestofallworlds:1.ItcontainsthetimelesswisdomthatJimandBarryhaveaccumulatedovermorethan25years—ithasbeenandcontinuestobeaclassicinourfield.2.Ithasbeenupdatedtoreflecthowtheirtimelessleadershipconceptscanbebestappliedintoday'sever-changingworld.”

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“I'vebeenafan—andfollower—ofTheLeadershipChallengeforalmost25years,andtheprinciplesareasrelevanttodayastheyhaveeverbeen.Inthisleadershipclassic,KouzesandPosnerhaveidentifiedandbroughttolifeinvaluablepracticesthatareasinsightfulastheyarepractical.”

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andTheAdvantage

“NobookhaseverchronicledthepracticesoftrueleadershipbetterthanTheLeadershipChallenge,andthisupdatededitiondeftlyoutlineshowtobeaphenomenalleaderinthe21stcentury.”

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“TheLeadershipChallengeisaclassic,insightfulandcompellingbook.Allleadershippositionscomewithitsownchallenges,butnotallleadersknowhowtonavigatethroughthem.Ifyouarelookingtoexcelasaleader,andyouneeddigestibleandpartialadvice:TheLeadershipChallengebyJimKouzesandBarryPosneristhebookforyou.Itwillnotonlyhelpyoubecomeagreataleaderbutitwillhelpmobilizeyourpeopleintogettingextraordinarythingsdone.Buythisbook,readthisbookandlivethisbook.Thenbuythisbookforthosewhotrulycareaboutleadership.”

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andYourGreatness

“IfIcouldrecommendonlyoneofthetensofthousandsofleadershipbookseverwritten,TheLeadershipChallengewouldabsolutelybemytopchoice,andbyawidemargin.ThissixtheditionbuildsmarkedlyonthelastbutremainscharacteristicallyJimKouzesandBarryPosner—acomplexworkinitsunderlyingcharacter,butbrilliantinitssimplicityandpracticalindesign.TheLeadershipChallengeisthemostusefulleadershipbookeverwritten;Ihaveeachandeveryedition,andeachisbetterthanthelast.”

—ThomasA.Kolditz,PhD,director,DoerrInstituteforNewLeaders,RiceUniversity

“TheLeadershipChallengeismorerelevantnowthanever.JimandBarry

continuetoprovidecompellingevidenceandexamplesofleadershipthatembodiesourhumanityandcapacitytointimatelycollaboratewithothers.Thisbookisimportantinsustainingourfaithinthepossibilitiesinherentininstitutionallife,nomatterwhatchaossurroundsusatthemoment.Ihighlyrecommendthisbook.”

—PeterBlock,authorofFlawlessConsultingandTheEmpoweredManager

“KouzesandPosnerdidnotinventleadershipbutsometimesitseemsthatway.AsAliceWatersistocooking,orPaulMcCartneyistomusic,KouzesandPosnerhavedevelopedadisciplineandanapproachtoleadershipthatsetsthemapartfromalltheothers.WiththesixtheditionofTheLeadershipChallengetheynotonlyupdatetheirresearch,theymakeitonceagain,comealive.TheLeadershipChallenge,6thEdition,notonlycoachesusonhowtomakeextraordinarythingshappen,thebookisextraordinary.”

—RichardA.Moran,Ph.D.,president,MenloCollegeandauthorofTheThingAboutWork,ShowingUp

andOtherImportantMatters

“Forover25yearsTheLeadershipChallengehasguidedmetoknowmyselfandgrowingasaleaderandachievingbetterresults—everytime!Thisneweditionimprovesonanalreadyextraordinaryandtimetestedmodelbyemphasizingtheimportanceandvalueofengagingyourteamandthosearoundyou.Inmybusiness,beingabetterleaderandgrowingnewleadersmeansimprovingthehealthofpeopleandtheirfamilies.Whennursesaremoreengagedandauthenticallysupported,patientsarehealthier!TheLeadershipChallenge,withthiscontemporaryupdate,enablesmetoimprovethehealthofpatients,theirfamiliesandthecommunitiesthatweserve.WithsomanyleadershipbooksouttherethisistrulytheONLYonethatyouneed.”

—LoriArmstrong,MSN,RN,NEA-BC,chiefnurseexecutive,KaiserPermanenteSantaClaraMedicalCenter

“WhatappealstomemostaboutTheLeadershipChallenge,SixthEditionissheerenthusiasmfortheartandthepracticeofleadership.Theartofleadershipinvolvesbringingpeopletogetherforcommoncause.Thepracticeofleadershiprequirescommitmenttoactionforthecommongood.Bothareeasytoaddress,buthardtoimplement.Inthiswonderfulnewedition,JimKouzesandBarryPosnerprovidereal-worldadvice—underscoredwithsolidresearch—thatpointsusintherightdirection.Goodstuff!”

—JohnBaldoni,president,BaldoniConsultingLLC;

author,LeadwithPurpose,LeadYourBoss,andLeadByExample

“TheLeadershipChallengeiswrittenforleaderswhowanttotransformorganizationsthroughsomeofthemostturbulenttimesinhealthcare.ThesecasestudiesandresearchonTheFivePracticesandTenCommitmentsofLeadershippresentverypracticalwaystobevisionary,innovative,collaborative,andengagedwithyouremployees.Everynurseisaleader—fromthebedsidetotheboardroom—andallshouldbecompetentintheworksofTheLeadershipChallenge.IrecommendittoALL!”

—SusanHerman,DNP,MSN,RN,NEA-BC,CENP,2015president,Assoc.ofCANurseLeaders,

andVPPatientCareServices&CNO,SanJoaquinCommunityHospital/AdventistHealth

“IfIcouldrecommendonlyoneofthetensofthousandsofleadershipbookseverwritten,TheLeadershipChallengewouldabsolutelybemytopchoice,andbyawidemargin.ThissixtheditionbuildsmarkedlyonthelastbutremainscharacteristicallyJimKouzesandBarryPosner—acomplexworkinitsunderlyingcharacter,butbrilliantinitssimplicityandpracticalindesign.TheLeadershipChallengeisthemostusefulleadershipbookeverwritten;Ihaveeachandeveryedition,andeachisbetterthanthelast.”

—ThomasA.Kolditz,PhD,director,DoerrInstituteforNewLeaders,RiceUniversity

“TheLeadershipChallengeisn'ttheory.It'sinsightbasedonrigorousandextensiveresearch.Andforme,themostprofoundinsightisaverysimpleone:theimportanceofdefiningyourownpersonalvaluesandaligningyourleadershipstylearoundthem.Astheleaderofalargesalesorganization,I'veseenfirsthandhowpowerfulthattypeofauthenticleadershipcanbeatalllevels.”

—MarkMadgett,SVP&HeadofAgency,NewYorkLife

TheLeadershipChallengeSixthEdition

HowtoMakeExtraordinaryThingsHappeninOrganizations

JamesM.Kouzes

BarryZ.Posner

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IntroductionMakingExtraordinaryThingsHappeninOrganizationsTheLeadershipChallengeisabouthowleadersmobilizeotherstowanttogetextraordinarythingsdoneinorganizations.It'saboutthepracticesleadersusetotransformvaluesintoactions,visionsintorealities,obstaclesintoinnovations,separatenessintosolidarity,andrisksintorewards.It'saboutleadershipthatmakesapositivedifferenceintheworkplaceandcreatestheclimateinwhichpeopleturnchallengingopportunitiesintoremarkablesuccesses.

ThepublicationofthiseditionofTheLeadershipChallengemarksthirtyyearssincethebookwasfirstpublished.We'vespentnearlyfourdecadestogetherresearching,consulting,teaching,andwritingaboutwhatleadersdowhentheyareattheirbestandhoweveryonecanlearntobecomebetterleaders.We'rehonoredbythereceptionwe'vereceivedintheprofessionalandbusinessmarketplaceandblessedthatstudents,educators,andpractitionerscontinuetofindthatTheLeadershipChallengeisbothconceptuallyandpracticallyuseful.

Wepersistinaskingtodaythesamebasicquestionweaskedin1982whenwestartedourjourneyintounderstandingexemplaryleadership:Whatdidyoudowhenyouwereatyourpersonalbestasaleader?We'vetalkedtomenandwomen,youngandold,representingjustabouteverytypeoforganizationthereis,atalllevels,inallfunctions,frommanydifferentplacesaroundtheworld.Theirstories,andthebehaviorsandactionsthey'vedescribed,haveresultedinthecreationofTheFivePracticesofExemplaryLeadership®frameworkdescribedinthisbook.Whenleadersdotheirbest,theyModeltheWay,InspireaSharedVision,ChallengetheProcess,EnableOtherstoAct,andEncouragetheHeart.

TheLeadershipChallengeisevidence-based.AnalyzingthousandsofcasestudiesandmillionsofsurveyresponsesresultedinTheFivePracticesframework.Thehundredsofexamplesinthisbook,ofrealpeopledoingrealthings,documentthepracticalnatureofthemodel.Eachchapterprovidesfreshandoriginaldataontheimpactthatthebehaviorofleadershasonengagementandperformance.

Witheachnewedition,wegetclearerabouttheleadershipactionsthatmakeadifference.Wereiteratewhat'sstillimportant,discardwhat'snot,andaddwhat'snew.Wecontemporizetheframeworkandfreshenupthelanguageandpointof

new.Wecontemporizetheframeworkandfreshenupthelanguageandpointofviewsothatthebookishighlyrelevanttocurrentcircumstancesandconditions.And,wearemoreauthoritativelyprescriptiveaboutthebestpracticesofleaders.Themoreweresearchandwriteaboutleadership,themoreconfidentwebecomethatleadershipiswithinthegraspofeveryone.Theopportunitiesforleadershipareboundlessandboundaryless.

Witheachnewedition,wealsogettoaddressanewaudience,andsometimesevenanewgenerationofemergingleaders.Thatopportunitymotivatesustocollectnewcases,examinenewresearchfindings,andtalkwithpeoplewehaven'theardfrom.Itencouragesustoperformalitmustestofrelevanceonourresults:Doesthismodelofleadershipcontinuetomakesense?Ifwestartedalloveragain,wouldwefindnewleadershippractices?Wouldweeliminateanyofthepractices?Inthisregard,weareaidedbytheongoingempiricaldataprovidedbytheonlineversionoftheLeadershipPracticesInventory.®Thisinventory,whichassessesTheFivePractices,providesmorethan400,000responsesannually,andkeepsusonguardandontargetinidentifyingthebehaviorsthatmakeadifference.

Weknowthatallofyoufacevexingissuesthatnotonlymakeleadershipmoreurgent,butalsorequireyoutobemoreconsciousandconscientiousaboutbeingaleader.Othersarelookingtoyoutohelpthemfigureoutwhattheyshouldbedoingandhowtheycandevelopthemselvestobeleaders.Youdon'tjustoweittoyourselftobecomethebestleaderyoucanpossiblybe.Youoweittoyourconstituents.Theyarealsoexpectingyoutodoyourbest.

AFieldGuideforLeadersHowdoyoubecomethekindofleaderpeoplewanttofollow?Howdoyougetotherpeople,byfreewillandfreechoice,tomoveforwardtogetherinpursuitofacommonvision?Howdoyoumobilizeotherstowanttostruggleforsharedaspirations?TheseareonlysomeoftheimportantquestionsweaddressinTheLeadershipChallenge.Thinkofthebookasafieldguidetotakealongonyourleadershipjourney.Thinkofitasamanualyoucanconsultwhenyouwantadviceandcounselonhowtomakethingshappenandmoveforward.

ChapterOneofferstwocasestudiesaboutPersonal-BestLeadershipExperiences.Thesestoriestookplaceindissimilarlocationsandindustries,involvingdifferentfunctions,people,andstyles,buttheybothillustratehowTheFivePracticesapplywheneveryouacceptthechallengeofleadership.ThechaptercontinueswithanoverviewofTheFivePracticesandillustratesempiricallythattheseleadershippracticesmakeadifference.

Askingleadersabouttheirpersonalbestsisimportant,butit'sonlyhalfthestory.Leadershipisarelationshipbetweenleadersandfollowers.Amorecompletepictureofleadershipdevelopswhenyouunderstandwhatpeoplelookforinsomeonetheywouldwillinglyfollow.InChapterTwo,werevealthecharacteristicspeoplevaluemostintheirleadersandsharethevoicesofpeopleexplainingwhytheseareimportant.

ThetenchaptersthatfollowdescribetheTenCommitmentsofLeadership—theessentialbehaviorsthatleadersemploytomakeextraordinarythingshappen—andexplaintheconceptualprinciplesthatsupporteachofTheFivePractices.Weofferevidencefromourresearch,andthatofothers,tosupporttheprinciples,provideexamplesofrealpeoplewhodemonstrateeachpracticeinreallife,andprescribespecificrecommendationsonwhatyoucandotomakeeachpracticeyourown.ATakeActionsectionconcludeseachofthesechapters,suggestingwhatyouneedtodotomakethisleadershippracticeanongoingandnaturalpartofyourbehavioralandattitudinalrepertoire.Whetherthefocusisyourownlearningorthedevelopmentofyourconstituents—yourdirectreports,team,peers,manager,communitymembers,andthelike—youcantakeimmediateactiononeveryoneofourrecommendations.Theydon'trequireabudgetorapprovalfromanyone.Theyjustrequireyourpersonalcommitmentanddiscipline.

InChapterThirteen,wecalloneveryonetoacceptpersonalresponsibilitytobearolemodelforleadership.Throughsixeditions,wecontinuetochampionthe

rolemodelforleadership.Throughsixeditions,wecontinuetochampiontheviewthatleadershipiseveryone'sbusiness.Thefirstplacetolookforleadershipiswithinyourself.Acceptingtheleadershipchallengerequiresreflection,practice,humility,andtakingadvantageofeveryopportunitytomakeadifference.Aswehaveineveryedition,weclosewiththisconclusion:Leadershipisnotanaffairofthehead.Leadershipisanaffairoftheheart.

WerecommendthatyoufirstreadChaptersOneandTwo,butafterthatthereisnosacredordertoproceedingthroughtherestofthisbook.Gowhereveryourinterestsare.Wewrotethismaterialtosupportyouinyourleadershipdevelopment.Justrememberthateachpracticeandcommitmentofleadershipisessential.Althoughyoumightskiparoundinthebook,youcan'tskipanyofthefundamentalsofleadership.

Thedomainofleadersisthefuture.Theworkofleadersischange.Themostsignificantcontributionleadersmakeisnottotoday'sbottomline;itistothelong-termdevelopmentofpeopleandinstitutionssotheycanadapt,change,prosper,andgrow.Ourongoingaspirationisthatthisbookcontributestotherevitalizationoforganizations,tothecreationofnewenterprises,totherenewalofhealthycommunities,andtogreaterrespectandunderstandingintheworld.Wealsoferventlyhopethatitenrichesyourlifeandthatofyourcommunityandyourfamily.

Leadershipisimportant,notjustinyourcareerandwithinyourorganization,butineverysector,ineverycommunity,andineverycountry.Weneedmoreexemplaryleaders,andweneedthemmorethanever.Somuchextraordinaryworkneedstobedone.Weneedleaderswhocanuniteusandigniteus.

Meetingtheleadershipchallengeisapersonal—andadaily—challengeforeveryone.Weknowthatifyouhavethewillandthewaytolead,youcan.Yousupplythewill.We'lldoourbesttokeepsupplyingtheway.

JamesM.KouzesOrinda,California

BarryZ.PosnerBerkeley,California

April2017

WhatLeadersDoandWhatConstituentsExpect

Chapter1WhenLeadersAreatTheirBestForBrianAlink,thedigitalrevolutionisasprofoundastheIndustrialRevolution.1Thewayorganizationssolveproblems,driveinnovation,andscalethoseinnovationstomillionsofpeoplesoquicklyandefficientlyismassivelychangingtheworkplace,themarketplace,andthecommunity.Butasexcitingasallthisis,somethingelseenergizeshimevenmore:thechancetolearnhowtobeanevenmoreeffectiveleaderinthisnewcontext.2

TheopportunitytodojustthatcamewhenBrianwasaskedtohelprefinehowthecreditcardbusinessatCapitalOneFinancialCorporationservicedcustomersacrossallchannels.Thischallengewasdifferentfromothershehadspearheadedbecauseitwasabout“howwechangethemind-setsofleadersacrossthecreditcardbusinesstouseadigital-firstapproachforservicing.Itwasaboutsolvingrealproblemsthatcausecustomerspain,anxiety,orfrustration,andabouthowwecanmakeitbetterforthem.”

WhenBrianmovedintohiscurrentroleasmanagingvicepresidentatCardDigitalChannels,hebeganworkingwithanewlyformedteamthathadjustcometogether.“Thisputawholelotofuncertaintyintowhatweweredoing,”heacknowledged,andsoBrianspentthefirstfewweeksmeetingwiththeexecutivesandotherleaderswhoownedpartsofthecustomerexperience,“justlistening,learning,gettingcontext,andimmersingmyselfinthesituation.”Hedidthesameone-on-onewithhisimmediateteam.Guidinghiminthisinitialrelationship-buildingprocesswasaleadershipphilosophythathadservedhimwellovertheyears:“Attheverybeginningofajourneylikethis,”hesaid,“it'saboutgettingtoknoweachotherpersonally.”

It'saboutknowingwhothesepeoplearethatareworkingwithme,knowingtheirvalues,whattheylovetodo,whattheycareabout,andwhattheystandfor.Ialsolovetheopportunitytointroducemyself—notasaleaderorasastrategistorastheanalystorwhateverwe'retryingtodo—butjustassomebodywhoiswiththemasarealhumantryingtohaveagreaterexperienceinlifeandtryingtomaketheworldabetterplace.

Brianpulledhisentireleadershipteamtogetherforafour-hourdiscussion.Hebeganbyexplaininghowhewasattemptingtobuildanenvironmentoftrust:

Thisisthekindofenvironmentwherewewanttodothegreatestworkof

Thisisthekindofenvironmentwherewewanttodothegreatestworkofourlives,wherewewanttotrulymakeadifference,wherewe'refeelingcommittedandwewanttodosomethingthatmatters,thathasmeaningtouspersonally.

Trustcomesfromunderstandingeachother'svaluesandunderstandingourexperiencesandwhatwestandfor.Inorderforthattohappen,we'vegottobevulnerable,andwehavetobeopen.Thenwecanbuildonthatbaseofvaluesandtrust.

Brianhadfoundthateverytimehe'shadthisconversationwithanewteamtheexperiencehadbeen“magical.”Withoutexception,peopleopenedupandsharedtheirpersonalchallengeswithoneanother.AsBrianappreciates,everyonehaschallengesintheirlives,andthatit'sthosehardmomentsthatshapewhopeopleareandwhattheystandfor.“Whatdrivesallofus,”Briansays,“isthatwewanttodosomethingmeaningfulforthepeopleweworkwith,whereitreallyhelpsthemgrowanddosomethingbetterforthepeoplearoundus.Wewanttohavethatsamekindofimpactonourcustomers.”

Throughthoseearlymeetings,Brianandhisteamgotclearabouttheirsharedvisionandvalues.Theydevelopedtheircorestrategyanddeterminedhowtheyweregoingtooperate.Withthiscollaborativeeffort,everyoneontheteamfelttheyhadcreatedtheirapproachtogetheranddevelopedownershipforit.

Brianandhisleadershipteamthendesignedandconductedanall-handsmeetingthatincludedbothhisimmediateteamandextendedteamsoutsidetheCardCustomerExperienceorganization.Theywalkedeveryonethroughtheprocesstheirteamhadgonethroughtogether,thenrolledoutthenewplanandengagedeveryone—thedevelopers,thesoftwareengineers,thedesigners,andothers—inlearningabouttheirmission.Thisapproachhelpedtodissipatemuchoftheconcernandambiguity,and,Brianobserved,“communicatedclearlythattheleadershipteamwasemotionallycommitted,hadeachother'sbacks,wereheretohelpsupportourentireteam,andtodosomethingbigthatreallymattered.”

Buttheydidn'twantthistobeonlyapriorityforthecustomerexperienceteam.Theyneededtomaketheideaofhelpingcustomersbecomemoredigital,andhaveeffortlessexperiences,asharedvisionacrossallofthecreditcardbusiness.Theywantedeveryone—peoplefromproductdesign,creditpolicy,fraud,collection,creditlines,lostandstolencards,andotherfunctions—toseethemselvesinthebiggerpicture.Brian'steamsetupmeetingswithleadersfromacrossthebusiness,sharedtheiraspirationswiththem,showedthemwherecustomerswererunningintoproblems,providedthemwithinsightfuldata,andtoldthemhowtheycouldworktogethertocreatepainlessexperiencesfor

toldthemhowtheycouldworktogethertocreatepainlessexperiencesforcustomers.

Asessentialasitistocreateavisionforandtoserveyourownverticalteam,Briantoldus,it'sequallyimportanttodothesameforyourpeersandthoseyoudon'tdirectlymanage:

Ifwecangetleaderswhoareadjacenttoourareatocomehelpusandthenbewillingtogivethemthecreditforthehelptheyprovide,itdoesn'ttakeawayfrommyleadershipormyteam'scontributionatall.Thisisapowerfulwaytogetalotmoreintelligenceandmindshareandsupportforsomethingbiggerthatweallneedtobeworkingon.Indoingso,wecreateawinforeverybody.

Knowingthatgettingotherstocollaborateisn'talwayseasy,Brianofferedtechnicalresourcesfromhisownteaminordertohelpothershelphim.Heoperatedonacompellingpremise:“Wearegoingtowinifwehelpotherswin.We'vegottogiveinordertoget.Ifwecanmovethewholeorganization,whatwearegoingtogetissomuchbiggerthanwhatwecouldeverhavedoneonourown....Beinghumbleandlettingothersshinecomesbacktoyoumanytimesover.”Brian'steamcreatedmomentswhenleadersfromotherpartsoftheorganizationwouldcometogetherandshowcasetheirwork.Theseforumselevatedothers,honoredthem,andgavethempublicrecognitionandcreditforthecontributionstheyweremaking.

Whilethecoreofthecustomerexperienceapproachtoleadingiselevatingothers,stayinginthebackground,andgivingcredittoothers,Brianmakessurethatthosewhodothegivingarerefueledwiththeenergytheyneedtokeepongiving.Eachweek,heandhisleadershipteamholdstandupmeetingsatwhichtheyhighlightwhateveryoneisworkingonandlookintoproblems,successes,lessonslearned,andevenfailuresthey'vehad.Thosewhoworkindifferentgeographiclocationsjoinbyvideo.Duringthesemeetings,theleadershipteamlooksfor“praisemoments”wheretheycandrawattentiontoexemplarybehaviorsinfrontofeveryone.Whentheyhearorseesomethingtheywanttoshineaspotlighton,someonewillsay,“Let'spauseforjustamoment.Thatrighttherewasawonderfulexampleofwhatwearestrivingtodo.”Whenpeopleseethesuccessesandhearthepositivefeedback,itcreatesmomentum.

“Whenworkingtotransformacompanyintoacustomer-focused,digitalorganization,”Briantoldus,“it'simmenselyhelpfultoframetheleadershipscopeasamissionthattranscendsorganizationalboundaries.Customersdon'tknowwhichpartofanorganizationtheyaredealingwith!Limitingtheleadershipmodeltotheimmediateteamgreatlylimitsthescopeandspeedof

leadershipmodeltotheimmediateteamgreatlylimitsthescopeandspeedofimpactaleadercanhaveontransformingacomplexcustomerjourneythroughanorganization.”

Thisisdefinitelyaleadershipphilosophyforanewera.It'sa360-degreeviewofleadershipthatismoreinclusiveandmoreopenthanwhatmanypeoplehaveexperiencedinthepast,anditproducesresults.Inlessthanayear,thiscollaborativeeffortatCapitalOneimprovedamultitudeofcustomerexperiences.Forexample,customerssavedhundredsofthousandsofhoursofcallingtimein2016asaresultofenhanceddigitalexperiencesandcustomertouchpoints.Theratioofcustomercallstoaccountsbeganasteadydownwardtrajectorytothelowestlevelsincebeingmeasured—amajordriverofefficiencyforthebusiness.Atthesametime,scorestrackingthepercentageofpeoplerecommendingCapitalOnehitall-timehighs.

ForAnnaBlackburn,“thevaluesmatchwasthebiggestdriver”intakingherfirstjobwithBeaverbrookstheJewellers,Limited,afamily-ownedretailerintheUnitedKingdom.Eighteenyearslater,thesesamevaluesdriveherasitschiefexecutiveofficer—theirfirstnon-familymember,andfirstfemale,toholdthatposition.HonoringvaluesisalsoattheheartofAnna'sPersonal-BestLeadershipExperience.3

Foundedin1919,Beaverbrookshasalongandhonoredhistory.Todayitoperatesseventystores,hasasignificantonlinepresence,andemploysnearly950people.It'snotonlydedicatedtoofferingcustomersqualityjewelryandwatches,it'salsoveryproudofitsdedicationtoamissionof“enrichinglives.”Beaverbrookscontributes20percentofpost-taxprofitstocharitableorganizations,anditinvestsheavilyinitscolleagues—whichhasearnedthecompanyrecognitionbyTheSundayTimes(Britain'slargest-sellingnationalSundaynewspaper)forthirteenconsecutiveyearsasoneofthe100BestCompaniestoWorkFor.

Anna'sappointmentasCEOcameatanunsettledtime.Herpredecessor,afamilymember,leftthecompanytopursueotherventures.Thecompanyhadveeredawaysomewhatfromitscorestrategyandculture,andcolleaguesweren'tembracingthenewways.Herfifteenyearswiththecompany,however,preparedAnnawellforthechallenge.Startingonthesalesfloor,shehadservedinalmosteveryroleandfunction,workedinlocationsthroughoutEnglandandScotland,andspentfiveyearsontheexecutiveteam.

Noneofthatmeantshecouldassumesheknewwhatpeoplewantedfromherinthisnewposition.Oneofherfirstactionswastosendoutasurveyinviting

thisnewposition.OneofherfirstactionswastosendoutasurveyinvitingeveryoneinBeaverbrookstosaywhatqualitiestheymostwantedtoseeinthenewCEO.Atthenextannualmanagers'conference,Annasharedthesurveyresults.Peoplewantedhertobehonest,inspiring,competent,forward-looking,caring,ambitious,andsupportive,shesaid,andshepledgedtothemthatshewoulddoeverythingshecouldtoliveuptotheseexpectations.

TheseactionswereanearlysignalofhowAnnaintendedtobeacollaborativeandinclusiveleader,andhernextstepsreinforcedthataspiration.Forexample,overtheyears,Beaverbrooks'soperationshadbecomeincreasinglycomplicatedandformalized,andpeoplehadlostasenseofownershipinthebusiness.Insteadofintroducinganyradicalnewdirection,Annainitiatedchangesthatwere“alwayswithinthecontextofbuildingonourstrengths,”shesaid.

Itwasbacktothebasicsandkeepingthingssimple.Wherestrategiesoftengowrongisthatyouloseconnectionwiththepersonwho'sgoingtobemakingthebiggestdifferenceinyourbusiness.Theyneededtobuyinandunderstandtheimpacttheywerehaving.

AmajordisconnectthatAnnaobservedwasthateventhoughBeaverbrooksmadeTheSundayTimesbestcompanylistyearafteryear,profitswererelativelylow.Withafirmbelief“thatbeingagreatworkplaceandhavingagreatenvironmentshouldabsolutelypayintothebottomline,”Annasetout“toprovethatbeingagreatworkplaceisactuallyprofitable.”However,shewasn'tinterestedinBeaverbrooksbeingprofitablesimplyforitsownsake.Shetoldusthat

Beaverbrooksisabusinesswithaconscience.Themoresuccessfulwearefinancially,thebetterwecantakecareofthepeoplewhoworkforusandthebetterwecansupportthewidercommunity.Themoresuccessfulweare,themoregoodwecando.

Partofwhatneededtobedone,Annabelieved,wastocreateagreatersenseofsharedaccountabilityandresponsibility:“Weneededtohaveeachandeverypersonreadytotaketheirpartinmakingtheculturewhatitneededtobe.Onepersoncannotfix,develop,orevolveaculture.”Whenfeedbacktotheexecutivelevelindicatedthattheyworkedtoomuchinsilosandweredisconnectedfromthestores,Annaintroducednewwaystocreategreatercollaborationandsynergy.Themonthlyexecutiveteammeetings,forexample,becamemuchmorefocusedonstrategy,andthequarterlyseniormanagerandcorporateofficemeetingsdealtmorewithoperationaldecisionsandwithacknowledgingthesuccessesexperiencedinthestores.

AnnaalsocontinuedthefocusgrouptraditionthatchairmanMarkAdlestonehad

AnnaalsocontinuedthefocusgrouptraditionthatchairmanMarkAdlestonehadstarted:smallgroupmeetingsofabouteightpeoplefromsimilarroles.Annually,sheholdsfourteenfocusgroups—sixforsalesteams,andtwoeachformanagers,assistantmanagers,supervisors,andtheofficeteam.Themeetingslastahalf-day,andincludediscussionsofwhat'sworkingandnotworking,aswellasacknowledgmentsofindividualsuccesses.

Givenfeedbackfromthefocusgroups,Annadevisedanewframeworkfortalkingaboutthebusiness,aconceptshecalledTheThreePillars.Itisdepictedasthreepillarsstandingonasolidbaseandcappedbyaheader.WrittenonthebaseisBeaverbrooks'spurpose:“EnrichingLives.”Ontheheaderisthecompanyname.Thefirstpillarislabeled“CustomerServiceandSelling”;thesecondis“FinancialSuccess”;andthethirdis“GreatWorkplace.”“Thekeything,”Annaexplains,“isthatallthreepillarsareinalignmentandthesameheight.Ifonepillarwerehigherthantheothers,theroofwouldfalloff.”

AnotherofAnna'smajorinitiativeswasarefreshoftheBeaverbrooksWay,aone-pagedocument,originallypublishedin1998,thatcodifiedthepurposeandvaluesofBeaverbrooks.Itwasnotthatthevalueshadchanged,butthatthedocumentwasincompleteandunclear.“Therewasnothingaboutbeingajeweler,andthefamilyvalueswerenotreferredto,”Annatoldus.“ThevalueswerealsoopentoindividualinterpretationratherthanstatingwhatthesevaluesmeaninBeaverbrooks.”AnnawantedasmanypeopleaspossibletoprovideinputonarevisedBeaverbrooksWay,andshespenttwelvemonthsgatheringinformation.Sheaskedquestionsaboutitinfocusgroups,shetalkedaboutitwithtraineemanagers,andshesentoutfeedbackformstoallthestoresanddepartments.

Shereceivedextensivecommentsand,withthehelpoftheregionalmanagers,createdasupportingdocumentthattheyintroducedattheannualcompanymeeting.Inherintroductiontothisthirty-two-pagebooklet,Annawrote:

IreceivedalotoffeedbackaboutwhatyouwantedtoseefromtheBeaverbrooksWaygoingforward.Youaskedforclearandsimplelanguage,moreexplanationofourvaluesandbehaviors,andmoreofaworkingdocument.Thisdocumentisaresultofyourfeedback...[It]includes“TheBeaverbrooksWay”(whoweare,whatwedo,whyweexist,andourvalues)andhighlightsourbehaviors—simply.Ourbehaviorsaredefinedbyexamplestohelpbringourculturetolife.

AsmuchasAnna'sattentionfocusesonimprovingbusinessperformance,shealsotakestoheartherconstituents'desireforacaringandsupportiveleader.For

example,shetoldus,“Wefindasmanyexcusesaspossibletocelebratesuccesses.Ithinkit'simportantthatpeoplefeelrecognizedandrewardedandvaluedforthedifferencetheymake.”Fromquarterlybusinessreviewswithregionalmanagerstoinformalofficegatherings,Annatakesthetimetoturnthespotlightonthosewhodotherightthings.AstheysayintheBeaverbrooksWay,“Whenwerecognizewhatisworkingwellandcreatingsuccess,wearemorelikelytorepeatthebehaviorthathelpedcreatethesuccessinthefirstplace.”Repeatingbehaviorsthatcreatesuccessispayingoff.InthemostrecentrankingbyTheSundayTimes,Beaverbrookswasthetopretaileronthelist.Profitswerealsoatanall-timehigh,provingthatyoucanbebothagreatworkplaceandaprofitablebusiness.

Givenherexperiences,what'sthemostimportantleadershiplessonAnnawouldpassalongtoemergingleaders?“Beingarolemodelisabsolutelykey,”shesays.“It'ssomethingI'veheldveryclosetomethroughoutmycareer,whetherit'sonthesellingfloororintheexecutiveoffice.Peoplewhomodelthebehaviorsthatarecrucialtobusinesssuccessinspireothers.”

TheFivePracticesofExemplaryLeadership®

Inundertakingtheirleadershipchallenges,BrianandAnnaseizedtheopportunitytochangebusinessasusual.Andwhiletheirstoriesareexceptional,theyarenotunlikecountlessothers.We'vebeenconductingoriginalglobalresearchforoverthirtyyears,andwe'vediscoveredthatsuchachievementsarecommonplace.WhenweaskleaderstotellusabouttheirPersonal-BestLeadershipExperiences—experiencesthattheybelievearetheirindividualstandardsofexcellence—therearethousandsofsuccessstoriesjustlikeBrian'sandAnna's.We'vefoundtheminprofit-basedfirmsandnonprofits,agricultureandmining,manufacturingandutilities,bankingandhealthcare,governmentandeducation,andtheartsandcommunityservice.Theseleadersareemployeesandvolunteers,youngandold,womenandmen.Leadershipknowsnoracialorreligiousbounds,noethnicorculturalborders.Leadersresideineverycityandeverycountry,ineveryfunctionandeveryorganization.Wefindexemplaryleadershipeverywherewelook.We'vealsofoundthatinexcellentorganizations,everyone,regardlessoftitleorposition,isencouragedtoactlikealeader.Intheseplaces,peopledon'tjustbelievethateveryonecanmakeadifference;theyactinwaystodevelopandgrowpeople'stalents,includingtheirleadership.Theydon'tsubscribetothemanymythsthatkeeppeoplefromdevelopingtheirleadershipcapabilitiesandorganizationsfromcreatingleadershipcultures.4

Oneofthegreatestmythsaboutleadershipisthatsomepeoplehave“it”andsomedon't.Acorollarymythisthatifyoudon'thave“it,”thenyoucan'tlearn“it.”Neithercouldbefurtherfromtheempiricaltruth.AfterreflectingontheirPersonal-BestLeadershipExperiences,peoplecometothesameconclusionasTanviLotwala,revenueaccountantatBloomEnergy:“Allofusarebornleaders.Weallhaveleadershipqualitiesingrained.Allthatweneedispolishingthemupandbringingthemtotheforefront.Itisanongoingprocesstodevelopourselvesasaleader,butunlesswetakeontheleadershipchallengespresentedtousonadailybasis,wecannotbecomebetteratit.”

Wefirstaskedpeopleintheearly1980stotelluswhattheydidwhentheywereattheir“personalbest”inleadingothers,andwecontinuetoaskthisquestionofpeoplearoundtheworld.Afteranalyzingthousandsoftheseleadershipexperiences,wediscovered,andcontinuetofind,thatregardlessofthetimesorsettings,individualswhoguideothersalongpioneeringjourneysfollowsurprisinglysimilarpaths.Althougheachexperiencewasuniqueinitsindividualexpression,therewereclearlyidentifiablebehaviorsandactionsthatmadea

expression,therewereclearlyidentifiablebehaviorsandactionsthatmadeadifference.Whenmakingextraordinarythingshappeninorganizations,leadersengageinwhatwecallTheFivePracticesofExemplaryLeadership®:

ModeltheWay

InspireaSharedVision

ChallengetheProcess

EnableOtherstoAct

EncouragetheHeart

Thesepracticesarenottheprivatepurviewofthepeoplewestudied.Nordotheybelongtoafewselectshiningstars.Leadershipisnotaboutpersonality.It'saboutbehavior.TheFivePracticesareavailabletoanyonewhoacceptstheleadershipchallenge—thechallengeoftakingpeopleandorganizationstoplacestheyhaveneverbeenbefore.Itisthechallengeofmovingbeyondtheordinarytotheextraordinary.

TheFivePracticesframeworkisnotanaccidentofaspecialmomentinhistory.Ithaspassedthetestoftime.Whilethecontextofleadershiphaschangeddramaticallyovertheyears,thecontentofleadershiphasnotchangedmuchatall.Thefundamentalbehaviorsandactionsofleadershaveremainedessentiallythesame,andtheyareasrelevanttodayastheywerewhenwebeganourstudyofexemplaryleadership.ThetruthofeachindividualPersonal-BestLeadershipExperience,multipliedthousandsoftimes,andsubstantiatedempiricallybymillionsofrespondentsandhundredsofscholars,establishesTheFivePracticesofExemplaryLeadershipasan“operatingsystem”forleaderseverywhere.

Intheremainderofthischapter,weintroduceeachofTheFivePracticesandprovidebriefexamplesthatdemonstratehowleaders,justlikeBrianandAnna,acrossavarietyofcircumstancesusethemtomakeextraordinarythingshappen.WhenyouexploreTheFivePracticesindepthinChaptersThreethroughTwelve,you'llfindscoresofillustrationsfromthereal-lifeexperiencesofpeoplewhohavetakentheleadershipchallenge.

ModeltheWayTitlesaregranted,butit'syourbehaviorthatearnsyourespect.WhenTerryCallahanasks,“HowcanIhelpyou?”hemeansit.OneexamplewaswhilevicepresidentforMillerValentineGroup,arealestatesolutionprovider,theyneededtomakeanimportantcommunitygrand-openingeventhappeninrecordtime

anditrequiredan“allhandsondeck”effort.WhatsurprisedtheteamthemostwaswhenTerryremovedhisjacket,rolleduphissleeves,andliterallygotdownanddirtyashestartedmulchingthelandscape.“Terrytaughtmethatleadershipisnotabouttitlesandranks,”saidoneofhisdirectreports,“butaboutpersonalresponsibilityandsettingapositiveexample.”5

Thissentimentreverberatedacrossallthecaseswecollected.“Attheendoftheday,”ToniLejano,humanresourcesmanageratCisco,recalledfromherPersonal-BestLeadershipExperience,“leadershipisallabouthowyoubehavethatmakesadifference.”Exemplaryleadersknowthatiftheywanttogaincommitmentandachievethehigheststandards,theymustbemodelsofthebehaviortheyexpectofothers.

ToeffectivelyModeltheWay,youmustfirstbeclearaboutyourownguidingprinciples.Youmustclarifyvaluesbyfindingyourvoice.Whenyouunderstandwhoyouareandwhatyourvaluesare,thenyoucangivevoicetothosevalues.AsAlanSpiegelman,wealthmanagementadvisorwithNorthwesternMutual,explained:“Beforeyoucanbealeaderofothers,youneedtoknowclearlywhoyouareandwhatyourcorevaluesare.Onceyouknowthat,thenyoucangiveyourvoicetothosevaluesandfeelcomfortablesharingthemwithothers.”

ArpanaTiwari,seniormanagerwithoneoftheworld'slargeste-commerceretailers,foundthat“themoreIspokewithothersaboutmyvalues,theclearertheybecameforme.”Sherealized,however,thathervaluesweren'ttheonlyonesthatmattered.Everyoneontheteamhasprinciplesthatguidetheiractionsand,asaleader,youmustaffirmthesharedvaluesofthegroup.Thisrequiresgettingeveryoneinvolvedincreatingthevalues.Doingso,Arpanaobserved,“makesitrelativelyeasytomodelthevaluesthateveryonehasagreedto.”Anotherbenefitsherealizedwasthat“itisalsolessdifficulttoconfrontpeoplewhentheymakedecisionsthatarenotaligned.Whenavalueisviolated,leadershavetodoorsaysomethingortheyruntheriskofsendingamessagethatthisisnotimportant.”Therefore,leadersmustsettheexample.Deedsarefarmoreimportantthanwordswhenconstituentswanttodeterminehowseriousleadersreallyareaboutwhattheysay.Wordsanddeedsmustbeconsistent.

InspireaSharedVisionPeopledescribetheirPersonal-BestLeadershipExperiencesastimeswhentheyimaginedanexciting,highlyattractivefuturefortheirorganizations.Theyhadvisionsanddreamsofwhatcouldbe.Theyhadabsoluteandtotalpersonalfaithintheirdreams,andtheywereconfidentintheirabilitiestomakethose

extraordinarythingshappen.Everyorganization,everysocialmovement,beginswithavision.Itistheforcethatcreatesthefuture.

Leadersenvisionthefuturebyimaginingexcitingandennoblingpossibilities.Youneedtohaveanappreciationofthepastandaclearimageofwhattheresultsshouldlooklikeevenbeforestartinganyproject,muchasanarchitectdrawsablueprintoranengineerbuildsamodel.AsAjayAggrawal,informationtechnology(IT)projectmanagerwithOracle,said,“Youhavetoconnecttowhat'smeaningfultoothersandcreatethebeliefthatpeoplecanachievesomethinggrand.Otherwise,peoplemayfailtoseehowtheirworkismeaningfulandtheircontributionsfitintothebigpicture.”

Youcan'tcommandcommitment;youhavetoinspireit.Youhavetoenlistothersinacommonvisionbyappealingtosharedaspirations.StephanieCapron,RitzmanPharmaciesvicepresidentofhumanresources,toldushowthisfamilybusiness,withovertwenty-fivelocations,askedpeoplewithineachlocationandeverydepartmenttocreateavisionboardofwhattheysawthefuturelookinglike,andthenbroughtallofthesetogethertocreateasharedvision(andnewbrand).“Wepaintedabigpicture,”shesaid,“andgoteveryonetoseethatpicturesotheycouldunderstandwhatgreatservicelookedandfeltlike,andtheirpartinit.”6Toomanypeoplethinkthattheleader'sjobistocomeupwiththevisionwhentherealityisthatpeople,likethoseatRitzmanPharmacies,wanttobeinvolvedintheprocess.Thisgrassrootsapproachismuchmoreeffectivethanpreachingoneperson'sperspective.

Inthesetimesofrapidchangeanduncertainty,peoplewanttofollowthosewhocanseebeyondtoday'sdifficultiesandimagineabrightertomorrow.AsOliverVivell,seniordirector,corporatedevelopmentatSAP,pointsout,“Othershavetoseethemselvesaspartofthatvisionandasabletocontributeinordertoembracethevisionandmakeittheirown.”Leadersforgeunityofpurposebyshowingtheirconstituentshowthedreamisashareddreamandhowitfulfillsthecommongood.

Whenyouexpressyourenthusiasmandexcitementforthevision,youignitethatsamepassioninothers.AsAmyMatsonDrohan,ON24'sseniorcustomersuccessmanager,reflectedonherPersonal-BestLeadershipExperience,sheobservedthat:“Youcan'tproselytizeavisionthatyoudon'tfull-heartedlybelieve.”Ultimately,shesaid,“Theleader'sexcitementshinesthroughandconvincestheteamthatthevisionisworthyoftheirtimeandsupport.”

ChallengetheProcess

Challengeisthecrucibleforgreatness.Everysinglepersonal-bestleadershipcaseinvolvedachangefromthestatusquo.Notonepersonachievedapersonalbestbykeepingthingsthesame.Regardlessofthespecifics,theyallinvolvedovercomingadversityandembracingopportunitiestogrow,innovate,andimprove.

Leadersarepioneerswillingtostepoutintotheunknown.However,leadersaren'ttheonlycreatorsororiginatorsofnewproducts,services,orprocesses.Innovationcomesmorefromlisteningthanfromtelling,andfromconstantlylookingoutsideofyourselfandyourorganizationfornewandinnovativeproducts,processes,andservices.Youneedtosearchforopportunitiesbyseizingtheinitiativeandbylookingoutwardforinnovativewaystoimprove.

Leadersdon'tsitidlybywaitingforfatetosmileuponthem;theyventureout.TakingriskswaswhatSrinathThurthahalliNagarajrecalledabouthispersonal-best(andfirst)leadershipexperienceinIndiawithFlextronics.“Whenthingsdidnotworkasexpected,”Srinathexplained,“wekeptonexperimentingandchallengingoneanother'sideas.Youhavetomakeroomforfailureandmoreimportantlytheopportunitytolearnfromfailure.”Bymakingsomethinghappen,Srinathwasabletomovetheprojectforward.

Becauseinnovationandchangeinvolveexperimentingandtakingrisks,yourmaincontributionwillbetocreateaclimateforexperimentation,therecognitionofgoodideas,thesupportofthoseideas,andthewillingnesstochallengethesystem.Onewayofdealingwiththepotentialrisksandfailuresofexperimentationisbyconstantlygeneratingsmallwinsandlearningfromexperience.PierfrancescoRonzi,astheLondon-basedengagementmanagerwithMcKinseyandCompany,recalledhowsuccessfullyturningaroundthecreditprocessforabankingclientinNorthAfricameantbreakingtheprojectdownintopartssothattheycouldfindaplacetostart,determinewhatwouldwork,andseehowtheycouldlearnintheprocessofmovingforward.“Showingthemthatwewereabletomakesomethinghappen,”hesaid,“wasasignificantboosttotheirconfidenceintheprojectandtheirwillingnesstostayinvolved.”

There'sastrongcorrelationbetweentheprocessoflearningandtheapproachleaderstaketomakingextraordinarythingshappen.Leadersarealwayslearningfromtheirerrorsandfailures.Lifeistheleader'slaboratory,andexemplaryleadersuseittoconductasmanyexperimentsaspossible.KinjalShah,seniormanageratQuisk,toldushowhispersonalbest“taughtmealot.Istumbledatplaces,manytimes,andgotup,dustedmyselfoff,learnedfromitandtriedtodobetterthenexttimearound.Ilearnedalot,andtheexperiencedefinitelymademeabetterleader.”

meabetterleader.”

EnableOtherstoActGranddreamsdon'tbecomesignificantrealitiesthroughtheactionsofasingleperson.Achievinggreatnessrequiresateameffort.Itrequiressolidtrustandenduringrelationships.Itrequiresgroupcollaborationandindividualaccountability,whichbegins,asSushmaBhope,co-founderofStealthTechnologyStartup,appreciated,“byempoweringthosearoundyou.”Sheconcluded,justasmanyothershadwhenreviewingtheirpersonal-bestexperiences,that“noonecouldhavethisdonethisalone.Itwasessentialtobeopentoallideasandtogiveeveryoneavoiceinthedecision-makingprocess.Theoneguidingprincipleontheprojectwasthattheteamwaslargerthananyindividualontheteam.”

Leadersfostercollaborationbybuildingtrustandfacilitatingrelationships.Youhavetoengageallthosewhomustmaketheprojectwork—andinsomeway,allwhomustlivewiththeresults.GeneralWendyMasiello,directoroftheU.S.DefenseContractManagementAgency,articulatedtheimportanceofbeing“oneteam,onevoice”toover600leadersattheirWorldWideTrainingConference.Tomakethispoint,sheaskedeveryonewhohadcontractswithLockheedMartintostand.Athirdoftheroomstood.Shesaid,“Lookaroundtheroomatthepeopleyouneedtoteamwithduringthisconference.Whileinsessionssittogether,meettogether,andshareyourexperiencesandexpertise.”ShethenaskedthosetostandwhoworkedwithBoeing,andthenwithNorthropGrumman,Raytheon,andthelike.Eachtime,shespokethesamemessageandyoucouldhearthesighsaspeoplerecognizedhowtheyhadnotbeenoperatingas“OneTeamwithOneVoice.”AsWendyremarked,“Thiswillonlybeachievedwhenwehavedevelopedgreaterrelationshipswithoneanother.”7

Leadersappreciatethatconstituentsdon'tperformattheirbestorstickaroundforverylongiftheyfeelweak,dependent,oralienated.Whenyoustrengthenothersbyincreasingself-determinationanddevelopingcompetence,theyaremorelikelytogiveittheirallandexceedtheirownexpectations.OmarPualuan,headofengineeringatRVision,reflectingonhisPersonal-BestLeadershipExperience,realizedthat“lettingeachmemberoftheteamcontributetotheprojectplanandmakeittheirownwasthemostimportanttoolforsuccess.”

Focusingonservingothers'needsratherthanone'sownbuildstrustinaleader.Themorepeopletrusttheirleaders,andeachother,themoretheytakerisks,makechanges,andkeepmovingahead.Leadershavetocreateanenvironmentwhere,asAnaSardeson,materialsprogrammanageratNest,toldus,

where,asAnaSardeson,materialsprogrammanageratNest,toldus,“individualsarecomfortablewithvoicingtheiropinions,becausethentheteamfeelsempoweredtotakeaction.Thislevelofcomfortwithdecisionmakingisparamounttocreatingaspacethatisconducivetocollaboration.”Sheexplained:“Whentheconversationshiftsfromasilotoanopenandcollaborativespace,relationshipsbecomestrongerandmoreresilient.”Whenpeoplearetrustedandhavemoreinformation,discretion,andauthority,they'remuchmorelikelytousetheirenergiestoproduceextraordinaryresults.

EncouragetheHeartTheclimbtothetopisarduousandsteep,andpeoplebecomeexhausted,frustrated,anddisenchanted,andareoftentemptedtogiveup.Genuineactsofcaringdrawpeopleforward,whichisanimportantlessonDeniseStraka,vicepresident,corporateinsurancewithCalpine,tookawayfromherPersonal-BestLeadershipExperience:“Peoplewanttoknowthattheirmanagersbelieveinthemandintheirabilitiestogetajobdone.Theywanttofeelvaluedbytheiremployers,andacknowledginganaccomplishmentisagreatwaytodemonstratetheirvalue.”

Leadersrecognizecontributionsbyshowingappreciationforindividualexcellence.Itcanbeonetooneorwithmanypeople.Itcancomefromdramaticgesturesorsimpleactions.Itcancomefrominformalchannels,justaswellasthroughtheformalhierarchy.EaktaMalik,seniorclinicalresearchassociatewithaglobalmedicaldevicecompany,realizingthatmanypeopledidn'tfeelsufficientlyappreciated,andlackedasenseofteamcohesiveness,organizedsomecompany-sponsoredhappyhoursandteamevents,designed“fortheteamtounwind,gettoknoweachotheronapersonallevel,andtocreateaspiritofacommunity.”Shepubliclyacknowledgedherteammates'hardworkinbi-weeklymeetings,which,sheexplained,“reallylightensupthemood.Iusedtothinkthathavingpraiseonaprojectlooksbetterwhenitcomesfromadirector/manager,butIlearnedthatpraisingsomeonedoesn'thavetobeconnectedwithhavingatitleforittobemeaningful.”

Beingaleaderrequiresshowingappreciationforpeople'scontributionsandcreatingacultureofcelebratingthevaluesandvictoriesbycreatingaspiritofcommunity.OnelessonthatAndyMackenzie,chiefoperatingofficerwithBioCardia,learnedfromhisPersonal-BestLeadershipExperiencewasto“makesurethatyouandtheteamarehavingfun.Everydaywon'tbefun,butifit'salldrudgery,thenit'shardlyworthgettingoutofbedfor.”

Encouragementis,curiously,seriousbusinessbecauseit'showyouvisiblyand

Encouragementis,curiously,seriousbusinessbecauseit'showyouvisiblyandbehaviorallylinkrewardswithperformance.Celebrationsandrituals,whendoneinanauthenticwayandfromtheheart,buildastrongsenseofcollectiveidentityandcommunityspiritthatcancarryagroupthroughextraordinarilytoughtimes.AsDeannaLee,directorofmarketingstrategywithMIG,toldus:“Bybringingateamtogetherafteranimportantmilestone,itreinforcesthefactthatmorecanbeaccomplishedtogetherthanapart.Engagingoneanotheroutsideoftheworksettingalsoincreasespersonalconnection,whichbuildstrust,improvescommunication,andstrengthensthebondswithintheteam.”

Recognitionsandcelebrationsneedtobepersonalandpersonalized.AsEddieTai,projectdirectorwithPacificEagleHoldings,realized,“There'snowaytofakeit.”Intellingusabouthisexperiences,henoted,“EncouragingtheHeartmightverywellbethehardestjobofanyleaderbecauseitrequiresthemosthonestyandsincerity.”Yetthisleadershippractice,hemaintained,“canhavethemostsignificantandlong-lastingimpactonthoseittouchesandinspires.”

Thesefiveleadershippractices—ModeltheWay,InspireaSharedVision,ChallengetheProcess,EnableOtherstoAct,andEncouragetheHeart—provideanoperatingsystemforwhatpeoplearedoingasleaderswhenattheyareattheirbest,andthere'sabundantempiricalevidencethattheseleadershippracticesmatter.HundredsofstudieshavereportedthatTheFivePracticesmakeapositivedifferenceintheengagementandperformanceofpeopleandorganizations.8Thisishighlightedinthenextsection,andmoreoftheresearchsupportingthisoperatingsystemisreportedinsubsequentchapters.

TheFivePracticesMakeaDifferenceExemplaryleaderbehaviormakesaprofoundlypositivedifferenceinpeople'scommitmentandmotivation,theirworkperformance,andthesuccessoftheirorganizations.That'sthedefinitiveconclusionfromanalyzingresponsesfromnearlythreemillionpeoplearoundtheworldusingtheLeadershipPracticesInventory(LPI)toassesshowoftentheirleadersengageinTheFivePracticesofExemplaryLeadership.ThoseleaderswhomorefrequentlyuseTheFivePracticesareconsiderablymoreeffectivethantheircounterpartswhousethemlessfrequently.

Inthesestudies,theleader'sdirectreportscompletetheLPIindicatinghowfrequentlytheyobservetheirleaderengaginginthespecificbehaviorsassociatedwithTheFivePractices.Inaddition,theyrespondtotenquestionsregarding(a)theirfeelingsabouttheirworkplace,forexample,levelsofsatisfaction,pride,andcommitment,and(b)assessmentsabouttheirleaderonsuchthingsastrustworthinessandoveralleffectiveness.Thereisanunambiguousrelationshipbetweenhowengaged

Figure1.1TheFivePracticesofExemplaryLeadershipImpactstheEngagementLevelofDirectReports

peopleareandhowfrequentlytheyobservetheirleadersusingTheFivePractices,asshowninFigure1.1.Nearly96percentofdirectreportswhoaremosthighlyengaged(i.e.,inthetopthirdofthedistribution)indicatethattheirleadersveryfrequentlyoralmostalwaysuseTheFivePractices.Incontrast,lessthan5percentofdirectreportsarehighlyengagedwhentheyindicatethattheirleadersseldomuseTheFivePractices(atbest,onlyonceinawhile).The

differentialimpactishuge.

Inaddition,respondentsprovideinformationaboutwhotheyareandtheirorganizationalcontext.Multivariateanalysesshowthatindividualcharacteristicsandorganizationalcontextcombinedexplainlessthan1percentofthedistributionconnectedwiththeengagementlevelsoftheirreports,whileTheFivePracticesaccountfornearly40percentofthevariance.Howtheirleadersbehavesignificantlyinfluencesengagement,andisindependentofwhothedirectreportsare(e.g.,age,gender,ethnicity,oreducation),ortheircircumstance(e.g.,position,tenure,discipline,industry,ornationality).Howtheirleaderbehavesiswhatmakesadifferenceinexplainingwhypeopleworkhard,theircommitment,pride,andproductivity.

ThemoreyouuseTheFivePracticesofExemplaryLeadership,themorelikelyitisthatyou'llhaveapositiveinfluenceonotherpeopleandtheorganization.That'swhatallthedataaddsupto:ifyouwanttohaveasignificantimpactonpeople,onorganizations,andoncommunities,you'dbewisetoinvestinlearningthebehaviorsthatenableyoutobecometheverybestleaderyoucan.Moreover,thedataclearlyshowsthathowstronglydirectreportswould“recommendtheirleadertoacolleague”directlylinkswiththeextenttowhichtheyreporttheirleaderusingTheFivePractices.

ManyscholarshavedocumentedthatleaderswhoengageinTheFivePracticesaremoreeffectivethanthosewhodon't.9ThisistruewhetherthecontextisinsideoroutsidetheUnitedStates,inthepublicorprivatesector,orwithinschools,healthcareorganizations,businessfirms,prisons,churches,andsoon.HerearejustafewexamplesoftheimpactofleaderswhouseTheFivePracticesmorefrequentlythantheircounterparts:

Createhigher-performingteams

Generateincreasedsalesandcustomersatisfactionlevels

Fosterrenewedloyaltyandgreaterorganizationalcommitment

Enhancemotivationandthewillingnesstoworkhard

Facilitatehighpatient-satisfactionscoresandmoreeffectivelymeetfamilymemberneeds

Promotehighdegreesofstudentandteacherinvolvementinschools

Enlargethemembershipsizeoftheirreligiouscongregations

Reduceabsenteeism,turnover,anddropoutrates

Positivelyinfluencerecruitmentyields

WhileTheFivePracticesofExemplaryLeadershipdon'tcompletelyexplainwhyleadersandtheirorganizationsaresuccessful,it'sveryclearthatengaginginthemmakesquiteadifferencenomatterwhoyouareorwhereyouarelocated.Howyoubehaveasaleadermatters,anditmattersalot.Furthermore,evaluationsoftheeffectivenessoftheleaderbytheirdirectreports,andothers,correlatedirectlywithhowfrequentlyTheFivePracticesareused.

Considerthesefindingsatamacrolevel.Researchersexaminedthefinancialperformanceoforganizationsoverafive-yearperiodandcomparedthosethatconstituentsratedseniorleadersasactivelyusingTheFivePracticeswithorganizationswhoseleadersweresignificantlylessengagedinTheFivePractices.Thebottomline:netincomegrowthwasnearlyeighteentimeshigher,andstockpricegrowthwasnearlythreetimesgreaterforthosepubliclytradedorganizationswhoseleadershipstronglyengagedinTheFivePracticesthantheircounterparts.10

TheTenCommitmentsofExemplaryLeadershipEmbeddedinTheFivePracticesofExemplaryLeadershiparebehaviorsthatcanserveasthebasisforbecominganexemplaryleader.WecalltheseTheTenCommitmentsofExemplaryLeadership(Table1.1).Theyfocusonbehaviorsandactionsyouneedtobecomfortablewithengagingin.Thesetencommitmentsserveasthetemplateforexplaining,understanding,appreciating,andlearninghowleadersgetextraordinarythingsdoneinorganizations,andeachofthemisdiscussedindepthinChaptersThreethroughTwelve.Beforewegointodepthoneachofthesecommitments,let'snextconsiderleadershipfromthestandpointoftheconstituent.Leadership,afterall,isarelationship.Whatdopeoplelookforinaleader?Whatdopeoplewantfromsomeonewhosedirectionthey'dbewillingtofollow?

Table1.1TheFivePracticesandTenCommitmentsofExemplaryLeadership

Copyright©1987–2017.JamesM.KouzesandBarryZ.Posner.TheLeadershipChallenge.Allrightsreserved.Forpermissiontoreproducefor

educationalpurposes,contactthepublisher,JohnWiley&Sons.

Notes1.Unlessotherwisenoted,allquotationsarefrompersonalinterviews,from

Personal-BestLeadershipExperiencecasestudies,orleadershipreflectionswrittenbytherespondentleaders.Thetitlesandaffiliationsoftheleadersquotedmaybedifferenttodayfromwhattheywereatthetimeoftheircasestudyorpublicationofthisedition.Inafewinstanceswhenleadershaveaskedusnottousetheirrealnames,wehaveusedpseudonymsforeaseofdiscussion.Allotherdetailsoftheexamplearetherespondent'sactualexperience.

2.WearegratefultoSteveCoatsforprovidingthisexample,expandedbyfurtherinterviews.

3.WearegratefultoNatalieLoebforprovidingthisexample,expandedbyfurtherinterviews.

4.MoreinformationaboutthemythsthatkeeppeoplefromfullydevelopingasleaderscanbefoundinJ.M.KouzesandB.Z.Posner,LearningLeadership:TheFiveFundamentalsofBecominganExemplaryLeader(SanFrancisco:TheLeadershipChallenge—AWileyBrand,2016).

5.WearegratefultoValarieWillisforprovidingthisexample.

6.WearegratefultoValarieWillisforprovidingthisexample.

7.WearegratefultoJosephHinesforprovidingthisexample.

8.MoreinformationabouttheresearchmethodologyandfindingscanbefoundinB.Z.Posner,“BringingtheRigorofResearchtotheArtofLeadership:EvidenceBehindTheFivePracticesofExemplaryLeadershipandtheLPI:LeadershipPracticesInventory,”http://www.leadershipchallenge.com/Research-section-Our-Authors-Research-Detail/bringing-the-rigor-of-research-to-the-art-of-leadership.aspx.

9.Posner,“BringingtheRigor,”andJ.M.KouzesandB.Z.Posner,LPI:LeadershipPracticesInventory,4thed.(SanFrancisco:TheLeadershipChallenge—AWileyBrand,2012),

http://www.leadershipchallenge.com/professionals-section-lpi.aspx.

10.R.Roi,LeadershipPractices,CorporateCulture,andCompanyFinancialPerformance:2005StudyResults(PaloAlto,CA:CrawfordandAssociatesInternational,2006),http://www.hr.com/en?s=ldYUsXbBU1qzkTZI&t=/documentManager/sfdoc.file.supply&fileID=1168032065880ForalistofhundredsofscholarlyarticlesexamininghowTheFivePracticesimpactsengagementandperformance,seePosner,“BringingtheRigor.”

Chapter2CredibilityIstheFoundationofLeadershipTheinescapableconclusionfromanalyzingthousandsofPersonal-BestLeadershipExperiencesisthateveryonehasastorytotell.Moreover,theseexperiencesaremuchmoresimilarintermsofactions,behaviors,andprocessesthantheyaredifferent,regardlessofcontext.Thedataclearlychallengesthemythsthatleadershipissomethingthatyoufindonlyatthehighestlevelsoforganizationsandsocietyandthatit'ssomethingreservedforonlyahandfulofcharismaticmenandwomen.Thenotionthatthereareonlyafewgreatpeoplewhocanleadotherstogreatnessisjustplainwrong.Likewise,itiswrongtosuggestthatleaderscomeonlyfromlarge,orsmall,oralreadygreat,orneworganizations,orfromestablishedeconomies,orfromcertainindustries,functions,ordisciplines.Thetruthisleadershipisanidentifiablesetofskillsandabilitiesthatareavailabletoanyone.Itisbecausetherearesomany—notsofew—leadersthatextraordinarythingshappenonaregularbasisinorganizations,especiallyintimesofgreatuncertainty.

AnothercrucialtruththatweavesitselfthroughouteverysituationandeveryleadershipactionisthatPersonal-BestLeadershipExperiencesareneverstoriesaboutsoloperformances.Leadersnevermakeextraordinarythingshappenallbythemselves.Leadersmobilizeotherstowanttostruggleforsharedaspirations,andthismeansthat,fundamentally,leadershipisarelationship.Leadershipisarelationshipbetweenthosewhoaspiretoleadandthosewhochoosetofollow.Youcan'thaveonewithouttheother.Toleadeffectivelyyouhavetoappreciatefullythefundamentaldynamicsoftheleader-constituentrelationship.Aleader-constituentrelationshipcharacterizedbyfearanddistrustwillneverproduceanythingoflastingvalue.Arelationshipcharacterizedbymutualrespectandconfidencewillovercomethegreatestadversitiesandleavealegacyofsignificance.

ThatispreciselywhatYaminDurranitoldusabouthisrelationshipwithBobbyMatinpour,marketingmanageratNationalSemiconductor,nowpartofTexasInstruments,whocameaboardjustafterthecompanyhadgonethroughamassivereorganizationfollowedbyahugelayoff.“Company-widetherewasagenerallackofmotivation,senseofmistrust,insecurity,andeveryonewaslookingaftertheirowninterest,”Yaminsaid.“Ourgroupinparticularwassufferingfromlowmotivation,aswedidn'ttrusteachother.Idreadedgoingtotheofficeandtherewastoomuchinternalcompetitionleadingtobreakdownsin

theofficeandtherewastoomuchinternalcompetitionleadingtobreakdownsincommunication.”

Bobbyrealizedthathewasgoingtohavetogetpeopletotrustoneanother.Hisveryfirstinitiativewastositwithindividualteammemberstounderstandtheirdesires,needs,andplans.Forthefirstmonth,hespentmostofthetimelearningandtryingtounderstandwhateachpersonaspiredtoandenjoyeddoing.Heheldweeklyone-on-onemeetingswithindividualteammembers,askedquestions,andlistenedattentivelytowhattheyhadtosay.“Hisfriendlystyleandhonest,straightforwardapproach,”saidYamin,“ledteammemberstoopenupandfeelsecure.Heneveractedasifhekneweverythingandwasopentolearningnewthingsfromtheteam.Bobbyunderstoodthathecouldn'tgaintherespectoftheteamwithoutrespectingthemandallowingthemthefreedomtotakeownershipoftheirprojects.Bobbyopeneduplinesofcommunicationwithintheteam,especiallybyencouraginggreaterface-to-faceinteractions.”

Inmanagementmeetingswhenaquestionwasasked,eventhoughhecouldhaveprovidedtheanswerhimself,Bobbytypicallyreferredittooneofhisteammembers,stating,forexample,“Yaminisanexpertonthistopic.Iwilllethimanswerthisquestion.”Duringtheannualsalesconference,attendedbyhundredsofcompanyemployees,heletthemostjuniorteammembermakethegrouppresentation,whilethewholeteamstoodbehindthepresentertoanswerquestions.Yaminobservedthat:

Beingnewtothegroup,Bobbycouldhaveeasilyfallenintothetrapoftryingtoprovehimselfbyindividuallycontributinginprojects,oractingasagatekeeperforinformationflow;however,heoptedtotrusthisteammembersonprojectsandtookadvicefromthemasfortheapproachtotakeonaparticularproject.Heneverforcedhisideas.Inotherwords,“mywayorthehighway”wasnothisstyle.Heencouragedteammemberstotakeinitiativeandactedasanadvisoronprojects,andlettheownershipremainwiththeindividualteammember.

TheresultsofBobby'sleadershipweresignificant.Theunit'srevenueincreasedby25percent,andtheproductpipelineoverflowedwithproductideas.Teamspiritsoared,peoplefeltengaged,andageneralsenseofcollaborationandteamworkdeveloped.“Ipersonallyhadnotfeltmoreempoweredandtrustedeverbefore,”Yamintoldus.“FromthisexperienceI'verealizedthatgreatleadersgrowtheirfollowersintoleadersthemselves.”

AsBobbysowelldemonstratedinthewayhefocusedonothersandnotonhimself,successinleadership,successinwork,andsuccessinlifeareafunctionofhowwellpeopleworkandplaytogether.Becauseleadershipisareciprocal

ofhowwellpeopleworkandplaytogether.Becauseleadershipisareciprocalprocessbetweenleadersandtheirconstituents,anydiscussionofleadershiphastoappreciatethedynamicsofthisrelationship.Strategies,tactics,skills,andpracticesareemptywithoutanunderstandingofthefundamentalhumanaspirationsthatconnectleadersandtheirconstituents.

ModeltheWay,InspireaSharedVision,ChallengetheProcess,EnableOtherstoAct,andEncouragetheHeartaretheleadershippracticesthatemergefromthousandsofpersonal-bestleadershipcases.However,theypaintonlyapartialportraitofwhat'sgoingonbecauseleadersdon'tmakeextraordinarythingshappenallbythemselves.Thefullpicturerequiresanunderstandingandappreciationofwhatconstituentsexpectfromtheirleaders.Youearnleadershipfromthepeopleyouaspiretolead.Peoplechoose,onadailybasis,whethertheyaregoingtofollowandcommitcompletelytheirtalents,time,andenergy.Intheend,leadersdon'tdecidewholeads,followersdo.

Leadershipissomethingyouexperienceinaninteractionwithanotherhumanbeing.Thatexperiencevariesfromleadertoleader,fromconstituenttoconstituent,andfromdaytoday.Notwoleadersareexactlyalike,notwoconstituentgroupsareexactlyalike,andnotwodaysinthelifeofleadersandconstituentsareexactlyalike.Greatleadershippotentialisdiscovered,andunlocked,whenyouseektounderstandthedesiresandexpectationsofyourconstituents,andwhenyouactontheminwaysthatarecongruentwiththeirnormsandimageofwhatanexemplaryleaderisanddoes.Whatleaderssaytheydoisonething;whatconstituentssaytheywantandhowwellleadersmeettheseexpectationsisanother.Knowingwhatpeoplewantfromtheirleadersistheonlywaytocompletethepictureofhowleaderscanbuildandsustainthekindofrelationshipsthatwillmakeextraordinarythingshappen.

WhatPeopleLookforandAdmireinTheirLeadersTounderstandleadershipasarelationship,wehaveinvestigatedtheexpectationsthatconstituentshaveofleaders.1Overtheyears,wehaveaskedpeopletotellusthepersonaltraits,characteristics,andattributestheylookforandadmireinapersonwhomtheywouldbewillingtofollow.Theresponsesbothaffirmandenrichthepicturethatemergedfromstudiesofpersonalleadershipbests.

Ourresearchonwhatconstituentsexpectofleadersoriginallybeganbysurveyingthousandsofbusinessandgovernmentexecutives.Inresponsetotheopen-endedquestionaboutwhattheylookedforinapersontheywouldbewillingtofollow,hundredsofdifferentvalues,traits,andcharacteristicswerereported.2Subsequentcontentanalysisbyindependentjudges,followedbyfurtherempiricalanalyses,reducedtheseitemstoachecklistoftwentyattributes,whichwecalltheCharacteristicsofAdmiredLeaders(CAL).

UsingCAL,weaskpeopletoselectthesevenqualitiesthatthey“mostlookforandadmireinaleader,someonewhosedirectiontheywouldwillinglyfollow.”Thekeywordintheprecedingsentenceis“willingly.”It'sonethingtofollowsomeonebecauseyouthinkyouhaveto“orelse,”andit'sanotherwhenyoufollowaleaderbecauseyouwantto.Whatdopeopleexpectfromanindividualtheywouldfollow,notbecausetheyhaveto,butbecausetheywantto?Whatdoesittaketobethekindofleaderthatotherswanttofollow,doingsoenthusiasticallyandvoluntarily?

Over100,000peoplearoundtheglobehaverespondedtotheCALchecklist.Thesurveyresultshavebeenremarkableintheirconsistencyovertheyears,asthedatainTable2.1illustrates.Therearesomeessential“charactertests”individualsmustpassbeforeothersarewillingtograntthemthedesignationleader.

Whileeverycharacteristicreceivesvotes,meaningthateachisimportanttosomepeople,whatismostevidentandstrikingisthatforoverthreedecades,thereareonlyfourqualitiesthathavealwaysreceivedmorethan60percentofthevotes(withtheexceptionofInspiringin1987,whichwasvaluedby58percentatthattime).Despiteallthedramaticchangesintheworld,whatpeoplemostlookforinaleaderhasbeenamazinglystable.

Table2.1CharacteristicsofAdmiredLeaders

Forthemajorityofpeopletofollowsomeonewillingly,theywantaleaderwhotheybelieveis

Honest

Competent

Inspiring

Forward-looking

Inaddition,thesesamefourcharacteristicsrankconsistentlyatthetopacrossdifferentcountriesasshownbythedatainTable2.2.Wealsofoundthattherankingdoesn'tsignificantlyvaryacrosscultures,ethnicities,organizationalfunctionsandhierarchies,genders,levelsofeducation,andagegroups(andwe'llsayabitmoreaboutthisshortly).

Table2.2CharacteristicsofAdmiredLeaders(CAL)AroundtheWorld(RankOrderbyCountry)

Theexaminationofadmiredleaderattributesisveryconsistentwithhundredsofinterviewswe'veconducted,askingpeopletotellusaboutthemostcredibleleadertheyhaveeverexperienced.Comparehowthecharacteristicsofhonest,competent,forward-looking,andinspiringareembeddedintowhatMelindaJackson,corporaterecruiterforamultinationaltechnologycompany,toldus

Jackson,corporaterecruiterforamultinationaltechnologycompany,toldusabouthermostadmiredleader:“Irememberherdeepknowledgeofthework,clearvisionforthefuture,incrediblesupportandcareforthosearoundher,andherstarkauthenticity.Shebelievedwholeheartedlyinwhatweweredoingandledwithafervorthatencouragedevenmymostpessimisticco-workerstofollow.”SuchstoriesandthecharacteristicsofadmiredleadersmirrortheactionspeopledescribeintheirPersonal-BestLeadershipExperiences.TheFivePracticesofExemplaryLeadershipandthebehaviorsofpeopleadmiredasleadersarecomplementaryperspectivesonthesamesubject.Whenthey'reperformingattheirpeak,leadersaredoingmorethanjustgettingresults.They'realsorespondingtothebehavioralexpectationsoftheirconstituents,underscoringthepointthattherelationshipisoneofservicetoapurposeandservicetopeople.

Asweweavethethemesofbeinghonest,forward-looking,competent,andinspiringintothetextofthesubsequentchaptersonTheFivePractices,you'llseeinmoredetailhowexemplaryleadersrespondtotheneedsoftheirconstituents.Forexample,beingregardedashonestisessentialifaleaderistoModeltheWay.TheleadershippracticeofInspireaSharedVisionrequiresbeingforward-lookingandinspiring.WhenleadersChallengetheProcess,theyalsoenhancetheperceptionthatthey'redynamic.Trustworthiness,oftenasynonymforhonesty,playsamajorroleinhowleadersEnableOtherstoAct,asdoestheleader'sowncompetency.Likewise,leaderswhorecognizeandcelebratesignificantcontributionsandaccomplishments—whoEncouragetheHeart—increasetheirconstituents'understandingofandcommitmenttothevisionandvalues.WhenleadersdemonstratecapacityinallofTheFivePractices,theyshowotherstheyhavethecompetencetomakeextraordinarythingshappen.

Let'sexaminewhyeachofthesecharacteristicsisessentialforcreatingasustainablerelationshipbetweenthosewhowouldbewillingtofollowandthosewhoaspiretoleadothers.We'llalsodiscoverintheprocessthefoundationonwhichleadersmustbuildthatsustainablerelationship.

HonestIneverysurveywe'veconducted,honestyisselectedmoreoftenthananyotherleadershipcharacteristic.Overall,itemergesasthesinglemostimportantfactorintheleader-constituentrelationship.Thepercentagesvary,butthefinalrankingdoesnot.Firstandforemost,peoplewantaleaderwhoishonest.

It'sclearthatifpeopleanywherearetowillinglyfollowsomeone—whetherit'sintobattleortheboardroom,inthefrontofficeorontheproductionfloor—they

intobattleortheboardroom,inthefrontofficeorontheproductionfloor—theyfirstwanttobesurethattheindividualisworthyoftheirtrust.Theywanttoknowthatthepersonistruthful,ethical,andprincipled.Whenpeopletalktousaboutthequalitiestheyadmireinleaders,theyoftenuse“integrity”and“authentic”assynonymsforhonesty.Nomatterwhatthesetting,peoplewanttobefullyconfidentintheirleaders,andtobefullyconfidenttheyhavetobelievethattheirleadersareindividualsofauthenticcharacterandsolidintegrity.Thatover80percentofconstituentswanttheirleaderstobehonestaboveallelseisamessagethateveryleadermusttaketoheart.“Afterall,”JenniferMcRae,anengineerwiththeCityofSanJose,explained:“Whywouldyouwanttofollowsomeoneifyoususpectedthattheywerelyingortryingtotrickyou?Honestyisthebasisoftrustandyouhavetobelievethatwhattheleaderspeaksorknowsistrue.”

Ofallthequalitiesthatpeoplelookforandadmireinaleader,honestyisbyfarthemostpersonal.Peoplewanttheirleaderstobehonestbecausealeader'shonestyisalsoareflectionupontheirownhonesty.It'sthequalitythatcanmostenhanceormostdamagepersonalreputations.Ifyoufollowsomeonewho'suniversallyviewedashavingimpeccablecharacterandstrongintegrity,thenyou'relikelytobeviewedthesame.Ifyouwillinglyfollowsomeonewho'sconsidereddishonestandunethical,yourownimageistarnished.Inaddition,there'sperhapsanother,subtler,reasonwhyhonestyisatthetop.Whenpeoplefollowsomeonetheybelievetobedishonest,theycometorealizethatthey'vecompromisedtheirownintegrity.Overtime,theynotonlyloserespectfortheleader,theyloserespectforthemselves.AsAnandReddy,seniorengineeringmanageratIntel,explained:“Afailureofhonestypoisonstheteam,damagesthetrustbetweenpeople,andbreaksdownteamcohesion.Besides,nobodywantstofollowaleaderwhoisnothonest.”

Honestyisstronglytiedtovaluesandethics.Constituentsappreciateleaderswhotakeastandonimportantprinciples.Peopleresolutelyrefusetofollowthosewholackconfidenceintheirownbeliefs.Confusionoverwheretheleaderstandscreatesstress.Notknowingtheleader'sbeliefscontributestoconflict,indecision,andpoliticalrivalry.Peoplesimplydon'ttrustleaderswhocan'torwon'tdiscloseorlivebyaclearsetofvalues,ethics,andstandards.Youreallyareonlyasgoodasyourwordintheeyesofthoseyouaspiretolead.

CompetentToenlistinanother'scause,peoplemustbelievethattheleaderiscompetenttoguidethemalongthepathtothefuture.Theymustseetheleaderascapableand

effective.“Competenceisimportant,”explainedKevinSchultz,assuranceassociateatPricewaterhouseCoopersLLP,“becauseitisdifficulttowholeheartedlyfollowsomeonewhodoesnotknowwhattheyaredoing.”Ifpeopledoubttheleader'sabilities,they'renotgoingreadilytoenlistinthecrusade.Studiespointoutthatwhenpeopleperceivetheirleaderasincompetent,theyrejecttheindividualaswellasthatperson'sposition.3

Leadershipcompetencereferstotheleader'strackrecordandabilitytogetthingsdone.Thiskindofcompetenceinspiresconfidence—theleaderwillbeabletoguidetheentireorganization,largeorsmall,inthedirectioninwhichitneedstogo.Anotherbenefit,asRebeccaSanchez,localgovernmentbudgetanalyst,pointedout:“IbecomeabetterfollowerbecauseIhaveconfidencethatmyleaderknowswhatsheistalkingaboutandaskingustodo.”

However,asBrianDalton,financemanagerwithRocketFuel,noted:“Aleaderisn'texpectedtobeanexpertineverything,becauseiftheywere,thenwhywouldtheyevenneedfollowers?Rather,aleaderisexpectedtohaveacompetentunderstandingoftheorganization,andbeabletorecruitandaskinstructiveandinsightfulquestionstothosewhoareexpertsintheirfields.”Whenpeopletalkaboutacompetentleader,theyaren'treferringspecificallytotheleader'sabilitiesinthecoretechnologyoftheoperation.Peopledemandabaselevelofunderstandingofandrelevantexperienceinthefundamentalsoftheindustry,market,orprofessionalserviceenvironment,buttheyalsoknowthatasleadersmoveupintheorganization'shierarchytheycan'tbeexpectedtobethemosttechnicallycompetentinanoperationalspecialty.Organizationsaretoocomplexandmultifunctionalforthatevertobethecase.

Thetypeofcompetencedemandedalsoseemstovarywiththeleader'spositionandtheconditionoftheorganization.Forexample,expectabilitiesinstrategicplanningandpolicymakingforthosewhoholdofficerpositions.Aleaderontheline,oratthepointofcustomerorclientcontact,typicallyhastobemoreproductcompetentcomparedwithsomeonelessengagedindirectlyprovidingservicesormakingproducts.Aneffectiveleaderinahightechnologycompanymaynotneedtobeamasterprogrammer,butmustunderstandthebusinessimplicationsofelectronicdatainterchange,networking,cloudcomputing,andtheInternet.

Forpeopletohaveconfidenceinthecompetenceoftheirleader,theyneedtobelievethatthepersonknowsthebusinessandunderstandsthecurrentoperation,culture,andpeopleinthecompany.Theyneedtoknowthattheleaderhashadthebreadthofexperiencesthatwillenablehimorhertoleadthroughthechallengesthattheorganizationfacesatthetime.Thatiswhyseniorleaderstend

challengesthattheorganizationfacesatthetime.Thatiswhyseniorleaderstendtohaveabroaderexposuretomorefunctions,markets,countries,andculturesthanthoseinearlycareerstages.Thebroadertheexperience,themorelikelyitisthattheycanbesuccessfulacrossorganizationsandindustries.

InspiringPeopleexpecttheirleaderstobeexcited,energetic,andpositiveaboutthefuture.Apersonwhoisenthusiasticandpassionateaboutfuturepossibilitiesconveystoothersastrongerbeliefinthosepossibilitiesthansomeonewhoshowslittleornoemotion.Peoplearemostlikelytobelievewhatyouaresayingbecausetheysensethatyoutrulybelieveit.“Theworstkindof‘leader'frommyexperience,”saysAmberWillits,marketingspecialistatMaximIntegrated,“isonewhostandsinfrontofagroupofpeopleoranindividualandgiveszerolifeandenergyintotheirdream.Hopelessnessandnegativityfollowfromthosekindsofmessages.Howcananyonefeelmotivatedtoperformtheirbestiftheirleaderdoesnotprovidewordsofencouragement,optimism,andexcitement?”

It'snotenough,then,foraleadertohaveadream.Aleadermustbeabletocommunicatethatvisioninwaysthatencourageotherstosignonfortheduration.Foronenursingsupervisor,EllenVargas,thistooktheformofbeing“contagiouslyenthusiastic.”“Iinfectedeveryonewithmypassion,”Ellensaid,“andbecauseIwassokeenabouthowthisnewprocedurecouldchangelives,everyoneelsesignedup.”Peoplelongtofindsomegreatersenseofpurposeandworthintheirday-to-dayworkinglives.Althoughtheenthusiasm,energy,andpositiveattitudeoftheleadermaynotchangethecontentofwork,heorshecertainlycanmakethecontextmorefulfilling.Whateverthecircumstances,whenleadersbreathelifeintodreamsandaspirations,peoplearemuchmorewillingtoenlistinacommoncause.Inspiringleadershipspeakstopeople'sneedtohavemeaningandpurposeintheirlives.

Leadersmustuplifttheirconstituents'spiritsandgivethemhopeifthey'revoluntarilygoingtoengageindoingthingsthattheyhaveneverdonebefore.Enthusiasmandexcitementareessential,andtheysignaltheleader'spersonalcommitmenttopursuingadream.Ifaleaderdisplaysnopassionforacause,whyshouldanyoneelse?Furthermore,beingupbeat,positive,andoptimisticofferspeoplehopethatthefuturecanbebrighter.4Thisiscrucialatanytime,butintimesofgreatuncertainty,leadingwithpositiveemotionsisabsolutelyessentialtomovingpeopleupwardandforward.

Whenpeopleareworried,discouraged,frightened,anduncertainaboutthepresent,theyoftenstruggletofocusonthepossibilitiesoftomorrow,andthelast

present,theyoftenstruggletofocusonthepossibilitiesoftomorrow,andthelastthingtheyneedisaleaderwhofeedsthosenegativeemotions.Feardoesnotpersuadepeopletomoveaheadbybeinginnovativeandtakingchances,butratheritmotivatesthemtokeeptheirheadsdown,holdontothestatusquo,andstayoutoftheway.Fearmaybringaboutcompliance,butitnevergeneratescommitment.Instead,leadersneedtocommunicateinwords,demeanor,andactionsthattheybelieveobstacleswillbeovercomeanddreamsfulfilled.“Workingtoachieveasharedvision,”saysKathrynTrapani,administrativecoordinatorforauniversityhealthcareorganization,“necessitatesthatleadersgetpeopletofeelatthedeepestlevelthatbyjoininginthecause,theirlivesandthoseofotherscanbeuplifted.”Emotionsareinfectious,andpositiveemotionsresonatethroughoutanorganizationandintorelationshipswithotherconstituents.Tomakeextraordinarythingshappeninextraordinarytimes,leadersmustfueltheeffortwithpositiveemotions.

Forward-LookingSixty-twopercentofrecentrespondentstoourCharacteristicsofAdmiredLeaderssurvey,onaverage,selectedtheabilitytolookaheadasoneoftheirmostsought-afterleadershiptraits.Peopleexpectleaderstohaveasenseofdirectionandaconcernforthefutureoftheorganization.Simplyput,saysfirst-yearattorneySarahHolden:“Ifleaderswanttorelyonotherstofollowthem,theleaderneedstotellthemwheretheyaregoing,andgeteveryoneheadinginthesamedirection.”Comparedtoalltheotherleadershipqualitiesconstituentsexpect,thisistheonethatmostdistinguishesindividualsasleadersbecausethisexpectationdirectlycorrespondstotheabilitytoenvisionthefuturethatpeopledescribedintheirpersonal-bestleadershipcases.Afterall,ifthevisionissimplysame-oldstatusquo,thenwhatisthepurposeofthatleader,anyway?Leadersarenotcontentwiththingsastheyaretoday;theyfocusonhowthingsshouldbebetterinthefuture.

Whetheryoucallthatfutureavision,adream,acalling,agoal,amission,orapersonalagenda,themessageisclear:leadersmustknowwherethey'regoingiftheyexpectotherstowillinglyjointhemonthejourney.Theyhavetohaveapointofviewaboutthefutureenvisionedfortheirorganizations,andtheyneedtobeabletoconnectthatpointofviewtothehopesanddreamsoftheirconstituents.GloriaLeungtoldusthatbecausehermost-admiredleaderatHangSengBank(HongKong)wasforward-looking,“thisprovidedusthecapacitytowalkapathtowardthefuturewithgreatconfidence,andfosteredsharedvaluesbecauseweallknewwherewewereheading.”Youcan'tgetyourselfburiedinthedetailsandlosesightofthebiggerpicture.Leadersmusthaveadestination

thedetailsandlosesightofthebiggerpicture.Leadersmusthaveadestinationinmindwhenaskingotherstojointhemonajourneyintotheunknown.

Whiletheotherthreecriticalleadershipcharacteristicsdon'tvarymuchbyhierarchicallevel,itisn'taltogethersurprisingthattheimportanceofbeingforward-lookingdoes.Oursurveysinvolvingthemostseniorlevelsinorganizationsindicatethatnearly95percentselectforward-lookingasarequisiteleadershipquality,whilethispercentagedropsto60percentamongpeopleinfrontlinesupervisoryroles.Forcollegestudents,thischaracteristicistypicallyamongtheirtopseven,butnottopfour.Thiswidegapindicatesanimportantdifferenceinexpectationstiedtothebreadth,scope,andtimehorizonofthejob.Aspeoplemoveuptheorganizationalhierarchy,theirperspectiveonthefutureneedstoexpand.

However,theabilitytobeforward-lookingdoesn'tmeanthatpeopleexpecttheirleaderstohavethemagicalpowerofaprescientvisionary.Therealityisfarmoredowntoearth.Peoplewanttheirleadertohaveawell-definedorientationtowardthefuture.Theywanttheirleadertocommunicatewhattheorganizationwilllooklike,feellike,andbelikewhentheyarriveattheirdestinationinsixquartersorsixyears.Theywanttohaveitdescribedinrichdetailsothatthey'llknowthemselveswhenthey'vearrived,andsothattheycanselecttheproperrouteforgettingthere.

ConsistencyoverTimeandPlaceThesefourprerequisitesforleadership—honest,competent,inspiring,andforward-looking—havestoodthetestoftimeandgeography,eventhoughtherehavebeenmodestchangesinemphasis.Forexample,beinghonestremainsatthetopofthelist,butit'snotquiteashighapercentageasinearliertimes.Thismodestdeclineinhonestasanadmiredleadershipqualityparallelsadeclineinthelevelsoftrustpeoplehaveexpressedininstitutionalleadersworldwide.5Peoplehavebecomemorecynicalaboutwhattheycanactuallyexpectfromleaders,butitisimportanttonotethathoneststillremainsthenumber-onequalitypeoplelookforinapersontheywouldwillinglyfollow.

Thebiggestchangeinpercentagenumbersisintheimportanceofforward-looking,whichhasdeclinedinthepercentageofpeopleselectingit.Evenso,itisstillamongthetopfourandclearlyaheadinrelevancecomparedtotheremainingleadershipcharacteristics.

Themodestchangesinpreferencesunderscoretheremarkableconsistencyofpeople'sexpectationofleadersoverawidevarietyofpersonal,organizational,andculturaldimensions.Thesetwentyleadercharacteristicshavenotchanged

andculturaldimensions.Thesetwentyleadercharacteristicshavenotchangedbymorethanafewpercentagepoints(plusandminus)sincethefirstroundofdatacollectedmorethanthirty-fiveyearsago.Peoplecontinuetowanttheirleaderstobetruthful,toknowwhattheyaredoingandtalkingabout,todemonstrategenuineenthusiasmandapositiveoutlook,andtohaveasenseofdirection.

Atthesametime,youshouldappreciatethatcontextmattersandtheexternalenvironmentmayinfluencewhatpeoplelookforandadmireinaleaderatanygivenmomentorinanyspecificorganizationorlocation,andinhowyouwoulddemonstratethesecrucialleadershipcharacteristics.Expectationscanvaryfromorganizationtoorganization,functiontofunction,grouptogroup,andleveltolevel.

Forexample,datacollectedinhealthcareorganizationsoftenfindscaringtobemoresalientthaninotherenvironments.Beingloyaldramaticallyincreasesinimportancewhensamplingpeopleconnectedwiththemilitary,whileintelligentreceiveshigherscoresinacademiccircles,andmaturegetsmorevotesthanthenormfromseniorcitizens.Similarly,peopleinmanagementpositionschooseforward-lookingmuchmoreoftenthandothoseinexemptpositions.Humanresourceprofessionalsselectsupportivemoreoftenthanotherfunctionalgroups,whilesalespeopletendtoselectinspiringmorefrequentlythantheiraccountingcounterpartsdo.Furthermore,therearelikelytobenuancesandpossiblysubtledifferencesinhowleadersdemonstratethesecharacteristicsinvariouscultures.Appreciatingtheselocaldifferencesisimportant,evenwhilethefourqualitiesremainuniversal.

PuttingItAllTogether:CredibilityIstheFoundationHonest,competent,inspiring,andforward-lookingaretheessentialcharacteristicspeoplewantinaleader,someonewhosedirectiontheywouldwillinglyfollow.Theyarethe“transportable”partofeveryleader'srepertoire,andyouneedtocarrythemwithyouwhereveryougo.Thisfindinghasremainedconstantovermorethanthreedecadesofeconomicgrowthandrecession,birthoftheWorldWideWeb,globalizationoftheeconomy,newtechnologies,Internetbubbles,explosionofmobileaccessibility,riseinterrorism,immigrationandrefugeecrises,andtheever-changingpoliticalenvironment.Whetheryoubelieveleadersaretruetothesevaluesisanothermatter,butwhatpeoplewouldlikefromtheirleadersisunchanged.

Thislistoffourqualitiesisusefulinandofitself,butthere'samoreprofoundimplicationrevealedbyourresearch.Thesekeycharacteristicsmakeupwhatcommunicationsexpertsrefertoas“sourcecredibility.”Inassessingthebelievabilityofsourcesofinformation—whethernewscasters,salespeople,physicians,orpriests;whetherbusinessexecutives,militaryofficers,politicians,orcivicleaders—researcherstypicallyevaluatethemonthreecriteria:theirperceivedtrustworthiness,expertise,anddynamism.Themorehighlypeopleareratedonthesedimensions,themorecredibletheyareperceivedassourcesofinformation.6

Noticehowremarkablysimilarthesethreecharacteristicsaretotheessentialqualitiespeoplewantfromtheirleaders—honest,competent,andinspiring—threeofthetopfouritemsselectedinoursurveys.Linkthetheorytothedataaboutadmiredleaderqualities,andthestrikingconclusionisthatpeoplewanttofollowleaderswho,morethananything,arecredible.Credibilityisthefoundationofleadership.Peoplemustbeable,aboveallelse,tobelieveintheirleaders.Towillinglyfollowthem,peoplemustbelievethattheleaders'wordcanbetrusted,thattheyarepersonallypassionateandenthusiasticabouttheirwork,andthattheyhavetheknowledgeandskilltolead.

Peoplealsomustbelievethattheirleadersknowwherethey'reheadedandhaveavisionforthefuture.Beingforward-lookingandhavingavisioniswhattrulymakesleadersuniquefromotherpeopleinanorganization.Leadersareexpectedtohaveapointofviewaboutthefutureandtoarticulateexcitingpossibilities.Peoplewillonlywillinglyfollowwhentheyareconfidentthattheirleaders

knowwherethey'regoing.

TheconsistencyandpervasivenessofthesefindingsaboutthecharacteristicsofadmiredleadersresultedinourdevelopmentofTheKouzes-PosnerFirstLawofLeadership:

Ifyoudon'tbelieveinthemessenger,youwon'tbelievethemessage.

Leadersmustalwaysbediligentinguardingtheircredibility.Theircapacitytotakestrongstands,tochallengethestatusquo,andtopointinnewdirectionsdependsuponbeinghighlycredible.Leadersmustnevertaketheircredibilityforgranted,regardlessofthetimesortheirpositions.Tobelieveintheexcitingfuturepossibilitiesleaderspresent,peoplemustfirstbelieveintheirleaders.Ifyouaregoingtoaskotherstofollowyoutosomeuncertainfuture—afuturethatmaynotberealizedintheirlifetime—andifthejourneyisgoingtorequiresacrifice,thenitisimperativethatpeoplebelieveinyou.Alltheprogramstodevelopleaders,allthecoursesandclasses,allthebooksandCDs,alltheblogsandwebsitesofferingtipsandtechniquesaremeaninglessunlessthepeoplewhoaresupposedtofollowbelieveinthepersonwho'ssupposedtolead.

CredibilityMattersAtthispointyoumightbesaying,“Iknowpeoplewhoareinpositionsofpower—andIknowpeoplewhoareenormouslywealthy—yetpeopledon'tfindthemcredible.Doescredibilityreallymatter?Doesitmakeadifference?”Theseareimportantquestions,andtheywarrantaresponse.Toanswerthem,wedecidedtoaskthepeoplewhoseanswersmatteredthemost—theleader'sdirectreports—andwefoundstrongempiricalsupportfortheFirstLawofLeadership.Usingabehavioralmeasureofcredibility,weaskedrespondentstothinkabouttheextenttowhichtheirimmediatemanagerexhibitedcredibility-enhancingbehaviors.7Wefoundthatwhenpeopleperceivetheirimmediatemanagertohavehighcredibility,they'resignificantlymorelikelyto

Beproudtotellothersthey'repartoftheorganization.

Feelastrongsenseofteamspirit.

Seetheirownpersonalvaluesasconsistentwiththoseoftheorganization.

Feelattachedandcommittedtotheorganization.

Haveasenseofownershipoftheorganization.

Whenpeopleperceivetheirmanagertohavelowcredibility,ontheotherhand,

Whenpeopleperceivetheirmanagertohavelowcredibility,ontheotherhand,they'resignificantlymorelikelyto

Produceonlyifcarefullywatched.

Bemotivatedprimarilybymoney.

Saygoodthingsabouttheorganizationpubliclybutcriticizeitprivately.

Considerlookingforanotherjobiftheorganizationexperiencesproblems.

Feelunsupportedandunappreciated.

Thesignificantimpactoftheleader'scredibilityonemployeeattitudesandbehaviorissuesaclearmandatetoorganizationalleaders:Credibilitymakesadifference,andleadersmusttakeitpersonally.Loyalty,commitment,energy,andproductivitydependuponit.Andjusttounderscorethatpoint,considerforamomentwhatresearchersstudyingsoldiersservingin“hotcombat”zonesdiscoveredaboutwhatittakestoinfluencepeopletoriskinjuryandevendeathtoachievetheorganization'sobjectives.Soldiers'perceptionsoftheirleader'scredibilitydeterminedtheactualextentofinfluencethatleadercanexercise.8That'sinatraditionallyhierarchical,command-and-controlenvironment;justthinkwhatthatmeansforyourorganization.Credibilitycomesfirst,andfollowingcomessecond.

Credibilitygoesfarbeyondemployeeattitudes.Itinfluencescustomerandinvestorloyalty,aswellasemployeeloyalty.Inanextensivestudyoftheeconomicvalueofbusinessloyalty,FrederickReichheldandhisBainandCompanycolleaguesfoundthatbusinessesconcentratingoncustomer,employee,andinvestorloyaltygeneratesuperiorresultscomparedtothoseengenderingdisloyalty.Disloyaltydampenedperformancebyastunning25to50percent.9Loyaltyisclearlyresponsibleforextraordinaryvaluecreation.So,whataccountsforbusinessloyalty?Whentheresearchersinvestigatedthisquestion,ourFirstLawofLeadershipwassubstantiatedintheirfindingthat:“Thecenterofgravityforbusinessloyalty—whetheritbetheloyaltyofcustomers,employees,investors,suppliers,ordealers—isthepersonalintegrityoftheseniorleadershipteamanditsabilitytoputitsprinciplesintopractice.”10

WhatIsCredibilityBehaviorally?Thedataconfirmsthatcredibilityisthefoundationofleadership.Butwhatiscredibilitybehaviorally?Howdoyouknowitwhenyouseeit?

We'veaskedthisquestionoftensofthousandsofpeoplearoundtheglobe,and

We'veaskedthisquestionoftensofthousandsofpeoplearoundtheglobe,andtheresponseisessentiallythesame,regardlessofhowtheyphraseitinonecompanyversusanotheroronecountryorsettingversusanother.Herearesomeofthecommonphrasespeopleusetodescribehowtheyknowcredibilitywhentheyseeit:

“Theypracticewhattheypreach.”

“Theywalkthetalk.”

“Theiractionsareconsistentwiththeirwords.”

“Theyputtheirmoneywheretheirmouthis.”

“Theyfollowthroughontheirpromises.”

“Theydowhattheysaytheywilldo.”

Thatlastcommentisthemostfrequentresponse.Whenitcomestodecidingwhetheraleaderisbelievable,peoplefirstlistentothewords,thentheywatchtheactions.Theylistentothetalk,andthentheywatchthewalk.Theylistentothepromisesofresourcestosupportchangeinitiatives,andthentheywaittoseeifthemoneyandmaterialsfollow.Theyhearthepromisestodeliverontime,andthentheylookforevidencethatthecommitmentsarekept.Whenwordsanddeedsarecongruent,“credible”isthejudgmenthandeddown.Thejudgmentwhenpeopledon'tseeconsistencyisthattheleaderis,atbest,unreliable,or,atworst,anoutrighthypocrite.

Whentheirleaderspracticewhattheypreach,peoplearemorewillingtoentrustthemwiththeirlivelihoodandeventheirlives.Thisrealizationprovidesastraightforwardprescriptionforleadersonhowtoestablishcredibility.ThisistheKouzes-PosnerSecondLawofLeadership:

DWYSYWD:DoWhatYouSayYouWillDo

ThiscommonsensedefinitionofcredibilitycorrespondsdirectlytooneofTheFivePracticesofExemplaryLeadershipidentifiedinthepersonal-bestleadershipcases.DWYSYWDhastwoessentialelements:sayanddo.Tobecredibleinaction,leadersmustbeclearabouttheirbeliefs;theymustknowwhattheystandfor.That'sthe“say”part.Thentheymustputwhattheysayintopractice:theymustactontheirbeliefsand“do.”ThepracticeofModeltheWaylinksdirectlytothesetwodimensionsofpeople'sbehavioraldefinitionofcredibility.Thispracticeincludesbeingclearaboutasetofvaluesandbeinganexampleofthosevaluestoothers.Thisconsistentlivingoutofvaluesiswhatitmeanstobeauthentic,andisabehavioralwayofdemonstratinghonestyand

trustworthiness.Peopletrustandmorewillinglyfollowleaderswhosedeedsandwordsmatch.Togainandsustainthemoralauthoritytolead,it'sessentialtoModeltheWay.Becauseofthisimportantconnectionbetweenwordsandactions,we'vechosentostartthediscussionofTheFivePracticeswithathoroughexaminationoftheprinciplesandbehaviorsthatbringModeltheWaytolife.

Notes1.Foramorein-depthdiscussionaboutleadershipbeingarelationship,what

peoplelookforintheirleaders,andtheactionsleadersneedtotaketostrengthenthatrelationship,seeJ.M.KouzesandB.Z.Posner,Credibility:HowLeadersGainandLoseIt,WhyPeopleDemandIt(SanFrancisco:Jossey-Bass,2011).

2.Formoreinformationabouttheoriginalstudies,seeB.Z.PosnerandW.H.Schmidt,“ValuesandtheAmericanManager:AnUpdate,”CaliforniaManagementReview26,no.3(1984):202–216;andB.Z.PosnerandW.H.Schmidt,“ValuesandExpectationsofFederalServiceExecutives,”PublicAdministrationReview46,no.5(1986):447–454.

3.H.Wang,K.S.Law,R.D.Hackett,D.Wang,andZ.X.Chan,“Leader-MemberExchangeasaMediatoroftheRelationshipBetweenTransformationalLeadershipandFollowers'PerformanceandOrganizationalCitizenshipBehavior,”AcademyofManagementJournal48(2005):420–432.SeealsoB.Artz,A.H.Goodall,andA.J.Oswald(December29,2016),“IfYourBossCouldDoYourJob,You'reMoreLikelytoBeHappyatWork,”HarvardBusinessReview,ReprintH03DTB,https://hbr.org/2016/12/if-your-boss-could-do-your-job-youre-more-likely-to-be-happy-at-work;andB.Artz,A.H.Goodall,andA.J.Oswald,“BossCompetenceandWorkerWell-being,”ILRReview,May16,2016,http://journals.sagepub.com/doi/abs/10.1177/0019793916650451?ai=1gvoi&mi=3ricys&af=R.

4.S.J.Lopez,MakingHopeHappen:CreatetheFutureYouWantforYourselfandOthers(NewYork:AtriaBooks,2013),61.SeealsoJ.E.BonoandR.Ilies,“Charisma,PositiveEmotions,andMoodContagion,”TheLeadershipQuarterly17(2006):317–334.

5.Edelman,2017EdelmanTrustBarometer:GlobalReport,http://www.edelman.com/trust2017/.

6.TheclassicstudyoncredibilitygoesbacktoC.I.Hovland,I.L.Janis,andH.H.Kelley,CommunicationandPersuasion(NewHaven,CT:YaleUniversityPress,1953);earlymeasurementstudiesincludeJ.C.McCroskey,

“ScalesfortheMeasurementofEthos,”SpeechMonographs33(1966):65–72;andD.K.Berlo,J.B.Lemert,andR.J.Mertz,“DimensionsforEvaluatingtheAcceptabilityofMessageSources,”PublicOpinionQuarterly3(1969):563–576.AcontemporaryperspectiveisprovidedinR.Cialdini,Influence:ThePsychologyofPersuasion(NewYork:HarperCollins,2007).

7.B.Z.PosnerandJ.M.Kouzes,“RelatingLeadershipandCredibility,”PsychologicalReports63(1988):527–530.

8.P.J.Sweeney,V.Thompson,andH.Blanton,“TrustandInfluenceinCombat:AnInterdependenceModel,”JournalofAppliedSocialPsychology39,no.1(2009):235–264.

9.F.F.ReichheldwithT.Teal,TheLoyaltyEffect:TheHiddenForceBehindGrowth,Profits,andLastingValue(Boston:HarvardBusinessSchoolPress,1996),1.

10.F.F.Reichheld,LoyaltyRules:HowToday'sLeadersBuildLastingRelationships(Boston:HarvardBusinessSchoolPress,2001),6.AlsoseeJ.Kaufman,R.Markey,S.D.Burton,andD.Azzarello,“Who'sResponsibleforEmployeeEngagement?LineSupervisors,NotHR,MustLeadtheCharge,”BainBrief(2013),http://www.bain.com/publications/articles/whos-responsible-for-employee-engagement.aspx.

Practice1ModeltheWay

Clarifyvaluesbyfindingyourvoiceandaffirmingsharedvalues.

Settheexamplebyaligningactionswithsharedvalues.

Chapter3ClarifyValues“WHOAREYOU?”Thisisthefirstquestionyourconstituentswantyoutoanswerforthem.Yourleadershipjourneybeginswhenyousetouttofindtheanswerandareabletoexpressit.ForSumayaShakir,ITstrategydirectoratAmtrak,thisiswhere,atapreviouscompany,herPersonal-BestLeadershipExperiencebegan.

Thefirsttimesheengagedwithherteam,Sumayatoldus,shefoundpeoplewerehostileandcombative.Shewastakenabackbytheirlackofrespect.Itwasnotthekindofreceptionthatsheexpected.Insteadofbeingdeterredbytheirreaction,however,sheresolvedtobreakthebarriersthatmadetheteamdysfunctionalandtransformitintoacollaborativestarteam.Sheunderstoodthattheplacetostartwasnotsomuchwiththemasitwaswithher.Shetoldushowshehadtodeterminewhatwasimportanttoherandwhy:

IhadtoquestionmyselfaboutwhatIstoodfor,whatwasimportanttome,whatapproachesIwasgoingtofollow,whatIwasgoingtocommunicate,andwhatmyexpectationswere.Ihadtoknowandbelievefirstwithinmyself.Thereweresomanythingsthatcameintomymindallatonce,butIhadtofocusonthecorevaluesIwantedtorepresent.

Sumayaputtogetherachecklistofbasicguidingprinciplesandsharedhervalueswitheachofherteammates.Insteadoftellingeveryonewhatshewantedoutofthem,shestatedclearlywhatvaluessheheldandwhatperformancecriteriashedemandedofherselfeveryday.Sheopenlycommunicatedhervalues,inherownwords,andprovidedherteamwithavividunderstandingofwhatkindofpersonshewasandwhattheycouldexpectfromher.Bysharingandexplaininghervalues,peoplewerebetterpreparedtounderstandthereasoningbehindheractionsanddecisions.Knowingwhatshestoodfor,andwhy,madeitpossible,Sumayafound,forotherstoexploretheirownvaluesand

why,madeitpossible,Sumayafound,forotherstoexploretheirownvaluesandmakethemtransparenttotheirteammates.Asaresult,shesaid,“Wewereabletobuildasetofsharedvaluesthatenabledtheteamtoworktogethereffectively.”

ThePersonal-BestLeadershipExperiencecaseswe'vecollectedare,attheircore,thestoriesofindividuals,likeSumaya,whowereclearabouttheirpersonalvaluesandunderstoodhowthisgavethemthecouragetonavigatedifficultsituationsandmaketoughchoices.Peopleexpecttheirleaderstospeakoutonmattersofvaluesandconscience.Tospeakout,however,youhavetohavesomethingtospeakabout.Tostandupforyourbeliefs,youhavetoknowthebeliefsyoustandfor.Towalkthetalk,youhavetohaveatalktowalk.Todowhatyousay,youhavetoknowwhatyouwanttosay.

YouhavetomakeacommitmenttoClarifyValues.Inbeginningyourleadershipjourney,it'sessentialthatyou:

Findyourvoice

Affirmsharedvalues

Becominganexemplaryleaderrequiresyoutofullycomprehendthedeeplyheldvalues—thebeliefs,standards,ethics,andideals—thatdriveyou.Youhavetofreely,andhonestly,choosethoseprinciplesyouwillusetoguideyourdecisionsandactions.Youhavetoexpressyourauthenticself,genuinelycommunicatingyourbeliefsinwaysthatuniquelyrepresentwhoyouare.

What'smore,youhavetorealizethatleadersaren'tjustspeakingforthemselveswhentheytalkaboutthevaluesthatguidetheiractionsanddecisions.Whenleaderspassionatelyexpressacommitmenttoquality,innovation,service,orsomeothercorevalue,theyaren'tjustsaying,“Ibelieveinthis.”They'realsomakingacommitmentonbehalfofanentireorganization.They'resaying,“Weallbelieveinthis.”Therefore,leadersmustnotonlybeclearabouttheirpersonalguidingprinciples,buttheymustalsomakesurethatthere'sagreementonasetofsharedvaluesamongeveryonetheylead.Furthermore,theymustholdothersaccountabletothosevaluesandstandards.

FindYourVoiceWhatwouldyousayifsomeoneweretoaskyou,“Whatisyourleadershipphilosophy?”Areyoupreparedrightnowtosaywhatyourleadershipphilosophyis?Ifyouaren't,youshouldbe.Ifyouare,youneedtoreaffirmitonadailybasis.

Beforeyoucanbecomeacredibleleader—onewhoconnects“whatyousay”with“whatyoudo”—youfirsthavetofindyourauthenticvoice,themostgenuineexpressionofwhoyouare.Ifyoudon'tfindyourvoice,you'llendupwithavocabularythatbelongstosomeoneelse,mouthingwordswrittenbysomespeechwriterormimickingthelanguageofsomeotherleaderwhoisnothinglikeyouatall.Ifthewordsyouspeakarenotyourwordsbutsomeoneelse's,youwillnot,inthelongterm,beabletobeconsistentinwordanddeed.Youwillnothavetheintegritytolead.

ThiswasthemostvaluablelessonthatMichaelJanis,directorofstrategicmarketingatAgilentTechnologies,realizedfromreflectinguponhisleadershipjourney.“Aftersearching,seeking,andcopyingthebehaviorsofleadersinthehopesthatIwouldsomehowmagicallyacquiretheirstrengths,theirtalents—findingsuccessandexhaustionintheprocess,”heexplained,“I'vefoundthattherealstrengthandtalentinleadershipcomesfromme,whoIam.”Identifyingpersonalvalueswillhelpyou,asitdidMichael,todefineyourleadershipphilosophy.

Perhapsyoubelievethatnobodyreallycaresaboutyourvoice.Thinkagain,becausethiscriticalcommentfromonefinancialanalystistypicalofwhatsomanypeoplereportedabouttheirsupervisors:

Whenleadersdonotunderstandtheirownpersonalleadershipphilosophy,theircommunicationandactionscanbeconfusing.Furthermore,iftheirleadershipphilosophyisnotclear,thatperson'steamwillnotknowwhatvaluesandbeliefsshouldguidetheiractionswhenencounteringdailychallenges.Thisconfusionwillleadtolowlevelsofteamcommitment,aspeoplearen'tabletoeitheridentifywithorsupporttheleader'svalues.

Tofindyourvoice,youhavetodiscoverwhatyoucareabout,whatdefinesyou,andwhatmakesyouwhoyouare.Youhavetoexploreyourinnerself.Youcanonlybeauthenticwhenyouleadaccordingtotheprinciplesthatmattermosttoyou.Otherwise,you'rejustputtingonanact.IvarKroghrud,thechiefstrategist

atQuestBack,hastakenthisastepfurtherbycreatingaone-page“usermanual”sothatpeoplecanunderstandhisvalues.Hereportsthatthereactionhasbeen“100percentpositive.”Byopeninghimselfupinthismanner,Ivarfindsthatitjustmakesothersopenupaswell,gettingtoknowoneanotherrightfromthestart,avoidingtypicalmisunderstandingsandconflicts.1

Whenyoufailtoexpressyourleadershipphilosophyinwordanddeed,youweakenyourownandyourteam'sengagementandeffectiveness.Whenweaskleadersiftheyareclearabouttheirleadershipphilosophy,thosewhoratethemselvesamongthetop20percentonthisleadershipbehaviorhaveentirelydifferentworkattitudesfromtheircounterpartsinthebottom20percent.Theirscoresonvariableslikeprideintheirorganization,commitmenttotheorganization'ssuccess,willingnesstoworkhard,andoveralleffectivenessaremorethan110percenthigherthanthosewhoreporttheyarenotveryclearabouttheirleadershipphilosophy.

Moreover,theresultsfromtheirdirectreportsareequallydramatic.Thosewhoratetheirleadersamongthetop20percentonclarityoftheirleadershipphilosophyhavesignificantlymorefavorablefeelingsabouttheirworkplacethanthosewhoseleaderswererankedamongthebottom20percent.Forexample,theirresponsesonsomespecificdimensionsare:

130percenthigheron“feelastrongsenseofteamspirit”

122percenthigheron“proudtotellothersIworkforthisorganization”

126percenthigheron“clearaboutwhatisexpectedofme”

115percenthigheron“willingnesstoworkharderandforlongerhoursifthejobdemandedit”

135percenthigheron“trustmanagement”

122percenthigherin“feelinglikeIammakingadifference”

Theevidenceisclear:tobethemosteffective,everyleadermustlearntofindthevoicethatrepresentswhoheorsheis.Responsestothequestionofhowstronglydirectreportsagreeordisagreethat“overall,mysupervisorisaneffectiveleader”provideundeniableproofthatbeingclearaboutwhoyouareandwhatyoustandforisessential.Thosewhoratetheirleadersinthetop20percentonbeingclearabouttheirleadershipphilosophyevaluatetheseleadersasnearly140percentmoreeffectivethanthoseleadersratedbytheirdirectreportsinthebottom20percentonthiscriticalleadershipbehavior.

Thisdataunderscoreswhatonefrontlinesupervisortoldushedesperately

Thisdataunderscoreswhatonefrontlinesupervisortoldushedesperatelywishedhismanagerwoulddo:

Bylookingwithinandunderstandingwhatvaluesandbeliefsaremostimportanttohim,mymanagerwouldbeabletosharethesewithourteamusinghisownwordsandmessaging.Clarifyinghisleadershipphilosophywouldhelpourteamidentifywithandsupportthevaluesandbeliefsthatcomprisemymanager'sleadershipstyle.Furthermore,byhavingaleadershipstylethatistrulyhisownandnotsomeoneelse's,hisactionswouldalignwiththebeliefsandvaluesheshares.Mymanagerwouldbeabletobuildconsensusaroundtheleadershipphilosophy.

Heneedstoelicitfeedbackfromtheteamonwhatvaluesandbeliefsarecollectivelymostimportanttous.Bydoingthis,mymanagerwouldbebuildingunityintheteamratherthanforcinghispoorlyconceivedandill-consideredphilosophyuponus.Havingtheentireteamsupportthephilosophywouldensureconsistencyintheteam'sworkandmaintaincredibilitywithinourorganization.

It'sforthesereasonsthattheleadershipdevelopmentprogramatYum!Brands,theworld'slargestrestaurantcompanybyunits(KFC,PizzaHut,andTacoBell),ismostlyaboutaskingparticipantstolookinsidethemselves.Theirviewpointisthatyouarenotfittobuildandleadateamuntilyou'veworkedhardonyourself.2RuthyLadonnikov,commercialcomplianceanalystatGenentech,toldushowtruethiswasforher:“Myvaluesandpassionsarethedriverstomyargumentsandopinions,andself-awarenessofthesevaluesisrequiredifIwanttoinfluenceothers.”Knowinghercorevalues,sherealized,madeherboth“moreconfidentinspeakingtoothersandconveyedauthenticity.”

Leadingothersbeginswithleadingyourselfandyoucan'tdothatuntilyou'reabletoanswerthatfundamentalquestionaboutwhoyouare.Whenyouhaveclarifiedyourvaluesandfoundyourvoice,youwillalsofindtheinnerconfidencenecessarytotakechargeofyourlife.

LetYourValuesGuideYouAftersevenyearsofrigorousresearch,alandmarkstudyoftheobservationsfrommorethan100CEOsandover8,000oftheiremployeesfoundthatleaderswhowereclearabouttheirvaluesdeliveredasmuchasfivetimesgreaterreturnsfortheirorganizationsasdidleadersofweakcharacter.3Thisfinding,onwhatmanagementconsultantFredKielreferstoas“strongcharacter,”resonateswithwhatCourtneyBallaghtoldus:“Youfindyourvoicebylettingyourvalues

guideyouandthensharingthemwithothers.”AsasalessupervisorforaMichaelKorsfashionaccessorystore,Courtneytoldusthatwhenworkinginretail“itisverycommontogetemployeesfromdifferentethnicbackgrounds,ages,educationallevels,andvaryingdegreesofcommitment.Butaslongasyouarehonest,open,andwillingtolistentotheirvalues,youwillbeabletofindcommonground.”ShedescribedasituationwhereshewasnotinitiallygettingalongwithTracey,oneofherunderperformingassociates.Havinggrowncomfortablewithhervoice,CourtneygottogetherwithTracey,talkedabouthervalues,andinvitedTraceytodothesame.

IhelpedTraceyexpresswhatherreasonswereforwhatandwhysheworkedforthestore,aswellasprovidedhertheopportunitytotalktomeabouthervalues.Thesetwostepswereparamountinfixingourworkrelationshipandleadingtothefuturesuccessoftheteam.I'velearnedthatnoteveryoneyouencounterintheworkplaceisgoingtothinklikeyouandapproachproblemsinthesameway—therefore,byaffirmingoursharedvaluesandfindingeachother'svoices,weareabletocommunicatemoreeffectivelyandbuildlevelsoftrustthatareunparalleled.TheoutcomeofthissituationwasthatmyworkrelationshipwithTraceybecamemuchstronger,andoverallstoreproductivityandmoraleincreased.

Avalueisanenduringbelief,whichscholarsroutinelydivideintotwocategories:meansandends.4Inthecontextofourworkonleadership,weusethetermvaluestorefertohere-and-nowbeliefsabouthowyoushouldaccomplishthings—inotherwords,meansvalues.WewillusethetermvisioninChaptersFiveandSixtoindicatethelong-termendsvaluesthatleadersandconstituentsaspiretoattain.Leadershiprequiresboth.

Valuesareyourpersonalbottomline.Theyinfluenceeveryaspectofyourlife:forexample,moraljudgments,commitmentstopersonalandorganizationalgoals,thewayyourespondtoothers.Theyserveasguidestoactionandsettheparametersforthehundredsofdecisionsyoumakeeveryday,consciouslyandsubconsciously.Theyinformtheprioritiesyousetandthedecisionsyoumake.Theytellyouwhentosayyesandwhentosayno.Theyalsohelpyouexplainthechoicesyoumakeandwhyyoumakethem.Beingclearaboutyourvalueshelpsyouperformbetterindifficultcircumstances.5Youseldomconsideroractonoptionsthatruncountertoyourvaluesystem.Ifyoudo,it'swithasenseofcomplianceratherthancommitment.

Ifyoubelieve,forinstance,thatdiversityenrichesinnovationandservice,thenyouknowwhattodoifpeoplewithdifferingviewskeepgettingcutoffwhentheyofferupfreshideas.Ifyouvaluecollaborationoverindividualachievement,

theyofferupfreshideas.Ifyouvaluecollaborationoverindividualachievement,thenyou'llknowwhattodowhenyourbestsalespersonskipsteammeetingsandrefusestoshareinformationwithcolleagues.Ifyouvalueindependenceandinitiativeoverconformityandobedience,you'llbemorelikelytochallengesomethingyourmanagersayswhenyoubelieveit'snotright.

Withoutadoubt,inthesechaotictimeshavingasetofdeeplyheldvaluesallowsleaderstofocusandmakechoicesamongaplethoraofcompetingtheories,demands,andinterests.PauldiBari'soperationssectionwithinEngineeringServicestookonthenewresponsibilityforphysicalsecurityoftheVeteransAffairsPaloAltoHealthcareSystem's2.2million–square-footfacility.Thismeanthiringanewtechniciantomanagethesecuritysystemandestablishinganewcontractorrelationship.Togetthejobgoing,Paulcalledameetingwiththenewtechnicianandcontractortofigureoutthestatusofthecurrentaccesssystem,anyopenprojects,andanyassignmentsonthehorizon.Heusedthismeetingtovocalizehisvaluesabouthowthenewlydevelopedteamwouldwork,hisvisionmovingforward,andhisexpectationsforallparties.Hisvaluesaroundprojecttimelines,preparations,submittals,andexecution,forexample,wouldrequiremoredetailedattentionthaninthepast.Healsohopedthattheywouldcreateanewsenseofaccountability.“Itwasimperativetothelong-termsuccessofthisprogramandthisnewteamthatIclearlyexplainedwhatmyvalueswere,myprojectmanagementstyle,andexpectations,”Paultoldus.

Paulhadtoestablishhisvoiceasaleaderbyclearlystatingmanagementobjectivesandgoalsaswellashisleadershipprinciples.Bydefiningthemunambiguously,hewasestablishingabaselineforfutureperformanceandcreatingameasuringstickonwhichtobaseaccountability.“Itwouldhavebeenveryeasyforme,”Paulsaid,“tositbackandsupervisetheprogramfromafar,buttoearnthetrustandrespectofallthepartiesinvolved,Ihadtoestablishasenseoftrustthroughmyworkethic.”BecausePaulwasclearabouthisvalues,hefounditrelativelyeasytotalkaboutthemandsubsequentlytousetheminsettingstandardsandexpectations.ThetonePaulsetatthebeginningprovidedguidelinesforhowhisconstituentswouldthenactandmakedecisions.

AsPaul'sexperienceillustrates,valuesareguides.Theysupplyyouwithacompassbywhichtonavigatethecourseofyourdailylife.Clarityofvaluesisessentialtoknowingwhichwayisnorth,south,east,andwest.Thecleareryouareaboutyourvalues,theeasieritisforyouandforeveryoneelsetocommittothechosenpathandstayonit.Thiskindofguidanceisespeciallyimportantinvolatileanduncertaintimes.Whentherearedailychallengesthatcanthrowyouoffcourse,it'scrucialthatyouhavesomemethodstotellwhichwaythewindis

offcourse,it'scrucialthatyouhavesomemethodstotellwhichwaythewindisblowing.

SayItinYourOwnWordsPeoplecanonlyspeakthetruthwhenspeakingintheirtruevoice.Ifyouonlymimicwhatothersaresaying,noonecanmakeacommitmenttoyoubecausetheydon'tknowwhoyouareandwhatyoubelievein.RaymondYufoundthisoutthehardway,whenhewas,inhiswords,“demoted”fromhismanagementpositionbecauseofareorganization,whichbothfrustratedhimandloweredhisself-esteem.“Ineverfoundmyvoice,”heexplained.

Withthebenefitoftimeandreflection,Raymondrealizedthathehad“walkeddownthewrongpath.”“Ihadonlybeenmanagingandnotleading,”hetoldus.Raymondhadusedhismanagerasarolemodel,withunintendedconsequences:“Ratherthanfindingmyownvoice,Iparrotedhisandoftenusedhisnameandauthoritytomoveprojectsalong.Inhindsight,Igaveupmyopportunitiestoleadbysimplybeingaconduitforhim.”Appreciatingthathedidn'tneedtobeinamanagementpositiontolead,Raymondvowedfromthenonto“findmyvoicebasedonmypersonalvaluessothatIcouldbecomeanexemplaryleader.”

Thetechniquesandtoolsthatfillthepagesofmanagementandleadershipbooks—includingthisone—arenotsubstitutesforknowingwhatmatterstoyou.Onceyouhavethewordsyouwanttosay,youmustalsogivevoicetothosewords.Youmustbeabletoexpressyourvoicesothateveryoneknowsthatyouaretheonewho'sspeakingandnotsomeoneelse.

You'llfindalotofscienceandempiricaldatainthisbooktosupporthowimportanteachofTheFivePracticesofExemplaryLeadershipis.However,keepinmindthatleadershipisalsoanart,andjustaswithanyotherartform—whetherit'spainting,playingmusic,dancing,acting,orwriting—leadershipisameansofpersonalexpression.Tobecomeanexemplaryleader,youhavetolearntoexpressyourselfinwaysthatareuniquelyyourown.

AndrewLevinefoundawaytoexpresshisindividualvoice,andinsodoing,helpedhiscolleaguestobeabletodothesame.AndrewwastheheadmentoratYoungStorytellers.Andrewispassionateaboutprovidingaclassroomatmospherethatpushestheimaginationsofthekidstheymentor,andhecaresdeeplyforallthevolunteers.Oneofthosevolunteers,PranavSharma,toldusthatAndrew'spersonalvaluesfitcomfortablywiththevaluesarticulatedwithinYoungStorytellers'missionstatementandexplainedhowthiscongruenceinfluencedhim:“Andrewhadauniquevoiceamongthementors.Hisexampleledmetoexhibitvalueshesharedwiththeorganization.Hehelpedme

ledmetoexhibitvalueshesharedwiththeorganization.Hehelpedmeunderstandwhatitmeanttothekidstohaveauniquevoice.”

Pranavwaspairedwithafifth-gradernamedRachelandwastaskedtoguidehertowriteanoriginalstoryinaten-pagescreenplayformat,buthewashavingtroublegettingRacheltofocusonherstory.Whileothermentorsweremakingprogressontheirkids'stories,PranavfeltthatRachelwasnotverymotivated.ThefactthatPranavhadbeenabsentacoupleoftimesovertheeight-weekprogrambecauseofworkplacedemandsdidn'thelpthesituation.AndrewwasnoticeablyfrustratedwithPranavandafewothermentors'seeminglackofinterestintheprogram.

Andrewtooktwostepstoremedythesituation.First,heaskedthemtothinkaboutwhytheyhadjoinedYoungStorytellers,andhetalkedaboutwhyhewasloyaltotheprogram.HeaskedthemtoleavetheprogramiftheywerenotmakingYoungStorytellersapriority,whichfutureabsenceswouldmakeapparent.Second,heaskedthemtolookattheprogramthroughtheperspectiveofthefifth-grader.Whatarethekidslookingforfromtheirmentors?Hesuggestedtheystopworryingwhethertheywerequalifiedtomentororwhetherthekidswouldlikethem.Allthatwasrequired,Andrewexplained,wastobepresentandtotalktothem.Pranavsaid:

Andrewwasright.Hewasaskingustoaffirmoursharedvaluesandfindourvoice.WhatAndrewwasdoingwasaskingustoreexaminethereasonswejoinedYoungStorytellers.Hewantedustobevestedintheorganization'svalues,whichincludedwordslikeloyalty,commitment,passion,andpatience.Hewantedustobuildarelationshipwiththekidsbytalkingtothem.Theonlywaytomakeauniquedifferenceinakid'slifewastofindmyownvoice.IhadtofindmyvoiceifIwastomakeanindelibleimpressiononmymentee.

ThelessonhereishowAndrewgavePranav,andalloftheothermentors,timetorediscoverhowtheirpersonalvaluesmeshedwiththoseoftheorganization.Bytellingthemhisstory,andwhyhewaspassionateaboutbecomingaYoungStorytellersmentor,hehelpedthemtofindthewordstoexpresstheiruniquereasonsforcaringaboutYoungStorytellers,itsmission,andespeciallythechildrentheymentored.Andrewdidn'ttellthemwhattobelieve,hetoldthemabouthisbeliefs,askingthemtofindintheirvaluestheirreasonsforbeinginvolvedwiththeorganization.Throughthisreflection,theydiscoveredtheirvoices,findingthewordsnecessarytoreachkidslikeRachelandhelpthemdeveloptheirpersonalstories.

Youcannotleadthroughsomeoneelse'svaluesorsomeoneelse'swords.You

Youcannotleadthroughsomeoneelse'svaluesorsomeoneelse'swords.Youcannotleadoutofsomeoneelse'sexperience.Youcanonlyleadoutofyourown.Unlessit'syourstyle,yourwords,it'snotyou—it'sjustanact.Peopledon'tfollowyourpositionoryourtechnique.Theyfollowyou.Ifyou'renotthegenuinearticle,canyoureallyexpectotherstowanttofollow?Tobealeader,you'vegottoawakentothefactthatyoudon'thavetocopysomeoneelse,youdon'thavetoreadascriptwrittenbysomeoneelse,andyoudon'thavetowearsomeoneelse'sstyle.Instead,youarefreetochoosewhatyouwanttoexpressandthewayyouwanttoexpressit.Infact,youhavearesponsibilitytoyourconstituentstoexpressyourselfinanauthenticmanner,inawaythattheywouldimmediatelyrecognizeasyours.

Inthinkingaboutexpressingvaluesauthentically,KerryAnnOstrea,controlleratNiantic,sharedananalogyaboutmakingsurethat“whatyouputon”fitswithwhoyouare.“WhatImean,”sheexplained,“isthatwhenyougoshopping,youcanseesomethingthatyoulike,somethingthatlooksgood,butyoureallyhavetotryitontoseehowitlooksonyou.Styleisn'ttheonlythingthatmatters;itmustalso‘fit'thewearer.”Whenyoulookatyourselfinthemirror,youhavetoask:Isthisme?Inbecominganexemplaryleader,askyourself,dothewordssoundrightforme?

FindCommitmentThroughClarifyingValuesShandonLeeFernandes,formerseniorresearchofficerintheconsulategeneraloftheRepublicofKoreainMumbai,toldusthatthefirststeptowardexemplaryleadershipwasdiscoveringpersonalvaluesandbeliefs.Thiswascritical,shereflected:“Becauseonlywhenleadersdiscoverandclarifywhattheyexpectofthemselvescantheyexpectotherstofollow.Themoreeasilyyoucanexplainyouractionsandthereasoningbehindthem,allowsotherstomakeaconnectionbetweenthevaluesandthepaththeyneedtotakeintheiractions.Intrinsiccohesionresultsinexternalalignment.”Shandon'sinsightsareconsistentwithwhatBernieSwaindiscovered,afterinterviewingmorethanahundredoftheeminentpeoplehehasrepresentedaschairoftheWashingtonSpeakersBureau:leadersareself-aware.Hesaysthathighlysuccessfulleadershaveaninnervoicethattheypayattentionto.Thisinsightprovidesthemwithanunderstandingoftheirstrengths,theirlimitations,theirbiases,andtheirmotivations.Thisunderstandingprovidesthemwithadeepwellofenergyandpassionthattheyareconstantlydrawinguponthroughouttheirlivesintheirquesttomakeextraordinarythingshappen.6

Theresultsofourresearchclearlysupporttheseconclusionsandfurther

demonstratehowbeingclearaboutpersonalvaluesmakesasignificantdifferenceinhowpeoplebehaveintheworkplace.7Inaseriesofstudiesovertimeandacrossarangeoforganizations,weaskedmanagersabouttheextenttowhichtheywerecleararoundtheirpersonalvaluesaswellasthevaluesoftheirorganizations.Theyalsoindicatedtheirlevelofcommitmenttotheorganization—thatis,theextenttowhichtheywerelikelytostickaroundandworkhard.Thissetupaclassic2×2experimentalparadigm,asshowninFigure3.1.Quadrant1wouldbethosewhoarenotveryclearabouteithertheirpersonalvaluesorthoseoftheirorganization,andinquadrant2arethosewhoarerelativelyclearabouttheirorganization'svaluesbutnotveryclearabouttheirpersonalvalues.Foundinquadrant3arethosefairlyclearaboutbothpersonalandorganizationalvalues,andinquadrant4arethoseclearabouttheirpersonalvaluesbutnotveryclearabouttheorganization'svalues.Thenumbersaretheaveragescoretowhichtherespondentsineachquadrantsaytheyarecommittedtotheirorganization,onascaleofone(low)toseven(high).Doyouseethepatternintheresponses?Doyounoticewhoismostcommittedbasedonknowingtheirclarityofpersonalandorganizationalvalues?Peoplewhoareclearabouttheirpersonalvalues(quadrants3and4)aresignificantlymorecommittedthaneitherthosewho'veheardtheorganizationallitanybuthaveneverlistenedtotheirowninnervoice(quadrant2)orthepeoplewhoarenotclearabouttheirpersonalvaluesnorthoseoftheirorganization(quadrant1).What'sevenmorerevealingisthattherearenostatisticallysignificantdifferencesincommitmentlevelsbetweenthoseinquadrants3and4.Inotherwords,personalvaluesdrivecommitmentandarethemeanstoincreasingmotivationandproductivity.Resultsforjobsatisfaction,turnoverintention,andorganizationalpridearesimilartothosefoundwhenaskingaboutcommitmentlevels.8

Figure3.1AverageCommitmentLevelsofDirectReportsTiedMoretoPersonalValuesClarityThantoClarityAboutOrganizationalValues

Themosttalentedpeople,nomattertheirage,background,discipline,orfunction,gravitatetoorganizationswheretheycanlookforwardtogoingtoworkeachdaybecausetheirvalues“work”inthatorganizationalsetting.Thebestemployeesareattractedtocompaniesthatalignwithwhotheyare.9JulieSedlock,seniorvicepresidentforAéropostale,echoesthisobservation:“Ilovetocometoworkhere.Ican'tthinkofadayintwentyyearsthatIdidn'twanttowakeupandgotowork.”Sheexplainsthatwhenyousharethecompany'svalues,you“wanttocometowork,workhard,andachievethegoalsthattheorganizationhasset.”

Commitmentisstrongestwhenbasedonalignmentwithpersonalvalues.Peoplewhoareclearestabouttheirpersonalvaluesarebetterpreparedtomakechoicesbasedonprinciple—includingdecidingwhethertheprinciplesoftheorganizationfitwiththeirown,andwhethertojoinupandstayorleave!Intoo

manyorganizations,thereisahugegapbetweenwhattheorganizationsaysisvaluedandthedegreethatemployeesbelievetheycanapplythosevaluestotheireverydaywork.10

AffirmSharedValuesLeadershipisnotmerelyaboutyourvalues.It'salsoaboutthevaluesofyourconstituents.Justasyourvaluesdriveyourlevelofcommitmenttotheorganization,theirpersonalvaluesdrivethedegreeoftheircommitment.Theywillbesignificantlymoreengagedinaplacewheretheybelievetheycanstaytruetotheirbeliefs.Whileclarifyingyourvaluesisessential,understandingthevaluesofothersandbuildingalignmentaroundvaluesthateveryonecanshareisequallycritical.

Sharedvaluesarethefoundationforbuildingproductiveandgenuineworkingrelationships.Exemplaryleadershonorthediversityoftheirmanyconstituencies,buttheyalsostresscommonvalues.Theydon'ttrytogeteveryonetobeinaccordoneverything.Thatgoalisunrealistic,perhapsevenimpossible.Moreover,toachieveitwouldnegatetheveryrealadvantagesofdiversity.Nevertheless,leadersbuildonagreement.Totakethefirststep,andthenasecond,andthenathird,peoplemusthavesomecommoncoreofunderstanding.Afterall,ifthere'snoagreementaboutvalues,thenwhatexactlyaretheleaderandeveryoneelsegoingtomodel?Ifdisagreementsoverfundamentalvaluescontinue,theresultisintenseconflict,falseexpectations,anddiminishedcapacity.Leadersensurethatthroughtheprocessofaffirmingsharedvalueseveryoneisaligned—uncovering,reinforcing,andholdingoneanotheraccountabletowhat“we”value.

HilaryHalltoldusabouthowhermanagerhelpedpeopleexaminetheirvalues,whichbuiltafoundationofsharedvaluesthatresultedinaspiritofcamaraderieandcommonpurpose.AtGeneralElectric,shewaspartofamultinationalinternalauditteam,whichconsistedofaGerman,twoAmericans,aBelarusian,andanIndian.Beforetheyevenbegantheprojectassignment,themanagerhadthemcompleteaquestionnaire,whichcoveredtopicssuchaswheretheygrewup,favoritefood,hobbies,andsoon.Therewerealsoquestionsthatdugalittledeeper,askingaboutthetypeofworktheylikedanddidnotlike,theroletheyusuallyplayedonteams,andwhattheyrespectedinmanagersandteammates.Themanagergatheredtheteamtogether,andtheysharedtheirresponses.Thinkingbackonthatexperience,Hilaryrealizedthathewasdoingwhatexemplaryleadersdo:affirmingsharedvalues.“Ourmanagerwasaligningtheteamaroundacommonsetofvalues—bothpersonalandprofessional—andshowingtheteamwhatwasimportanttohim,too,”shesaid.

Teamperformancesufferswhenmembersdonotalignwithcommonvalues.Individualseasilylosetouchwithoneanotherandworkaccordingtotheirpersonalstandards,resultinginunevenmotivationandcommitmenttowardcommonworkgoals.Researchconfirmstheseexperiences.Organizationswithstrongcorporateculturesbasedonafoundationofsharedvaluesoutperformotherfirmsbyahugemargin.Theirrevenueandrateofjobcreationgrowfaster,andtheirprofitperformanceandstockpricearesignificantlyhigher.11

MattRyan,Starbucks'schiefglobalstrategyofficer,substantiatesthisclaim:“Wehavesuccessfullylinkedthepercentofstorepartnersinagivenstorewhothinkwe'relivinguptoourvaluestotheperformanceofthatstore.We'reabletoseeaverydistinctmarketimprovementinthestore'scompperformance[thatis,same-storesales],controllingforallothervariables,whenpartnersbelievewe'redoingtherightthingvalues-wise.”Theseresultsmakeasignificantdifferencetotheirbottomline.12Similarfindingsapplytopublicsectororganizations.Withinthemosteffectiveagenciesanddepartments,therearestrongagreementsandintensefeelingsamongemployeesandmanagersabouttheimportanceoftheirvaluesandabouthowthosevaluesarebestimplemented.13

Sharedvaluesmakeasignificantandpositivedifferenceinworkattitudesandcommitment.Inourstudies,involvinghundredsoforganizations,we'veshownthatsharedvaluesfosterheightenedlevelsofmotivationandintensefeelingsofpersonaleffectiveness.Theypromotepride,highlevelsofcompanyloyalty(lowerturnover),andteamwork,andreducelevelsofjobstressandtension.14

Periodicallytakingtheorganization'spulsetocheckforvaluesclarityandconsensusiswellworthwhile.Itrenewscommitment.Itengagestheteamandorganizationindiscussing,clarifying,revising,andrecommittingtovaluesthataremostrelevanttoachangingconstituency(suchasdiversity,accessibility,sustainability,andsoon).RichardSasser,areamanagerfortheAviationDivisionofAustinCommercial,keepsawhitecoffeemugonhisdeskonwhichhehaswrittenhissevenvalues.15Whenpeopleaskhimaboutthewordsonhiscoffeecup,Richardalwayssays,“Well,youasked...”andthenhetoldushow“thisleadstoanopportunitytosharemypersonalvaluesandgetstheotherpersontoconsiderwhatmattersmosttothem.Intheseconversations,wegenerallyfindourselvesinagreementaboutoursharedvaluesandthepurposebehindwhatwearedoingtogether.”

Oncepeopleareclearabouttheleader'svalues,abouttheirownvalues,andaboutsharedvalues,theyknowwhattheteam'sexpectationsareandfeelthattheycancountonothers.Consequently,theycanworkmoreproductively,be

theycancountonothers.Consequently,theycanworkmoreproductively,bemoreinnovative,managehigherlevelsofchallenge,andbetterhandleoften-conflictingwork/lifebalanceissues.

GivePeopleReasonstoCareWhileit'simportantthatleadersforthrightlyarticulatetheprinciplesforwhichtheystand,thevaluesleadersespousemustbeconsistentwiththeaspirationsoftheirconstituents.Leaderswhoadvocatevaluesthataren'trepresentativeofthecollectivewon'tbeabletomobilizepeopletoactasone.Therehastobeasharedunderstandingofmutualexpectations.Leadersmustbeabletogainconsensusonacommoncauseandacommonsetofprinciples.

Harmonyamongindividual,group,andorganizationalvaluesgeneratestremendousenergy.Itintensifiescommitment,enthusiasm,anddrive.Peoplehavereasonstocareabouttheirwork,andbecauseofthat,theyaremoreeffectiveandsatisfied,experiencinglessstressandtension.AsCourtneyBallaghrecalledfromherexperienceatMichaelKorswithherassociateTracey,“Bygettingtoknoweachotheronapersonallevel,weidentifiedoursharedvaluesandgaveeachpersonareasontocareaboutmorethanjustourselves.Moraleincreasedsignificantlyandthestorefunctionedbetterasawhole.”Sharedvaluesaretheinternalcompassesthatenablepeopletoactbothindependentlyandinterdependently.Surveysrevealthatpeoplefeelthatorganizations,andtheirleaders,shouldbespendingmoretimetalkingaboutvalueswithoneanotherthantheydonow.16

NicoleMatoukwasworkingwiththestudentrecordsofficeatStanfordUniversity'slawschoolwhentheassociatedeanaskedforfeedbackabouthowthingsweregoing,andwhattheycoulddotoprovidestudentswithamorehassle-freeexperience.Nicolefeltthateveryonehadtheopportunitytospeakoutonthetopicstheyfeltstronglyabout,andallweregivenequalandampletimetoexpressthemselveswithoutanypressureorfearofretribution.Whatsherecallsmostvividlyisthatwhiletheassociatedeanaskedmanyquestions,she“didn'thavetostruggletothinkofthequestionsshewantedtoask,orhowshewouldconnectwhatwewerediscussingtoourgoalsbecausehervalueswereguidingherquestions.”

Aswetalked,Icouldtellshewasleadingmeinaparticulardirection,butitdidn'tseemmanipulative.Thiswassomuchmorepowerfultomethanreadingaboutthevaluesintheschool'shandbook.Iwasgeneratingtheanswerstoherquestions,soIfeltthisiswhatIbelieve,notjustwhatIamsupposedtoagreewith.Notonlydidthismeetinghelpourteam

supposedtoagreewith.Notonlydidthismeetinghelpourteamindividuallytogenerateanswersthatwereinlinewithourvaluesandtheoffice'svalues,butitalsohelpedustoaffirmoursharedvaluesasanoffice.Wecameoutofthatmeetingmoreunitedandwiththeknowledgethatwewereallworkingtoachievethesamething,insteadofpullingagainsteachotherfortimeandattention.

Nicole'sexperiencereaffirmsthatwhenpeoplebelievethattheirvaluesandthoseoftheorganizationalign,theyarethemostloyal.Thequalityandaccuracyofcommunicationandtheintegrityofthedecision-makingprocessincreasewhenpeoplefeelpartofthesameteam.Ourresearch,alongwiththefindingsofothers,clearlyrevealsthatwhenthere'scongruencebetweenindividualvaluesandorganizationalvalues,there'ssignificantpayoffforleadersandtheirorganizations.

Conversationsanddiscussions,likethoseatthelawschool,remindpeopleofwhytheycareaboutwhattheyaredoing.Theseexchangesrenewcommitmentandreinforcefeelingsthateveryoneisonthesameteam,whichisespeciallycriticalingeographicallydistributedworkplaces.Theresultingalignmentbetweentheleaders'andconstituents'valuesenhancesclarityofexpectations.Thistransparencyenrichespeople'sabilitytomakechoices,enablesthemtodealmoreeffectivelywithdifficultandstressfulsituations,andenhancestheirunderstandingandappreciationofthechoicesmadebyothers.

Conversationsaboutvaluesalsoenablepeopletofindmoremeaningintheirwork.Whenyouconversewithyourteammembersabouttheirvalues,andwhenyoufacilitateavaluesconversationtheycanhaveamongthemselves,youarehelpingthemtoseehowtheworkthattheydoconnectswithwhotheyare.Youarehelpingthemtomakeamuchdeeperconnectiontoworkthancaneverberealizedthroughdiscussionsoftasksandrules.Youarealsocreatingacontextinwhichtheycanconnectmoredeeplywitheachother.

ForgeUnity,Don'tForceItWhenleadersseekconsensusaroundsharedvalues,constituentsaremorepositiveandproductive.Youcannotmandateunity;instead,youforgeitbyinvolvingpeopleintheprocess,makingthemfeelthatyouaregenuinelyinterestedintheirperspectives,andthattheycanspeakfreelywithyou.Forthemtobeopentosharingtheirideasandaspirations,theyhavetobelievethatyou'llbecaringandconstructiveinsearchingforcommonground.Nosurprisethatpeoplewhoreportthattheirmanagersengageindialogueregardingvaluesfeelasignificantlystrongersenseofpersonaleffectivenessthanindividualswhofeelthattheyhavetostruggleontheirowntofigureoutwhattheprioritiesand

feelthattheyhavetostruggleontheirowntofigureoutwhattheprioritiesandprinciplesare,andhowthey'resupposedtobebehaving.

ErikaLong,seniorhumanresources(HR)manageratProcter&Gamble,startedwiththecompanyasaninternandwasimmediatelyimpressedwithhowleadersdemonstratedtheirvaluesandthecoreprinciplesofthecompanyindecisionstheymade.Shesays:

LeadersatP&Gareconstantlyaffirmingthesevalues.Anytimetheyarefacedwithadifficultdecision,theywilllooktothePVP[thecompany'sPurpose,Values,andPrinciples]toguidetheiractions.ImetwiththedirectorofsalesfortheHongKongandTaiwanregions.Iaskedhim,howdoeshemakesureheisalwaysmakingtherightbusinessdecisions?Hesaid,simply,“IlooktothePVP.ItguidesthewayIdobusiness.IfIamputinapositionthatisinconflictwiththoseguidelines,Isimplydon'tdoit.”

Erikasays,“PeoplewhoworkatP&Gareproudtosayso,andeveryonefeelstheyarepartofsomethingspecial.Theircorevaluesalignwiththoseoftheorganization.”Peoplewhoareunsureorconfusedabouthowtheyshouldoperatetendtodrift,turnoff,andeventuallydepart.Theenergythatgoesintocopingwith,andpossiblyfightingabout,incompatiblevaluestakesitstollonbothpersonalwellbeingandorganizationalproductivity.

“Whatareourcoreprinciples?”and“Whatdowebelievein?”arefarfromsimplequestions.Onestudyreported185differentbehavioralexpectationsaboutthevalueofintegrityalone.17Evenwithcommonlyidentifiedvalues,theremaybelittleagreementonthemeaningofvaluesstatements.Thelessonhereisthatleadersmustengagetheirconstituentsinadialogueaboutvalues.Asharedunderstandingofvaluesemergesfromaprocess,notapronouncement.

ThiswaspreciselyCharlesLaw'sexperienceatAmericanExpresswhenassignedtolaunchamarketingcampaignwithateamofsixcolleaguesofdifferentethnicitiesandbusinessfunctions.Atfirst,progresswasslow,asfrequentconflictsdrovedownteammorale.Eachteammemberfocusedonhisorherindividualgoals,withoutconsideringtheinterestsofothers.Differencesbetweenthemledtomistrustandworstyet,accordingtoCharles,becausehehadtheleastexperienceofanyoneinthegroup,teammemberswereskepticalabouthisleadershipcompetency.

Charlessawthattheteamneededtoagreeonasharedsetofvaluesinordertofunctionwell.Henotedthatitwasnotsoimportantwhattheycalledorlabeledaparticularvalue,butratherthateveryoneagreedonitsimportanceandmeaning.Oneofhisinitialactionswastobringpeopletogetherjustforthatpurpose.They

Oneofhisinitialactionswastobringpeopletogetherjustforthatpurpose.Theycouldarriveatcommonandsharedunderstandingsofwhattheirtopprioritiesandvalueswere,andwhatthesemeantinaction.Hesatdownandlistenedtoeachteammemberindividually,thenreportedabouteveryone'sopinionsattheirnextgroupmeeting.Heencouragedopendiscussionsandworkedthroughanymisunderstandings.

ThelastthingCharleswantedthemtofeelwasthathewasimposinghisvaluesonthem,soeachpersontalkedabouthisorherpersonalvaluesandthereasoningbehindthem.Inthismanner,theywereabletoidentifythevaluesthatwereimportanttothegroup.Charlesexplained:

Withasetofsharedvalues,createdwitheveryone'sconsent,everyonestrivedtoworktogetherasateamtowardsuccess.Sharedvaluescreatedapositivedifferenceinworkattitudesandperformance.Myactionmademycolleaguesworkharder,emphasizedteamworkandrespectforeachother,andresultedinbetterunderstandingofeachother'scapabilitiestomeetappropriatelysetmutualexpectations.

Charlesunderstoodthatleaderscan'timposetheirvaluesonorganizationalmembers.Instead,theymustbeproactiveininvolvingpeopleintheprocessofcreatingsharedvalues.Ownershipofvaluesincreasesexponentiallywhenleadersactivelyengageawiderangeofpeopleintheirdevelopment.Sharedvaluesaretheresultoflistening,appreciating,buildingconsensus,andresolvingconflicts.Forpeopletounderstandthevaluesandcometoagreewiththem,theymustparticipateintheprocess.Unityisforged,notforced.

Ferventlysharedvaluesaremuchmorethanadvertisingslogans.Theyarestronglysupported,andbroadlyendorsedbeliefsaboutwhat'simportanttothepeoplewhoholdthem.Constituentsmustbeabletoenumeratethevaluesandhavecommoninterpretationsofhowtopracticethosevalues.Theymustknowhowtheirvaluesinfluencehowtheydotheirjobsandhowtheydirectlycontributetoorganizationalsuccess.MarwaAhmed,seniorprogrammanager/gasoperationsatPG&E(PacificGas&Electric),toldushowsheclearlycommunicatedhervaluestoherteam,andthen,shesaid:

Iaskedabouttheirvaluesandwhattheythoughtaboutthecompanyvalues.Fromthesediscussions,wecameupwiththeteam'ssharedvalues.Inmyweeklymeeting,IstartedapracticeoftellingastoryaboutapersonalsituationwhereIappliedmyvalueseitherinmypersonalorprofessionallife.Afteracoupleofweeks,myteammembersstartedtosharetheirs,andintime,thealignmentofpeople'spersonalvalueswiththeteamvaluesincreased.

increased.

Aunifiedvoiceonvaluesresultsfromdiscoveryanddialogue.Leadersmustprovideachanceforindividualstoengageinadiscussionofwhatthevaluesmeanandhowwhattheorganizationstandsforinfluencestheirpersonalbeliefsandbehaviors.

TakeAction

ClarifyValuesTheveryfirststeponthejourneytoexemplaryleadershipisclarifyingyourvalues—discoveringthosefundamentalbeliefsthatwillguideyourdecisionsandactionsalongthepathtosuccessandsignificance.Thatjourneyinvolvesanexplorationoftheinnerterritorywhereyourtruevoiceresides.It'sessentialthatyouputyourselfonthispathbecauseit'stheonlyroutetoauthenticity.Moreover,youmustchoosethatpathbecauseyourpersonalvaluesdriveyourcommitmenttotheorganizationandthepurposeitserves.Youcan'tdowhatyousayifyoudon'tknowwhatyoubelieve.Norcanyoudowhatyousayifyoudon'tbelieveinwhatyou'resaying.

Althoughpersonalvaluesclarityisessentialforallleaders,it'snotenoughbyitself.That'sbecauseleadersdon'tjustspeakforthemselves,theyspeakfortheirconstituentsaswell.Theremustbeagreementonthevaluesthateveryonewillcommittoupholding.Sharedvaluesgivepeoplereasonsforcaringaboutwhattheydo,makingasignificantandpositivedifferenceinworkattitudesandperformance.Acommonunderstandingofsharedvaluesemergesfromaprocess,notapronouncement;unitycomesaboutthroughdialogueanddebate,followedbyunderstandingandcommitment.Leadersmustholdthemselvesandothersaccountabletothesetofvaluestheyshare.

ModeltheWaybeginswithclarifyingvaluesbyfindingyourvoiceandaffirmingsharedvalues.Thismeansyoumust:

1. Identifythevaluesyouusetoguidechoicesanddecisions.

2. Findyourownauthenticwayoftalkingaboutwhatisimportanttoyou.

3. Helpotherstoarticulatewhytheydowhattheydo,andwhattheycareabout.

4. Provideopportunitiesforpeopletotalkabouttheirvalueswithothersontheteam.

5. Buildconsensusaroundvalues,principles,andstandards.

6. Makesurethatpeopleareadheringtoagreed-uponvaluesand

standards.

Notes1.AsquotedinA.Bryant,“WanttoKnowMe?JustReadMyUserManual,”NewYorkTimes,March30,2013.

2.G.Colvin,“GreatJob!OrHowYumBrandsUsesRecognitiontoBuildTeamsandGetResults,”Fortune,August13,2013,62–66.

3.F.Kiel,ReturnonCharacter:TheRealReasonLeadersandTheirCompaniesWin(Boston,MA:HarvardBusinessPress,2015).

4.M.Rokeach,TheNatureofHumanValues(NewYork:FreePress,1973),5.

5.L.Legault,T.Al-Khindi,andM.Inzlicht,“PreservingIntegrityintheFaceofPerformanceThreat:Self-AffirmationEnhancesNeurophysiologicalResponsivenesstoErrors,”PsychologicalScience23,no.12(2012):1455–1460.

6.B.Swain,WhatMadeMeWhoIAm(Franklin,TN:PostHillPress,2016).

7.B.Z.PosnerandW.H.Schmidt,“ValuesCongruenceandDifferencesBetweentheInterplayofPersonalandOrganizationalValueSystems,”JournalofBusinessEthics12(1992):171–177.SeealsoB.Z.Posner,“AnotherLookattheImpactofPersonalandOrganizationalValuesCongruency,”JournalofBusinessEthics97,no.4(2010):535–541.

8.Posner,“AnotherLook.”

9.S.HouleandK.Campbell,“WhatHigh-QualityJobCandidatesLookforinaCompany,GallupBusinessJournal,January4,2016,http://www.gallup.com/businessjournal/187964/high-quality-job-candidates-look-company.aspx.

10.N.DvorakandB.Nelson,“FewEmployeesBelieveinTheirCompany'sValues,”GallupBusinessJournal,September13,2016,http://www.gallup.com/businessjournal/195491/few-employees-believe-company-values.aspx.

11.Forexample,seeS.A.Sackmann,“CultureandPerformance,”inN.Ashkanasy,C.Wilderom,andM.Peterson(eds.),TheHandbookofOrganizationalCultureandClimate,2nded.(ThousandOaks,CA:SagePublications,2011),188–224;A.S.Boyce,L.R.G.Nieminen,M.A.Gillespie,A.M.Ryan,andD.R.Denison(2015),“WhichComesFirst,OrganizationalCultureorPerformance?ALongitudinalStudyofCausalPrioritywithAutomobileDealerships,”JournalofOrganizationalBehavior36,no.3(2015):339–359;G.Caesens,G.Marique,D.Hanin,andF.Stinglhamber,“TheRelationshipBetweenPerceivedOrganizationalSupportandProactiveBehaviourDirectedTowardstheOrganization,”EuropeanJournalofWorkandOrganizationalPsychology25,no.3(2016):398–411;andC.M.Gartenberg,A.Prat,andG.Serafeim,“CorporatePurposeandFinancialPerformance,”ColumbiaBusinessSchoolResearchPaperNo.16–69,June30,2016.AvailableatSSRN:https://ssrn.com/abstract=2840005.

12.AsquotedinA.Carr,“TheInsideStoryofStarbucks'sRaceTogetherCampaign,NoFoam,”FastCompany,June15,2015,http://www.fastcompany.com/3046890/the-inside-story-of-starbuckss-race-together-campaign-no-foam.

13.See,forexample,A.RhoadsandN.Shepherdson,BuiltonValues:CreatinganEnviableCulturethatOutperformstheCompetition(SanFrancisco:Jossey-Bass,2011);R.C.Roi,“Leadership,CorporateCultureandFinancialPerformance”(doctoraldissertation,UniversityofSanFrancisco,2006);S.Lee,S.J.Yoon,S.Kim,andJ.W.Kang,“TheIntegratedEffectsofMarket-OrientedCultureandMarketingStrategyonFirmPerformance,JournalofStrategicMarketing14(2006):245–261;andT.M.Gunaraja1,D.Venkatramaraju,andG.Brindha,“ImpactofOrganizationalCultureinPublicSectors,”InternationalJournalofScienceandResearch4,no.10(2015):400–402.

14.See,forexample,B.Z.Posner,W.H.Schmidt,andJ.M.Kouzes,“SharedValuesMakeaDifference:AnEmpiricalTestofCorporateCulture,”HumanResourceManagement24,no.3(1985):293–310;B.Z.Posner,W.A.Randolph,andW.H.Schmidt,“ManagerialValuesAcrossFunctions:ASourceofOrganizationalProblems,”Group&OrganizationManagement12,no.4(1987):373–385;B.Z.PosnerandW.H.Schmidt,“DemographicCharacteristicsandSharedValues,”InternationalJournalofValue-BasedManagement5,no.1(1992):77–87;B.Z.Posner,“Person-Organization

ValuesCongruence:NoSupportforIndividualDifferencesasaModeratingInfluence,”HumanRelations45,no.2(1992):351–361;andB.Z.PosnerandR.I.Westwood,“ACross-CulturalInvestigationoftheSharedValuesRelationship,”InternationalJournalofValue-BasedManagement11,no.4(1995):1–10.

15.WearegratefultoBoCogbillandJoBellforsharingthisexample.

16.T.Hsieh,“WhatYouShould—andShouldn't—TakefromUs,”Inc.,July–August2014,96.

17.B.Z.Posner,“ValuesandtheAmericanManager:AThree-DecadePerspective,”JournalofBusinessEthics91,no.4(2010):457–465.

18.R.A.Stevenson,“ClarifyingBehavioralExpectationsAssociatedwithEspousedOrganizationalValues”(doctoraldissertation,FieldingInstitute,1995).

Chapter4SettheExampleSTEVESKARKEREADILYadmitsthathewasunpreparedforthejobwhentappedtobetheplantmanageratKanekaTexasCorporation.Aftercomingtogripswithhisvalues,andwhathebelievedtheorganizationshouldstandfor,hestartedhominginonhowhecouldmakeadifferencethroughhisleadershipactions.

Forexample,overtheyears,themanagementteamhadbeendiscussingavisionofbecominga“World-ClassPlant.”Theydebatedthedefiningcharacteristicsofaworld-classplantandagreedthatastrongcultureofsafetyandgoodhousekeepingshouldbeatthetopofthelist.Lookingaround,StevecouldclearlyseethatthehousekeepingconditionsatKanekadidnotmeetthisideal.Infact,whenevertheyhadapendingcustomervisit,Stevewouldhavetoremindeveryonetomakeanextraefforttocleanup.Thisincludedsendingpeopleouttopickuptrashintheplant,intheparkinglot,andontheroads.Steveknewtherehadtobeawaytomakecleanlinesspartoftheirdailyroutine.

Whileoffsiteafterlunchoneday,Stevestoppedatahardwarestore,boughtatwo-gallonplasticbucket,andputthewords“World-ClassPlant”onitsside.Whenhereturnedtotheplant,hewalkedthroughitandstartedpickinguptrash.Soonhisbucketwasoverflowing.Hecarriedhisbucketoftrashthroughthemaincontrolroomand,aseveryonewatchedintently,emptieditintoatrashcan.Thenhewalkedouttheotherdoor,sayingnothing.Wordspreadquicklythattheplantmanagerwasintheplantwithabucket,pickinguptrash.

EachtimeSteveventuredoutwithhisbucket,hemadesurethatitwouldbevisible.Itdidn'ttakelongformorebucketstoappear,withothermanagersgoingoutintotheplanttopickuptrasheachday,settingtheexampleforalltofollow.Soon,wheneverStevewalkedthroughthecontrolroom,operatorswouldaskhowmuchtrashhewasabletofind.Whenhehadafullbucket,hewouldwalk

howmuchtrashhewasabletofind.Whenhehadafullbucket,hewouldwalkbythesupervisor'sofficeandholditupforinspection.TheprocessthatStevestarted,byhishard-to-missexample,soonbecamethenorm.

Inadditiontoactualtrashremoval,Steve'sactionsstartedgeneratinglotsofdiscussionandnewideasabouthowtheycouldmakethejobofcleaningtheplanteasier.Tomakedebriscollectioneasier,trashcanspreviouslyremovedwereplacedbackincentralareas.Theoperationstaffagreedtomaintainthemandcameupwithevenmoreideastobetterorganizetheirworkareas.Themaintenancetechniciansbegancarryingbucketsaroundtokeeppartsinalongwithtrashcontainerstomakecleanupquickerandeasier.Duringthistime,theplantlaunchedanewprogramcalled“MyMachine”wherebyeachoperatorwasassignedapieceofequipmenttokeepcleanandlearnabouthowitfunctionedtoensureitsproperoperation.

“Bysimplydecidingtoventureoutandstartpickinguptrash,”Stevetoldus,“Iwasmodelingthewaybyaligningmyactionswiththesharedvalueofhavingacleanplant.Italsohelpedmeto‘findmyvoice'aroundthisveryimportantissueofhousekeeping.Imadeitpersonalforeveryone.Inashorttime,manyothersweresettingthesameexample.”

Steve'sstoryillustratesthesecondcommitmentofModeltheWay—leadersSettheExample.Theytakeeveryopportunitytoshowothersbytheirownexamplethatthey'redeeplycommittedtothevaluesandaspirationstheyespouse.Noonewillbelieveyou'reseriousuntiltheyseeyoudoingwhatyou'reaskingofothers.Eitheryoueitherleadbyexampleoryoudon'tleadatall.Thisishowyouprovidetheevidencethatyou'repersonallycommitted.It'showyoumakeyourvaluestangible.

InChapterTwo,wereportedthatourresearchhasconsistentlyrevealedthatcredibilityisthefoundationofleadership.Peoplewanttofollowaleaderinwhomtheycanbelieve.Butwhatmakesaleadercredible?Whenpeopledefinedcredibilitybehaviorally,theytoldusitmeant“dowhatyousayyouwilldo”—orDWYSYWDforshort.ThischapteronSettingtheExampleisallaboutthedopart.It'saboutdoingwhatyousay,practicingwhatyoupreach,followingthroughoncommitments,keepingpromises,andwalkingthetalk.

Beinganexemplaryleaderrequiresyoutolivethevalues.Youhavetoputintoactionwhatyouandothersstandfor.Youhavetobetheexampleforotherstofollow.And,becauseyou'releadingagroupofpeople—notjustleadingyourself—youalsohavetomakesurethattheactionsofyourconstituentsareconsistentwiththesharedvaluesoftheorganization.Animportantpartofyourjobistoeducateothersonwhattheorganizationstandsfor,whythesethingsmatter,and

educateothersonwhattheorganizationstandsfor,whythesethingsmatter,andhowtheycanauthenticallyservetheorganization.Astheleader,youteach,coach,andguideotherstoaligntheiractionswiththesharedvaluesbecauseyou'reheldaccountablefortheiractions,too,notjustyourown.

InordertoSettheExampleyouneedto:

Livethesharedvalues

Teachotherstomodelthevalues

Inpracticingtheseessentials,youbecomeanexemplaryrolemodelforwhattheorganizationstandsfor,andyoucreateacultureinwhicheveryonecommitstoaligningthemselveswithsharedvalues.

LivetheSharedValuesLeadersaretheirorganizations'ambassadorsofsharedvalues.Theirmissionistorepresentthevaluesandstandardstotherestoftheworld,andit'stheirsolemndutytoservethevaluestothebestoftheirabilities.Peoplewatchyoureveryaction,andthey'redeterminingifyou'reseriousaboutwhatyousay.Youneedtobeconsciousofthechoicesyoumakeandtheactionsyoutakebecausetheysignalprioritiesthatothersusetoconcludewhetheryou'redoingwhatyousay.

Thepoweroftheleader'spersonalexamplecan'tbestressedenough.Researchersfindthatleaderswhopersistinattainingorganizationalgoals,promotetheorganizationtooutsidersandinsiders,andinitiateconstructivechangeintheworkplacearemuchmorelikelytohavedirectreportswhoexhibitthesamebehaviorsthanleaderswhodon'tsetthatkindofexample.Thiseffectisstrongestwhentheleaderismostvisibletodirectreports,andconsideredtobeaworthyrolemodel.1Researchon“behavioralintegrity”demonstratesquiteclearlythatthealignmentbetweenaleader'swordsanddeedshasapowerfulimpactonhowmuchconstituentstrusttheleaderandontheirsubsequentperformancelevels.2Therefore,clarifyingthevaluesandperformanceexpectationsyouhaveforyourselfcommunicatestoconstituentswhatyouarelikelytoexpectofthem.Settingtheexampleishowleadersembodysharedvaluesandhastheeffectofteachingotherstomodelthevaluesthemselves.

PoonamJadhav'sexperienceillustrateshowtruethisresearchis.AscreditmanagerwiththeCentralBankofIndia,sheworkedwithtwodifferentmanagers,thefirstofwhichgaveaveryinspiringandmotivatingspeechonthedayhetookcharge,makingitclearwhatheexpectedofeveryone.However,themotivationandcommitmentoftheteamfadedratherquicklybecausehedidnotpracticewhathepreached.Branchstaffexperiencedthathejustpreachedvaluesbutdidnotfollowthem.Theyslowlystoppedbelievinginhim,andthenhismessages.

Notsurprisingly,thatmanagerdidn'tlastverylong.Thesubsequentbankmanagerwasonewho,Poonamexplained,practicedexemplaryleadership:

Hereallysettheexamplebybeingverycommittedtohisvalues,work,staff,andorganization.Hewasclearabouthisvalues,preachedthem,andfollowedthem.Heaimedtoprovideexcellentcustomerservice.Ifhesawthatacustomerwaswaitingforalongtimebecausehisstaffwasbusy

thatacustomerwaswaitingforalongtimebecausehisstaffwasbusyattendingtoothercustomers,hewouldwalkuptothecustomerhimselfandaskhowhecouldhelpthem.Hiswayofhandlingthingsmadeusmoreresponsibleandaccountableforouractions.Thesamestaff,demotivatedbytheearlierboss,wasnowmoreexcitedandenthusiastictogettheworkdoneswiftlywithhighquality.Lookingathissincerity,commitment,anddedication,everystaffmemberstartedgivingmorethan100percenttotheirjob.

Ifyouwanttogetthebestresults,makesureyoupracticewhatyoupreach.JohnMichel,authorofTheArtofPositiveLeadershipandaretiredAirForcebrigadiergeneral,hassaid,“Thosewhoserveunderaneffectivegeneralknowwellthatheorshewouldasknothingofothersthattheywouldnotfirstdothemselves.”HepointstoGeorgeWashington,firstpresidentoftheUnitedStatesandcommanderinchiefduringtheAmericanRevolutionaryWar,asanexample.Despitetheharshwinterconditionsin1777,anddemoralizedtroopsfollowingastringoflossesagainsttheBritishinPhiladelphia,themennevergaveup.Why,Johnasks?“It'slargelybecauseoftheinspiringandunselfishexampleoftheirleader.Hedidn'taskthemembersofhisarmytodoanythinghewouldn'tdo.Iftheywerecold,hewascold.Iftheywerehungry,hewenthungry.Iftheywereuncomfortable,hetoochosetoexperiencethesamediscomfort.”3

AsshowninFigure4.1,there'saconsistentanddramaticrelationshipbetweentheextenttowhichpeopletrusttheirorganization'smanagementandthefrequencythattheyfindtheirleadersfollowingthroughonpromisesandcommitments.There'sasix-foldincreaseinlevelsoftrustbetweenthebottomandthetopoftherangeinthefrequencytowhichpeoplereporttheirleadersdowhattheysaytheywilldo.

Figure4.1FollowingThroughonPromisesandCommitmentsIncreasesTrustintheLeader

Themostsignificantsignal-sendingactionsyoucantaketodemonstratethatyoulivethevaluesare:howyouspendyourtimeandwhatyoupayattentionto,thelanguage(wordsandphrases)youuse,thewayyouhandlecriticalincidents,andyouropennesstofeedback.4Theseactionsmakevisibleandtangibleyourpersonalcommitmenttoasharedwayofbeing.Eachprovidesthechancetoshowwhereyoustandonmattersofprinciple.Simplethoughtheymayappear,youshouldrememberthatsometimesthegreatestdistanceyouhavetotravelisthedistancefromyourmouthtoyourfeet.

SpendYourTimeandAttentionWiselyHowyouspendyourtimeisthesingleclearestindicatorofwhat'simportanttoyou.Constituentsusethismetrictojudgewhetheryoumeasureuptoespousedstandards.Spendingtimeonwhatyousayisimportantshowsthatyou'reputtingyourmoneywhereyourmouthis.Whateveryourvaluesare,theyhavetoshowuponyourcalendarandonmeetingagendasifpeoplearetobelievethey'resignificant.

Ifyouvalueservicetoothers,forexample,andsaythatstoreoperatorsareimportant,youshouldbemeetingwiththemintheirlocations.Ifyousaythatyou'refocusedoncustomers(orclients,patients,students,voters,orparishioners),thenyoushouldbespendingyourtimewiththem.Ifproductivityandimprovingsalesperformancearecritical,thenyouneedtoshowupatsalesmeetings.Ifinnovationisessential,youshouldbevisitingthelabsandparticipatinginonlineopensourcediscussions.Being“there”saysmoreaboutwhatyouvaluethananyemail,tweet,orvideoevercan.

AbhijitChitnistoldusabouthisexperienceatAccentureworkingwithaleaderwhoseactions“trulypersonifiedthevaluesthathestoodfor”andtheextraordinaryresultshisteamachievedundersuchleadership.Hisfive-personteam,functioningoutofMumbai,alongwithaglobalteamofeightfromBostonandIreland,ranintosomechallengescompletingabusinessintelligencesystemaclientneededtoissueitsannualfinancialreports.Tocompletetheengagementontimetheyweregoingtohavetoputinextrawork,missingNewYear'splanswithfamilyandfriends.

Whentheirseniorclientengagementdeliverymanager,whowasalreadyonvacation,heardaboutthis,hecanceledhisplansandreturnedtowork,eventhoughhewasnotapartofthisparticulardeliveryteam.Hestayedwiththeteam,dayandnightfortwodays,sendingapowerfulmessagethathewascommittedtotheteam,theproject,andtheclient.ForAbhijitandhiscolleagues,theirleader'sactionssubstantiallyincreasedtheirpersonallevelsofengagementandboostedtheentireteam'smorale:“Wetookeachofthewordsfromourleaderveryseriously,becausewebelievedinhimandtrustedhimmore,andbecauseheshowedusthathetrulymeanseverywordthathesays.”Allthishappenedbecausealeaderputhisvaluesintopractice,andprovided,saysAbhijit,“incrediblystrongevidenceoftheimportanceoftheideaofmodelingtheway.”

Leadersmustsetthepaceinlivinginaccordancewithsharedvalues.Iftheydon'tlivethevaluesthemselves,theyhavenocredibilitywhenpreachingthem.Moreover,withoutcredibility,thevaluesbecomemeaningless,nomorethanmerewordsonapage.TyroneO'Neill,headofcustomermarketingatOptus(Australia),tookthisunderstandingtoheartanddemonstratednotonlyhowimportantitistoleadbyexamplebutalsohowthisenablesotherstolivethevaluesthemselves.5

Afteryearsofstellargrowth,Optusfacedseriouschallengesastheindustrywastransforming.Chargedwiththejobofsignificantlyimprovingcustomerretentionandengagement,Tyronerealizedthatafundamentalchangewas

retentionandengagement,Tyronerealizedthatafundamentalchangewasneededinthepsycheandoperatinghabitsoftheorganization.Attheheartoftheirdesigntoaccomplishthatchangewasaclearlyarticulatedandsharedvalueofcustomerfocus.However,becausepeoplewerealreadyincrediblybusy,theyweren'tpayingmuchattentiontothisnewinitiative.Therefore,Tyroneturnedhisattentiontochangingpeople'sbehaviors,startingwithhisown.Everyoneontheteamwhowasnotinacustomer-facingrolewasassignedalistofcustomerswhomtheywereexpectedtocalltoconductacustomersatisfactionsurvey.

Oneofhismanagerstoldusthateveryonehatedthephonecallsatfirst,butTyrone'sactionshelpedchangetheirperspective.Tyronestartedcallingandsurveyingcustomershimself—evenafterworkhours.Hewouldvisitthecallcenterandlisteninonsurveycalls.Hewoulddiscusssurveyresultswiththecallagents.Hewouldgo“mysteryshopping”ontheweekendstogetapeekintowhattheirfrontlinestaffmemberswereexperiencingwithcustomersontheground.ThenhewouldcomebackonMondayandsharehisreportswiththeteam.Simplyput,saidoneofhisconstituents,“Tyroneledbyexample.”

Heshowedushowtoputourvalueofcustomerfocusintoaction.Hegotintothetrencheswithusanddideverythinghecouldtogetasclosetoasmanycustomersaspossibletoknowwhattheywerethinkingandfeeling.Hetookmattersintohisownhandstosolvetheproblemsthathesaw.Theeffectwasthateveryonewantedtogetinvolvedandmimichisbehavior.Initially,weallhadexcusesfornotmakingthecallsorfollowingthroughonotherinitiativesofthechangeprogram.Buthispersonalcrusadechangedeverything.

BothAbhijit'sandTyrone'sexperiencesunderscoretheimportanceoftheGoldenRulewhenitcomestoleadership:onlyaskotherstodosomethingyouarewillingtodoyourself.Howleadersusetheirtimeshowsothersthattheyareseriousabouttheirdedicationtothegroup,thetask,andthevaluesshared.Youcan'tjusttalkthetalk.Youhavetowalkit,whichoftenmeansrollingupyoursleevesandbeingpartof,notapartfrom,theaction.

WatchYourLanguageTrytalkingaboutanorganizationforadaywithoutusingthewordsemployee,manager,boss,supervisor,subordinate,orhierarchy.Youmayfindthisexercisenearlyimpossibleunlessyou'vebeenpartoforganizationsthatuseotherterms—termssuchasassociates,crew,castmembers,teammembers,partners,orevenconstituents.Thecorporatelexiconcaneasilytrappeopleinto

aparticularwayofthinkingaboutrolesandrelationships.6

Exemplaryleadersunderstandandareattentivetolanguagebecausetheyappreciatethepowerofwords.Wordsdon'tjustgivevoicetoone'smind-setandbeliefs;theyalsoevokeimagesofwhatpeoplehopetocreatewithothersandhowtheyexpectpeopletobehave.Thewordspeoplechoosetousearemetaphorsforconceptsthatdefineattitudes,behaviors,structures,andsystems.7GaryHamel,oneoftheworld'smostinfluentialandiconoclasticbusinessthinkers,pointsoutthat“thegoalsofmanagementareusuallydescribedinwordslike‘efficiency,'‘advantage,'‘value,'‘superiority,'‘focus,'and‘differentiation.'Importantastheseobjectivesare,theylackthepowertorousehumanhearts...[andleaders]mustfindwaystoinfusemundanebusinessactivitieswithdeeper,soul-stirringideals,suchashonor,truth,love,justice,andbeauty.”8

HowtouselanguageconsciouslytoreflectauniquesetofvaluesisunderstoodclearlyatDaVita.Theirspeciallanguagebeginswiththecompanyname,anadaptationofanItalianphrasemeaning“givinglife,”whichwasselectedbytheDaVitans(that'swhatthecompany'semployeescallthemselves).Everyday,ineverykidneydialysisclinic,DaVitansworkhardtogivelifetothosesufferingfromrenaldisease.

AtDaVita,memorablecatchphrasesinfusedailyconversationsandreinforcethecompany'svaluesandmanagementpractices.TheThreeMusketeersmaxim“OneforAll,andAllforOne,”forexample,permeatesthecompany'scultureandreinforcestheideathateveryoneatDaVitaisinittogether,lookingoutforoneanother.Employeesareall“teammates”—bepreparedtoputabuckinaglassonthemeetingtableifyoushouldeverusethe“E-word.”Theyrefertothecompanyasthe“Village.”Teammatesbecome“citizens”oftheVillagewhentheyarewillingto“crossthebridge”andmakeapubliccommitmenttothecommunity.Everymemberoftheseniorleadershipteamcrossedthebridgeaspartoftheirsymbolicriteofpassageintothoseroles.Thecompany'sslogan“GSD”(getstuffdone)embodiestheirlong-standingemphasisonexecutionandoperationalexcellence,andthehighestcomplimenttopayateammateistosayheorsheis“goodatGSD.”

JavierRodriguez,DaVita'schiefexecutiveofficer,KidneyCare,saysthataquickglanceattheirlanguagecanappeartobemerelysemanticsoraplayonwords.Hefeelsthatit'squitetheopposite:

Thewordsweuse,whilesimpleinnature,arepackedwithmeaning.Theycreateimageryandcommunicatehistory,traditions,andbeliefs.Sincethe

createimageryandcommunicatehistory,traditions,andbeliefs.Sincethelanguageissopervasiveintheorganization,wegettheaddedbenefitofitservingasculturalalignmentandanaccountability“acidtest”forbehaviors—asinhumanmedicine,anorganwillrejectinconsistentwordsandactions.

Languageclearlycommunicatesamessagebeyondtheliteralmeaningofyourwordsandphrases.IntheirbookWordsCanChangeYourBrain,AndrewNewbergandMarkWaldmanshowthat“asinglewordhasthepowertoinfluencetheexpressionofgenesthatregulatephysicalandemotionalstress.”9Positivewordsstrengthenareasinthefrontallobes,promotingthebrain'scognitivefunctioning,andbuildresiliency.Conversely,hostilelanguageandangrywordssendalarmsignalstothebrain,asprotectionagainstanythreatstosurvival,andpartiallyshutdownthelogic-and-reasoningcentersinthebrain.

Thelanguageandwordsleadersuseaffecttheirself-imagesandpeople'sresponsestowhat'sgoingonaroundthem.Theyhelpbuildtheframearoundpeople'sviewsoftheworld,soit'sessentialtobemindfulofyourchoiceofwords.Framesprovidethecontextforthinkingandtalkingabouteventsandideasandfocusthelisteners'attentiononcertainaspectsofthesubject.Framesinfluencehowpeopleviewandinterpretwhat'sgoingonaroundthem.Forexample,termssuchasboss-subordinate,top-down,andrankandfileputahierarchicalframearoundadiscussionaboutrelationshipsinorganizations.Thewordscolleagues,teammates,andpartnersputadifferent,morecollaborative,framearoundthesametheme.“Watchyourlanguage”takesonanentirelynewmeaningfromthetimesyourteacherscoldedyouinschoolforusinganinappropriateword.It'snowaboutsettinganexampleforothersofhowtheyneedtothinkandact.

AskPurposefulQuestionsWhenyouaskquestions,yousendyourconstituentsonmentaljourneys.Yourquestionschoosethepaththatpeoplewillfollowandfocustheirsearchforanswers.Thequestionsalsoletpeopleknowwhatistop-of-mindforyou.Ifyouweretoask,forexample,“Whathaveyoudonetodaytopartnerwithacolleagueongettingtheworkdone?”youaresendingasignalabouttheimportanceofcollaboration.If,ontheotherhand,youweretoask,“Whathaveyoudonetodaytoreducethecostsofdoingbusiness?”youaresendingaverydifferentmessage.Botharelegitimatequestions,buttheyindicateverydifferentpriorities.Questionsareonemoretangibleindicatorofhowseriousyouareaboutyourespousedbeliefs.Questionsdirectattentiontothevaluesthatdeserveattentionandhowmuchenergyshouldbedevotedtothem.

andhowmuchenergyshouldbedevotedtothem.

Questionsdeveloppeople.Theyhelppeopleescapethetrapoftheirmentalmodelsbybroadeningtheirperspectivesandenlargingtheirresponsesbytakingresponsibilityfortheirviewpoints.Askingrelevantquestionsalsoforcesyoutolistenattentivelytowhatyourconstituentsaresaying.Thisactiondemonstratesyourrespectfortheirideasandopinions.Ifyouaregenuinelyinterestedinwhatotherpeoplethink,thenyouneedtoasktheiropinion,especiallybeforegivingyourown.Askingwhatothersthinkfacilitatesparticipationinwhateverdecisionwillultimatelybedeterminedandconsequentlyincreasessupportforthatdecision.

WhenJoshuaFradenburgwasbroughtontoturnaroundafounderingsportinggoodsstoreinNorthernCalifornia,herealizedthatallemployeesneededtocontributetocomingupwithwaystoimprovesales.Joshopenlysoughtadvice,asking,“Whatdoyouthinkthestoreisdoingwell?Whatdoyoufeelweneedtoworkon?”Henevercriticizedanidea,insteadchoosingtoaskfollow-upquestionsthatmightallowforamoreproductivethought.Joshencouragedhisstafftooffersuggestionsaboutmerchandising,salespromotions,andinventory.Forexample,althoughmostofhisstaffrangedfromfifteentoeighteenyearsofage,heaskedeachtogototheproductwallandselectwhichskisorsnowboardtheywanted.Thenhehadthempickouttheirbindingsandboots.Aftergivingthemafewminutestomaketheirdecisions,Joshaskedthemwhattheywerethinkingaboutwhentheyweredeciding.Heaskedthemtoclosetheireyesandenvisionwhatitwouldlookliketousethenewgear:“Feelthecold.Hearthewindwhistle.Smellthefreshmountainair.”Hisquestionsgotthemthinkingabouthowmostpeoplemadeanemotional(ratherthanatechnical)purchasedecision.Asallexemplaryleadersdo,Joshusedfocusedquestionstoreframethestaff'sthinkingandtheirapproachtosales.

Thinkaboutthequestionsyoutypicallyaskinmeetings,one-on-ones,telephonecalls,andinterviews.Howdotheyhelptoclarifyandgaincommitmenttosharedvalues?Whatwouldyoulikeeachofyourconstituentstopayattentiontoeachday?Beintentionalandpurposefulaboutthequestionsthatyouask.Whenyouarenotaround,whatquestionsshouldothersimagineyouaregoingtoaskthemwhenyoureturn?Whatevidencedoyouwanttoaskforthatshowshowpeoplearemakingdecisionsconsistentwithvalues?Whatquestionsshouldyouaskifyouwantpeopletofocusonintegrity,orontrust,oroncustomersatisfaction,oronquality,innovation,growth,safety,orpersonalresponsibility?InTable4.1,we'veprovidedafewsamplequestionsthatyoucouldpurposefullyaskeverydaytodemonstratetheimportanceofafewsharedvalues.

Table4.1AskPurposefulQuestionsDaily

Whateveryoursharedvaluesare,comeupwitharoutinesetofquestionsthatwillgetpeopletoreflectonthesharedvaluesandwhattheyhavedoneeachdaytoactonthem.

SeekFeedbackHowcanyouknowthatyou'redoingwhatyousay(whichisthebehavioraldefinitionofcredibility)ifyouneveraskforfeedbackaboutyourbehavior?Howcanyouexpecttomatchyourwordsandyouractionsifyoudon'tgetinformationabouthowalignedothersseethembeing?Askingforfeedbackgivesyouaperspectiveaboutyourselfthatonlyotherscansee.Withthisinsight,youhavetheopportunitytomakeimprovements.

Thefeedbackprocessstrikesatatensionbetweentwobasichumanneeds:theneedtolearnandgrowversustheneedtobeacceptedjustthewayyouare.10Consequently,evenwhatseemslikeamild,gentle,orrelativelyharmlesssuggestioncanleaveapersonfeelingangry,anxious,poorlytreated,orprofoundlythreatened.Onemajorreasonthatmostpeople,andespeciallythose

inleadershippositions,aren'tproactiveinaskingforfeedbackistheirfearoffeelingexposed—exposedasnotbeingperfect,asnotknowingeverything,asnotbeingasgoodatleadershipastheyshouldbe,asnotbeinguptothetask.Thereissimplynowaytogetaroundthefactthatyoucan'tgrowasaleaderwithoutgettingfeedback.Researchershavefoundthatpeoplewhoseekoutdisconfirmingfeedback(contrarytotheirself-perceptions)performbetter(inthiscase,morelikelytoreceivefinancialbonuses)thanthosewhoonlylistentopeoplewhoseetheirpositivequalities.“Beingawareofyourweaknessesandshortcomings,”theysay,“whetheryoulikeitornot,iscriticaltoimprovement.”11

EdBeattie,generalmanageratChorus(NewZealand),isalwaysonthelookoutforfeedback.12“ThereisnofeedbackthatEdwon'tlistentoseriously,”oneofhisdirectreportstoldus.“Hedoesn'twantustoholdanythingback,evenandespeciallyfeedbackabouthispersonalperformance.Hewantstoknowwhat'sgoingon—thegood,thebad,andtheugly.Everyonehastheabilitytoapproachhimopenlyandcandidlywithoutfearofhimgettingangryordefensive.”

BonnieBarger,vicepresident,order-to-cashstrategyandoperationsatOracle,madeapersonalandpubliccommitmenttoseekfeedback,andtoaskotherpeoplehowherdecisionsaffectedthem.Theirannualcreditandcollectionssummitwasacredibilitymomentforherandaturningpointwithherteam,shesaid.

ItwasachancetodemonstratetothemthatImeantwhatIsaid.Ikickedoffthediscussionbygoingoverthenewdirectionofthecompany'sbusinessmodel,whyitwasimportanttogothroughthistransformation.IsaidthatIdidn'thavealltheanswers,andIaskedthemfortheirhelp.Itturnedouttobeaverygoodday,andalthoughexhaustingandattimestense,weallfeltagreatdealofrelieftobeabletotalkopenlywithoneanother.Manycameuptomeafterwardandthankedmeforsettingthetone.Byopeningupandaskingfortheirfeedback,wewereabletoachieveanunderstandingamongtheentireteamthatwouldotherwisehavebeenimpossible.

Self-reflection,thewillingnesstoseekfeedback,andtheabilitytoengageinnewbehaviorsbasedonthisinformationispredictiveoffuturesuccessinmanagerialjobs.13Youcan'tlearnverymuchifyou'reunwillingtofindoutmoreabouttheimpactofyourbehaviorontheperformanceofthosearoundyou.It'syourresponsibilityasaleadertokeepaskingothers,“HowamIdoing?”Ifyoudon'task,they'renotlikelytotellyou.Dr.JohnC.Brocklebank,aseniorvicepresidentforSAS,foundhisteam'sfeedbackfromtheLeadershipPractices

Inventorytobeincrediblyvaluable.14Appreciatingthatgettingfeedbackcanbeuncomfortableforsomepeoplebecauseitexposes“vulnerabilities”and,atthesametime,realizingthatawillingnesstobevulnerableiswhatmakesaleaderauthentic,Johndecidedtosharebothwhathelearnedandwhatheintendedtodotobecomeabetterleader.Inhisblog,hedescribedtheirfeedbackasleavinghim“humbledandenlightened,”andaskedthemtocontinuegivinghimtheirviewsonhisprogress;hespecificallythankedhisteamforthisgift.

Asidebenefitofmakingiteasyforpeopletogiveyoufeedbackisthatyouincreasethelikelihoodthatpeoplewillaccepthonestfeedbackfromyou.Youmustbesincereinyourdesiretoimproveyourself,andyoumustdemonstratethatyouareopentoknowinghowothersseeyou.However,keepinmindthatifyoudon'tdoanythingwiththefeedbackyoureceive,peoplewilllikelystopgivingittoyou.They'reliabletobelievethatyouarearrogantenoughtothinkthatyouaresmarterthaneveryoneelseisorthatyoujustdon'tcareaboutwhatanyoneelsehastosay.Eitheroftheseoutcomesseriouslyunderminesyourcredibilityandeffectivenessasaleader.

TeachOtherstoModeltheValuesYou'renottheonlyrolemodelintheorganization.Everyoneshouldbesettingtheexample.Alignwordsanddeedsatalllevelsandinallsituations.Yourroleistomakesurethatyourconstituentsarekeepingthepromisesthatyouandtheyhaveagreedon.Peoplearewatchinghowyouholdothersaccountableforlivingthesharedvaluesandhowyoureconciledeviationsfromthechosenpath.They'repayingattentiontowhatotherssayanddo,andsoshouldyou.It'snotjustwhatyoudothatdemonstratesconsistencybetweenwordanddeed.

Everyteammember,partner,andcolleagueisasenderofsignalsaboutwhat'svalued.Therefore,youneedtolookforopportunitiestoteachnotjustbyyourexample,butalsobytakingontheroleofteacherandcoach.Forexample,insteadofhandlingoffsomecustomeraccountstoarecenthirewithverylittletacticalworkinstruction,CherylChapman,seniorcustomeroperationsmanagerataglobalflashmemorymanufacturer,spentseveralhoursdailywiththispersonprovidingacomprehensivereviewofprocesses,actions,andrationalesbehindcertaindecisions.Sheencouragedthenewemployeetoalwaysbehonestwiththecustomer,evenindifficultsituations.Whenaqualityissueledtoproductdeliveryissuesthataffectedthecustomer'squarter-endfinancialtargets,Cherylguidedtheemployeeinhavingacandidconversationwiththecustomerregardingrootcause,correctiveaction,andnextsteps.Cherylmadesurethatthisnewemployee,alongwithothersontheteam,livedthesamestandardsandvalues,especiallyininteractionswithcustomers.

Fordirectreportsthere'saverystrongcorrelationbetweenhowtheyratetheirleaders'overalleffectivenessandthefrequencytheyreportthem“spendingtimeandenergymakingcertainthatthepeopleheorsheworkswithadheretotheprinciplesandstandardswehaveagreedupon.”Thetop25percentofleadersdescribedbytheirdirectreportsasaffirmingsharedvalueshavefavorableratingsonworkplaceattitudeslikecommitment,motivation,pride,andproductivitythatareonaverage115percenthigherthanthoseleadersseenbytheirdirectreportsasleastfrequentlyengaged(bottom25percent)inthisleadershipbehavior.

Exemplaryleadersknowthatpeoplelearnlessonsfromhowpeoplehandletheunplannedaswellasplannedeventsontheschedule.Theyknowthatpeoplelearnfromthestoriesthatcirculateinthehallways,inthebreakroom,inthecafeteria,ontheretailfloor,andonsocialmedia.Exemplaryleadersknowthatwhatgetsmeasuredandreinforcediswhatgetsdone.Ifyou'regoingtocreatea

whatgetsmeasuredandreinforcediswhatgetsdone.Ifyou'regoingtocreateahigh-performanceculture,youneedtopayattentiontobringingonboardpeoplewhosharethevalueshelddear.Toshowotherswhatyouexpectandensurethattheyholdthemselvesaccountable,youneedtoconfrontcriticalincidents,tellstories,andmakesurethatorganizationalsystemsreinforcethebehaviorsyouwantthemtorepeat.

ConfrontCriticalIncidentsYoucan'tplaneverythingaboutyourday.Eventhemostdisciplinedleaderscan'tstoptheintrusionoftheunexpected.Stuffhappens.Criticalincidents—chanceoccurrences,particularlyatatimeofstressandchallenge—areanaturalpartofthelifeofeveryleader.Theyoffer,however,significantmomentsoflearningforleadersandconstituents.Criticalincidentspresentopportunitiesforleaderstoteachimportantlessonsaboutappropriatenormsofbehavior.

SharadaRamakrishnanreturnedfromashortvacationtotakeoverastheteamleadforanewprojectatCapgeminitofindthatoneoftheteammemberswasplanningtogoonvacationduringacriticalweekoftheproject.Herimmediatereaction,shesaid,wastorefusetherequestpointblank.Thensherealizedasaleader,sheneededtothinknotonlyabouttheprojectbutalsotothinkaboutherteammembers:“Iknewthatallofthemwereentitledtoavacation,especiallywhenIhadjusttakenone.”However,aresourcecrunchmeantthatonelessdeveloperthatweekwouldimpacttheirdeliverablesandtimelines.Sharadadecidedtogranttherequest,eventhoughsheknewthatitwouldrequirehertodoadditionaldevelopmentalworkthatweek.Sheunderstoodthatbydoingthis,shewassettinganexampleofhowtheteamcouldreachoutandhelpeachotherduringanycrisis,andthisincidentcompletelychangedtheteam'soutlookabouther.Toillustratetheimpact,sheofferedthefollowingexample.

Theindividualgoingonvacationworkedextrahoursandtransitionedtomethedetailsbeforegoingonvacation.HealsoensuredthathewasavailabletobeoncallforanyclarificationsImighthavewhilehandlinghiscodes.TheattitudeofalltheotherteammembersstartedchangingtowardmeastheyrealizedIwasdoingwhatIsaidIwoulddo.IstayedbackwithmyteamevenwhenIwasnotneededaround,tookinitiative,demonstratedmywillingnesstoaddresstheirissuesandhelpthemachievetheirgoals.

TherearecriticalmomentssuchastheoneSharadafacedwhenleadersmustclearlycommunicatewhat'scrucialandwhatrequireseveryone'sattention.ThisispreciselywhatEmilySinghexperiencedwhenworkingthroughthemergerof

twobusinessteamsataconsumergoodsmanufacturer.15TheteamsweresomewhatcompetitiveandEmilywasn'tinitiallycompletelytrusted.Toturnthissituationaround,shestartedbysettingatoneofcontinuouscommunicationwitheveryoneinvolved.Sheheldfrequentmeetings,encouragingopendiscussionsandmakingitsafeforeveryonetoexpresstheirfeelingsabouttheirworkandthenewteamconfiguration.Inbuildingtrust,shesharedinformationandherownclientexperiences,solicitingfeedbackaboutothers'experiences,bothseekingandincorporatingtheiradviceabouthowtohandleclientallocations.Asoneofherdirectreportsexplained,“Itwouldhavebeeneasyforhertoplayfavorites,butshechosetodotherightthing—herwordsandactionswereconsistent—andeventuallythattrickleddownandmadeeveryonebelievethatwewereinittogether.”

Criticalincidentsarethoseeventsinleaders'livesthatofferthechancetoimprovisewhilestillstayingtruetothescript.Althoughtheycan'tbeexplicitlyplanned,it'susefultokeepinmind,asSharadaandEmilydid,thatthewayyouhandletheseincidents—howyoulinkactionsanddecisionstosharedvalues—speaksvolumesaboutwhat'simportant.

TellStoriesStoriesareapowerfultoolforteachingpeopleaboutwhat'simportantandwhat'snot,whatworksandwhatdoesn't,whatisandwhatcouldbe.16Throughstories,leaderspassonlessonsaboutsharedvalues,defineculture,andgetotherstoworktogether.PaulSmith,formerdirectorofconsumerandcommunicationsresearchatProcter&Gamble,andauthorofLeadwithaStory,explainswhytellingstoriesissoimportantforleaders:

Becauseyoucan'tjustorderpeopleto“bemorecreative”orto“getmotivated”orto“startlovingyourjob.”Thehumanbraindoesn'tworkthatway.Butyoucanleadthemtherewithagoodstory.Youcan'tevensuccessfullyorderpeopleto“followtherules”becausenobodyreadstherulebook.Butpeoplewillreadagoodstoryaboutaguywhobroketherulesandgotfired,orawomanwhofollowedtherulesandgotaraise.Andthatwouldbemoreeffectivethanreadingtherulebookanyway.17

ManagementauthorSteveDenninglearnedfirsthandhowstoriescouldchangethecourseofanorganizationwhenhewastheprogramdirectorofknowledgemanagementfortheWorldBank.Aftertryingallthetraditionalwaysofgettingpeopletochangetheirbehavior,Stevefoundthatsimplestorieswerethemost

convincingwaytocommunicatetheessentialmessageswithintheorganization.“Nothingelseworked,”Stevesaid.“Chartsleftlistenersbemused.Proseremainedunread.Dialoguewasjusttoolaboriousandslow.Timeaftertime,whenfacedwiththetaskofpersuadingagroupofmanagersorfront-linestaffinalargeorganizationtogetenthusiasticaboutamajorchange,Ifoundthatstorytellingwastheonlythingthatworked.”18InabusinessclimateobsessedwithPowerPointpresentations,complexgraphsandcharts,andlengthyreports,storytellingmayseemtosometolikeasoftwayofgettingthehardstuffdone.It'sanythingbutthat.ThedatasupportsPaul'sandSteve'sexperiencewithstorytelling.Researchshowsthatwhenleaderswanttocommunicatestandards,storiesareamuchmorepowerfulmeansofcommunication.19Peoplemorequicklyandaccuratelyrememberstories—morethantheyrecallcorporatepolicystatements,dataaboutperformance,andevenastoryplusthedata.

StorytellinghasbeenapartofPhillipKane'slifesincehewasakid,andhecarriedoverthefamilytraditionintohisbusinesslife.Earlyinhiscareer,needingtofindawaytoconnectpersonallywithemployeeswhileatGoodyearTire&RubberCompany,hestartedwritingtohisteameveryFriday.Theletter,simplytitled“TheWeek,”beganasarecapofhighlightsfromthepriorweek'swork.Butitsoontransformed“intoacommunicationthatwaslessaboutwhatwedothanhowwedoit—which,tome,isas,ormore,important,”Phillipexplained.Now,aschiefcommercialofficer,keymarkets,atPirelliIndustrialSpA,Phillipusesstoriestohelpbridgeculturalandlanguagedividesbyusingcommonhumanexperiencestobringpeopletogether.Storytelling,Phillipbelieves,offersaframeworkforrelatingthemessage—somethingthatpeopleencounterintheirlivesthatcanbeabridgetothemainpoint—anditoffershimthechancetoleadthroughanexampleratherthantocomeacrosssimplyaspreaching.

Tellingstories,asPhillipknows,hasanotherlastingbenefit.Itforcesyoutopaycloseattentiontowhatisgoingonaroundyou.Whenyoucanwriteortellastoryaboutsomeonewithwhomyourlistenerscanidentify,theyaremuchmorelikelytoseethemselvesdoingthesamething.Peopleseldomtireofhearingstoriesaboutthemselvesandthepeopletheyknow.Thesestoriesgetrepeated,andthelessonsofthestoriesspreadfarandwide.

ReinforceThroughSystemsandProcessesBertWong,CEOofJapanese-AmericanjointventureFujiXeroxSingapore,realizedthathisteamandcompanyweretooheavilyreliantonhim.“Iwas

leadinganorchestraofpeoplewhowouldmerelyfollowmylead,”Berttoldus.“WhenIwasphysicallypresent,thebusinesswouldseegrowth,butwhenIwasabsent,businesswouldcorrespondinglysuffer.Initiativeswouldbefollowedthroughwithexcellentexecution,butthestartingpointandthedrivingforcewouldalwaysstemfromme.”Bertbeganamultiyearprocessofcreatingasustainableorganizationinwhicheveryonesharedinandoperatedbyacommonsetofvalues.Whilemanyinitiallychallengedhisapproach,Bert'spersistenceledtothecreationofFujiXeroxSingapore'sfourCoreValues:FightingSpirit,InnovationandLearning,CollaboratetoCompete,andCareandConcern.

Bertappreciated,however,thatunderstandingthesevaluesandagreeingonthemwereonlythefirststeps.Thenextchallengewasmakingthemawayoflife,ensuringthatthecorevaluesplayedapivotalroleinguidingtheeverydaydecisionsandactionsoforganizationmembers.Heknewthatalltheorganizationalprocessesandsystemshadtoreinforcethevalues.Forexample,whenevertheywonacontract,Bertmadesureheattributedthesuccesstolivingthecorevalues.Hebegantalkingaboutthevaluesateverymeeting.ThecompanyestablishedanInspirationalPlayeroftheYearAward,votedbypeers,togiverecognitiontopeoplewhoexemplifiedtheFXSingaporeCoreValues.ToreinforcethevalueofCollaboratetoCompete,forexample,differentdepartmentsbegantosharesimilarkeyperformanceindicators(KPIs).Wherepreviouslythefinanceandsalesdepartmentswouldoftenclash,theyunifiedtheKPIsofbothdepartments,reinforcingthevalueofcollaborationandgivingthefinancedepartmentastakeinwinningacontract.

FujiXeroxSingaporegraduallybegantoseechangeswithintheorganization.WiththeCoreValuesreinforcedintheirdailyworkactivities,peoplebegantointernalizethevaluesineverythingtheydid.WhatbeganasBert'spersonalleadershipjourneyeventuallyledtotheinstitutionalizationofasetofprinciplesthatguidedeveryone'sdecisionsandactions.

LouGerstner,creditedwithsavingIBMafterresuscitating,thenreinvigorating,thenearlybankruptcompanywhenhetookoveraschairmanandCEOin1993,wasrecentlyasked,“Howimportantarevaluesinsustainingcompanies?”20Loureplied,“Ithinkvaluesarereally,reallyimportant,butIalsothinkthattoomanyvaluesarejustwords.”Ifyoulookedattheannualreportsoftenmajorcompanies,what'sstriking,heexplained,isthat“almostallthevaluesarethesame.Butwhenyougoinsidethosecompanies,youoftenseethatthewordsdon'ttranslateintopractices.”Forexample,acompanymaysayteamworkiscritical,butthenindividualperformancedrivespaylevels,orservicequalityis

saidtobevitalbutitismeasuredonlyannually.Louexplained,“Ifthepracticesandprocessesinsideacompanydon'tdrivetheexecutionofvalues,thenpeopledon'tgetit.Thequestionis,doyoucreateacultureofbehaviorandactionthatreallydemonstratesthosevaluesandarewardsystemforthosewhoadheretothem?”

Allexemplaryleadersunderstandthatyouhavetoreinforcethefundamentalvaluesthatareessentialtobuildingandsustainingthekindofcultureyouwant.21Keyperformancemeasuresandrewardsystemsareamongthemanymethodsavailabletoyou.Recruitment,selection,onboarding,training,information,retention,andpromotionsystemsareothermeaningfulwaystoteachpeoplehowtoenactvaluesandhowtoaligndecisionswiththem.Thenormsandpracticesofyourteamandorganizationsendsignalsaboutwhatisvaluedandwhatisn't,sotheymustbeconsistentwiththesharedvaluesandstandardsthatyou'retryingtoteach.

TakeAction

SettheExampleOneofthetoughestpartsofbeingaleaderisthatyou'realwaysonstage.Peoplearealwayswatchingyou,alwaystalkingaboutyou,andalwaystestingyourcredibility.That'swhysettingtherightexampleissoimportant,andwhyit'sessentialtomakeuseofallthetoolsyouhaveavailabletodoit.

Leaderssendsignalsinavarietyofways,andconstituentsreadthemasindicatorsofwhat'sokayandwhat'snotokaytodo.Howyouspendyourtimeisthesinglebestindicatorofwhat'simportanttoyou.Timeisapreciousassetbecauseoncepassed,itisneverrecoverable.Butifwiselyinvested,itcanpayreturnsforyears.Thelanguageyouuseandthequestionsyouaskareotherpowerfulwaystoshapeperceptionsofwhatyouvalue.Youalsoneedfeedbacktoknowifyou'redoingwhatyousayorsendingmixedmessages.

Bemindfulthatit'snotonlywhatyoudothatmatters.Youaremeasuredalsobyhowconsistentyourconstituents'actionsarewiththesharedvalues,soyoumustteachothershowtosetanexample.Criticalincidents—thosechanceoccurrencesinthelivesofallorganizations—offersignificantteachablemoments.Theyofferyoutheopportunitytopassalonglessonsinrealtime,notjustintheoryortheclassroom.Criticalincidentsoftenbecomestories,andstoriesareamongthemostinfluentialteachingtoolsyouhave.Rememberthatwhatyoureinforcewillbewhatreceivesthemostattention.Youhavetokeepscoreforpeopletoknowhowthey'redoingandtoimprovehowthey'redoingit.Youalsomustrewardtheappropriatebehaviorifyouexpectpeopletorepeatit.

ToModeltheWay,youmustsettheexamplebyaligningactionswithsharedvalues.Thismeansyoumust:

1. Keepyourcommitmentsandfollowthroughonyourpromises.

2. Makesureyourcalendar,yourmeetings,yourinterviews,youremails,andalltheotherwaysyouspendyourtimereflectwhatyousayisimportant.

3. Askpurposefulquestionsthatkeeppeopleconstantlyfocusedonthevaluesandprioritiesthatarethemostessential.

4. Broadcastexamplesofexemplarybehaviorthroughvividandmemorablestoriesthatillustratehowpeopleareandshouldbebehaving.

5. Publiclyaskforfeedbackfromothersabouthowyouractionsaffectthem.

6. Makechangesandadjustmentsbasedonthefeedbackyoureceive;otherwise,peoplewillstopbotheringtoprovideit.

Notes1.T.YaffeandR.Kark,“LeadingbyExample:TheCaseofLeaderOCB,”JournalofAppliedPsychology96,no.4(July2011):806–826.

2.T.Simons,H.Leroy,V.Collewaert,andS.Masschelein,“HowLeaderAlignmentofWordsandDeedsAffectsFollowers:AMeta-AnalysisofBehavioralIntegrityResearch,”JournalofBusinessEthics132(2014):831–844;M.PalanskiandF.J.Yammarino,“ImpactofBehavioralIntegrityonFollowerJobPerformance:AThree-StudyExamination,”LeadershipQuarterly22(2011):765–786;H.Leroy,M.Palanski,andT.Simons,“HowBeingTruetotheSelfHelpsLeadershipWalktheTalk:AuthenticLeaderandLeaderBehavioralIntegrityasDriversofFollowerAffectiveOrganizationalCommitmentandWorkRolePerformance,”JournalofBusinessEthics107(2012):255–264.

3.J.Michel,“GreatLeadershipIsn'tAboutYou,”HarvardBusinessReview,August22,2014.

4.E.Schein,OrganizationalCultureandLeadership,4thed.(SanFrancisco:Jossey-Bass,2010).

5.WearegratefultoMichaelBuntingforsharingthisexample.

6.S.Zuboff,IntheAgeoftheSmartMachine:TheFutureofWorkandPower(NewYork:BasicBooks,1988).

7.K.Allen,HiddenAgenda:AProvenWaytoWinBusinessandCreateaFollowing.(Brookline,MA:Bibliomotion,2012).

8.G.Hamel,“MoonShotsforManagement,”HarvardBusinessReview,February2009,91.

9.A.NewbergandM.R.Waldman,WordsCanChangeYourBrain:12ConversationStrategiestoBuildTrust,ResolveConflict,andIncreaseIntimacy(NewYork:Penguin,2012),7.

10.D.StoneandS.Heen,ThanksfortheFeedback:TheScienceandArtof

ReceivingFeedbackWell(NewYork:Penguin,2015).

11.F.Gino,“Research:WeDropPeopleWhoGiveUsCriticalFeedback,”HarvardBusinessReview,September16,2016,https://hbr.org/2016/09/research-we-drop-people-who-give-us-critical-feedback.AlsoseeP.Green,F.Gino,andB.Staats,“ShoppingforConfirmation:HowThreateningFeedbackLeadsPeopletoReshapeTheirSocialNetworks”(workingpaper,HarvardBusinessSchool,2016).

12.WearegratefultoMichaelBuntingforsharingthisexample.

13.R.W.Eichinger,M.M.Lombardo,andD.Ulrich,100ThingsYouNeedtoKnow:BestPracticesforManagersandHR(Minneapolis,MN:Lominger,2004),492.

14.WearegratefultoMissyMakanuiforsharingthisexample.

15.WearegratefultoSakshiGambhirforsharingthisexample.

16.S.Callahan,PuttingStoriestoWork:MasteringBusinessStorytelling(Melbourne:PepperbergPress,2016).Tolearnaboutresearchintothephysiologyofwhystoriesaresopersuasive,seeJ.A.Barraza,V.Alexander,L.E.Beavin,E.T.Terris,andP.J.Zak,“TheHeartoftheStory:PeripheralPhysiologyDuringNarrativeExposurePredictsCharitableGiving,BiologicalPsychology105(2015):138–143.

17.AsquotedinD.Schawbel,“HowtoUseStorytellingasaLeadershipTool,”Forbes,April13,2012,https://www.forbes.com/sites/danschawbel/2012/08/13/how-to-use-storytelling-as-a-leadership-tool/2/?ss=business-renegades#e9708e3789e3.Formoreonhowtowrite,tell,andusestoriestoconveyimportantorganizationallessons,seeP.Smith,LeadwithaStory:AGuidetoCraftingBusinessNarrativesthatCaptivate,Convince,andInspire(NewYork:AMACOM,2012).

18.S.Denning,TheSpringboard:HowStorytellingIgnitesActioninKnowledge-EraOrganizations(Boston:Butterworth-Heinemann,2001),xiii.Forsomeofthebestwaystotellandusestoriestocommunicatevisionandvalues,seeS.Denning,TheSecretLanguageofLeadership:HowLeadersInspireActionThroughNarrative(SanFrancisco:Jossey-Bass,2007).

19.See,forexample,C.Wortmann,What'sYourStory?UsingStoriestoIgnitePerformanceandBeMoreSuccessful(Chicago:Kaplan,2006);H.Monarth,“TheIrresistiblePowerofStorytellingasaStrategicBusinessTool,”HarvardBusinessReview,March11,2014,https://hbr.org/2014/03/the-irresistible-power-of-storytelling-as-a-strategic-business-tool;P.J.Zak,“WhyYourBrainLovesGoodStorytelling,”HarvardBusinessReview,October28,2014,https://hbr.org/2014/10/why-your-brain-loves-good-storytelling;andS.R.Martin,“StoriesAboutValuesandValuableStories:AFieldExperimentofthePowerofNarrativestoShapeNewcomers'Actions,”AcademyofManagementJournal59,no.5(2016):1707–1724.

20.Asquotedin“LouGerstneronCorporateReinventionandValues,”McKinseyQuarterly,September2014,http://www.mckinsey.com/global-themes/leadership/lou-gerstner-on-corporate-reinvention-and-values.

21.Foradetailedblueprintyoucanusetocreateandreinforceaculturebasedonsharedvalues,seeA.Rhoades,BuiltonValues:CreatingaCultureThatOutperformstheCompetition(SanFrancisco:Jossey-Bass,2011).

Practice2InspireaSharedVision

Envisionthefuturebyimaginingexcitingandennoblingpossibilities.

Enlistothersinacommonvisionbyappealingtosharedaspirations.

Chapter5EnvisiontheFutureAtalate-nightmeetingofAnhPham'steam,themoodwasinspired.Dinnerhadjustarrived,andeveryonewascheerful.Teammembersweresmilingandjokingaround.Theenergylevelwashigh.Itfelt“magical,”Anhtoldus.He'dbeenenvisioningthiskindofmomentforsometime.

Thisjoyfulsceneishardtoimaginegiventhatonlymonthsbeforetheyhadallbeenstruggling.AnhwasanengineeringmanageratAnalogDevices,andthecompanyhadgonethroughamajororganizationalchange.Underthenewstrategicinitiative,severaldivisionsdissolved,topmanagementshuffled,andthesatelliteofficewhereAnh'steamwaslocatedsufferedmajorcuts.Headcountwasdown30percent.Moralehadtakenanosedive,andAnhfounditincreasinglydifficulttogethisteamtofocusontheirjobofproductdevelopment.Productivitysufferedaspeoplestartedworryingmoreabouttheirjobsandtheteam'sdirectionthanabouttheworkathand.

Anhknewsomethingneededtohappen.Hediscernedthattheteamneededdirection,buthedidn'tthinkthatwashisjob.Thenewgeneralmanager,however,hadn'tbeenveryeffective,inAnh'sopinion,in“addressingtheteam'slowmoraleorarticulatingaclearvisionforourfuture.”Determinedtocorrectthesituation,Anhgaveseriousthoughtaboutaguidingstrategyandvisionfortheteam,andsharedthisinameetingwithhismanager.Hispassionatepleamadeanimpression,andattheirnextquarterlyreview,Anhtookthepodiumtolayoutthevision.

Anhbeganbyapologizingfortheearlierlackofcommunication,particularlyaroundlayoffs.Heexplainedwhyithadbeennecessarytodivestcertainlinesofbusiness,focusontheircorecompetency,andapplytheirtalentstosolvingtheircustomers'mostchallengingproblems.Thenhesharedhispassionatemessageaboutwhathesawfortheircollectivefuture:

Weareadesignpowerhouse.Eachandeveryoneofusisherebecausewewanttobuildthebestconverter,thefastestcommunicationsystem,andthesmartestautomobilesensor.Thisisourchancetodojustthat.ImaginethedaywhentheApples,Ericssons,orCiscosoftheworldwouldcalluseverytimetheydreamoftheirnextbigthing.Theywouldcallusforourlatestadvancedtechnologyandforourknackofsolvingtheirproblemsefficientlyandelegantly.LookonourwebsitetodayandyouwillseeAnalogDevices—AheadofWhat'sPossible.Thiswillnothappenovernight,butitisourcommitment,andweneedeveryonetomakeourvisionareality.Weneedyourtalent,weneedyourdedication,andaboveallweneedyoutoreachforyourdreamsandmakethemhappen.

“Mymessagescoredadirecthit,”hetoldus.“Acrosstheroom,reliefandexcitementreplacedtheconcernedfaces.Thetensedmoodgavewaytoarelaxedandjovialatmosphere.”BothAnhandtheteamknewthatonespeechwasn'tgoingtochangethingsovernight.Buthismessagedealtdirectlywiththecurrentsituationandappealedtotheteammembers'competitivespiritandtheircommonpurposeoftechnicalexcellence.Itgarneredsupportfromtheteamandseniormanagement—justwhattheyneededatthetime.

Callitwhatyouwill—vision,purpose,mission,legacy,dream,aspiration,calling,orpersonalagenda—theintentisthesame.Ifyouaregoingtobeanexemplaryleader,youhavetobeabletoimagineapositivefuture,asAnh'sstoryillustrates.Whenyouenvisionthefuturethatyouwantforyourselfandothers,andwhenyoufeelpassionateaboutthelegacyyouwanttoleave,youaremuchmorelikelytotakethatfirststepforward.However,ifyoudon'thavetheslightestclueaboutyourhopes,dreams,andaspirations,thenthechancethatyou'lltaketheleadisslim.Infact,youmaynotevenseetheopportunitythat'srightinfrontofyou.

Exemplaryleadersareforward-looking—aqualityconstituentsclearlyexpectofleaders.Theyenvisionthefuture,andgazeacrossthehorizonseeinggreateropportunitiestocome.Theyimaginethatextraordinaryfeatsarepossibleandthatsomethingnoblecanemergefromtheordinary.Theydevelopanidealanduniqueimageofthefutureforthecommongood.

Butsuchavisiondoesn'tbelongonlytotheleader.Ithastobeasharedvision.Everyonehashopes,dreams,andaspirations.Everyonewantstomorrowtobebetterthantoday.Sharedvisionsattractmorepeople,sustainhigherlevelsofmotivation,andwithstandmorechallengesthanthosethatareexclusivetoonlyafew.Youhavetomakesurethatwhatyoucanseeisalsosomethingthatotherscansee.

cansee.

LeadersmakeacommitmenttoEnvisiontheFuturebymasteringthesetwoessentials:

Imaginethepossibilities

Findacommonpurpose

Youbeginwiththeendinmindbyimaginingwhatmightbepossible.Findingacommonpurposeinspirespeopletowanttomakethatvisionareality.

ImaginethePossibilities“Thehumanbeingistheonlyanimalthatthinksaboutthefuture”(italicshis),writesDanielGilbert,professorofpsychologyatHarvardUniversity,andknownforhisresearchonaffectiveforecasting.“Thegreatestachievementofthehumanbrainisitsabilitytoimagineobjectsandepisodesthatdonotexistintherealmofthereal,anditisthisabilitythatallowsustothinkaboutthefuture...thehumanbrainisan‘anticipationmachine,'and‘makingfuture'isthemostimportantthingitdoes.”1

Leadersaredreamers.Leadersareidealists.Leadersarepossibilitythinkers.Allventures,bigorsmall,beginwiththebeliefthatwhattodayismerelyayearningwillonedaybereality.It'sthisbeliefthatalsosustainsleadersandtheirconstituentsthroughthedifficulttimes.Turningexcitingpossibilitiesintoaninspiringsharedvisionranksnearthetopofthelistofeveryleader'smostimportantresponsibilities.

Whenweaskpeopletotelluswheretheirvisionscomefrom,theyoftenhavegreatdifficultydescribingtheprocess.Whentheydoprovideananswer,it'stypicallymoreaboutafeeling,asense,oragutinstinct.There'softennoexplicitlogictoit.Theyjustfeelstronglyaboutsomething,andthatintuitivesensemustbefullyexplored.2Envisioningandintuitingaren'tlogicalactivities,andthey'reextremelydifficulttoexplainandquantify.AldenM.Hayashi,aformersenioreditoratHarvardBusinessReviewwhohasstudiedexecutivedecisionmaking,reports,“Inmyinterviewswithtopexecutivesknownfortheirshrewdbusinessinstincts,nonecouldarticulatepreciselyhowtheyroutinelymadeimportantdecisionsthatdefiedanylogicalanalysis.Todescribethatvaguefeelingofknowingsomethingwithoutknowingexactlyhoworwhy,theyusedwordslikeprofessionaljudgment,intuition,gutinstinct,innervoice,andhunch,buttheycouldn'tdescribetheprocessmuchbeyondthat.”3Yet,theleadershestudiedagreedthatthesehard-to-describeabilitieswerecrucialtoeffectiveness.Theyevenwentsofarastosaythatitwasthe“X-Factor”separatingthebestfromthemediocre.Infact,intuitionandvision,bydefinition,connectdirectly.IntuitionhasasitsroottheLatinwordmeaning,“tolookat.”4

Visionsareprojectionsofone'sfundamentalbeliefsandassumptionsabouthumannature,technology,economics,science,politics,art,ethics,andthelike.Avisionofthefutureismuchlikealiteraryormusicaltheme.It'stheparamount,persistent,andpervasivemessagethatyouwanttoconvey,thefrequentlyrecurringmelodythatyouwantpeopletoremember;andwhenever

frequentlyrecurringmelodythatyouwantpeopletoremember;andwheneverrepeated,itremindstheaudienceoftheentirework.Everyleaderneedsatheme,anorientingprinciplearoundwhichheorshecanorganizeanentiremovement.What'syourcentralmessage?What'syourrecurringtheme?Whatdoyoumostwantpeopletoenvisioneverytimetheythinkaboutthefuture?

Askpeopleiftheirleader“paintsthe‘bigpicture'ofwhatweaspiretoaccomplish.”Askthemhowfrequentlytheirleader“describesacompellingimageofwhatyourfuturecouldbelike.”Whatyouwilldiscoveristhatthoseleaderswhoengagethemostinthesebehaviorshavedirectreportswiththehighestpositiveworkplaceattitudescores.Forexample,73percentofthosewhoreporttoleadersinthetop10percentonthesetwoleadershipbehaviors“stronglyagree”thattheywouldworkharderandforlongerhoursifthejobdemandedit,comparedwithonly15percentofthosewhoreporttoleadersinthebottom10percent.Lessthan8percentofthedirectreportsoftheleadersinthebottom10percentstronglyagreewiththestatement“Peoplewhoarepartofthisperson'sworkgroupfeelliketheyaremakingadifferenceintheorganization.”

Responsestothequestionofhowstronglydirectreportsagreeordisagreethat“overall,mysupervisorisaneffectiveleader”provideundeniableproofthatbeingclearaboutthefutureisessential.Only6percentofthosewhoratetheirleadersinthebottom10percentonprovidingclarityaboutthefuturestronglyfeelthattheirleaderiseffective.However,directreportswhoratetheirleadersinthetop10percentonthisdimensionaremorethanthirteentimesmorelikelytoalsoratetheirleadersaseffective.Thefindingsaresimilartothequestionofhowfrequentlydoesyourleader“paintthe‘bigpicture'anddescribeacompellingimageofwhatthefuturecouldbe.”Directreportsprovideeffectivenessratingsnearly1.6timeshigherforthoseleadersinthetop10percentonthisvariablecomparedwiththeircounterpartsinthebottom10percent.Thekeymessagefromthesefindings:everyleadermustlearntocommunicateavisionofhisorherlargerpurpose.

Beingabletoenvisionthefutureisdecidedlyimportantandhasatremendousimpactonpeople'smotivationallevelsandworkplaceproductivity.Formanyleaders,however,compellingimagesofthefuturedon'tcomeeasily—atfirst.Fortunately,therearewaysyoucanheightenyourcapacitytoimagineexcitingpossibilitiesanddiscoverthecentralthemeforyourlifeandpotentiallythelivesofothers.Breakthroughscomewhenyoureflectonyourpast,attendtothepresent,prospectthefuture,andexpressyourpassion.

ReflectonYourPastAscontradictoryasitmightseem,inaimingforthefuture,youfirstneedtolookbackintoyourpast.Lookingbackwardbeforeyoustarestraightaheadenablesyoutoseefurtherintothefuture.Understandingthepastcanhelpyouidentifythemes,patterns,andbeliefsthatbothunderscorewhyyoucareaboutcertainidealsandexplainwhyrealizingthoseaspirationsissuchahighpriorityforyou.5ThiswaspreciselythelessonrealizedbyJadeLui,consultantatthetimewithanAustralianrecruitmentfirm,whotoldus:“Inordertolookintothefuture,Ifirstneededtosearchmypastforrecurringlifelongthemes.Thisgivesmeclarityonidentifyingthebigpicturebutalsounderstandingcurrenttrends.”Inasimilarvein,“readhistory”isthebestadviceBobRodriguez,managingdirectorandCEOofthe$17billionvalueinvestingfirmFirstPacificAdvisors,saysheevergotabouttheonethinghecoulddotobethebestpossibleinvestmentprofessional.6“AndsoIbecameagoodhistorian,”hesays,“readingbotheconomicandfinancialhistoryaswellasgeneralhistory.”

Yourpersonalhistoryisyourtravelingpartneroneveryjourneyyoutake.Itprovidesvaluableguidanceandinformsthechoicesyoumustmake.AshistoriansJohnSeamanandGeorgeDavidSmith,partnersattheWinthropGroup,say,“Thejobofleaders,mostwouldagree,istoinspirecollectiveeffortsanddevisesmartstrategiesforthefuture.Historycanbeprofitablyemployedonbothfronts.”7Toleadwithasenseofhistory,theymaintain,isnotbeingaslavetothepastbuttorecognizethatthereareinvaluablelessonstobelearnedbyasking“Howdidwegettothepointwearetoday?”MichaelWatkins,vicepresidentoftheCaliforniaInstituteofTechnology,andnotedscholaronacceleratingtransitions,saysthatwithoutthisperspective,“yourisktearingdownfenceswithoutknowingwhytheywereputup.Armedwithinsightintothehistory,youmayindeedfindthefenceisnotneededandmustgo.Oryoumayfindthereisagoodreasontoleaveitwhereitis.”8

Whenyougazefirstintoyourpast,yourealizehowfullyourlifehasbeen,andyoubecomemoreawareofallthepossibilitiesthatcouldlieahead.Lookingbackenablesyoutounderstandbetterthatthecentralrecurringthemeinyourlifehasbeenthereforalongtime.Anotherbenefittolookingbackbeforelookingaheadisthatyougainagreaterappreciationforhowlongitcantaketofulfillaspirations.

Noneofthisistosaythatthepastisyourfuture.Thatwouldbelikedrivingwhilelookingonlyinyourrearviewmirror.It'sjustthatwhenyoulookdeeply

intoyourentirelife'shistory,youunderstandthingsaboutyourselfandyourworldthatyoucannotfullycomprehendbylookingatthefutureasablankslate.It'sdifficult,ifnotimpossible,toimaginegoingtoaplaceyou'veneverexperienced,eitheractuallyorvicariously.Takingajourneyintoyourpastbeforeexploringyourfuturemakesthetripmuchmoremeaningful.

AttendtothePresentThedailypressures,thepaceofchange,thecomplexityofproblems,andtheturbulenceinglobalmarketscanoftenholdyourmindhostageandmakeyouthinkthatyouhaveneitherthetimenortheenergytobefuture-oriented.Butattendingtothefuturedoesn'tmeanyouhavetoignorewhatisgoingoninthepresent.Itdoes,however,meanyouhavetobemoremindfulaboutit.

Beingmindfulofothersandyourenvironmentisvital,andagrowingnumberofleadersandorganizationstrustinthepowerofmindfulness.9Youhavetogetoffautomaticpilot,believingthatyouknoweverythingyouneedtoknow,viewingtheworldthroughpre-establishedcategories,andnotnoticingwhat'sgoingonaroundyou.Toincreaseyourabilitytoconceiveofnewandcreativesolutionstotoday'sproblems,youhavetobepresentinthepresent.Youhavetostop,look,andlisten.AsoneofIBM'sseniordevelopmentmanagers,AmitTolmaresayshehaslearnedthat“tobeabletoenvisionthefuture,youhavetounderstandthepresent.Youhavetolistentoyourteamandfeeltheirpain.Onlywhenyouunderstandthecurrentchallenges,willyoubeabletoimagineabettertomorrow.”

Setasidesometimeeachdaytostopdoing“stuff.”Createsomewhitespaceonyourcalendar.Remindyourselfthatyourelectronicdeviceshaveanoffswitch.Stopbeinginmotion.Thenstartnoticingmoreofwhat'sgoingonaroundyourightnow.InLeadingtheRevolution,GaryHamel,oneoftheworld'smostinfluentialbusinessthinkers,observedthatmanypeopledon'tappreciateandcomprehendwhat'schangingaroundthem“becausethey'redownatgroundlevel,lostinthethicketofconfusing,conflictingdata.”Hesays,“Youhavetomaketimetostepbackandaskyourself,‘What'sthebigstorythatcutsacrossalltheselittlefacts?”10

Lookaroundyourworkplaceandcommunity.Whatarepeopledoingtheydidn'tdoafewyearsago?Whatarepeoplewearing,using,anddiscarding?Howarepeopleinteracting?Howdoworkplacesandcommunitieslook,andfeeldifferent,nowcomparedtohowtheyoncedid?Whatarethecurrenttrendspopularthesedays?Why?

Listentoyourconstituents.Whataretheirhottopicsofconversation?Whataretheysayingtheyneedandwant?Whataretheysayingthatgetsinthewayofthemdoingtheirbest?Whatdotheythinkshouldbechanged?Listenaswelltotheweaksignals,towhat'snotbeingsaid.Listenforthingsyou'veneverheardbefore.Whatdoesallthistellyouaboutwherethingsaregoing?What'sittellingyouaboutwhatliesjustaroundthecorner?

WhenpromotedtoproductmanageratLaboAmerica,GautamAggarwalrealizedthatinordertoseeintothefutureheneededtoattendtothepresent.Todevelopa“clearvisionofwhatkindofgroupweneededtobeandhowwewouldgoaboutachievingourgoals,”Gautamexplained,“Iunderstoodthataleader'svisionforthefuturehastobesupportedwithfactsaboutboththepastandpresent.”

Oneofthefirstthingshedidwastoholdanopenforumwhereeveryonehad“theopportunityofprovidingfeedbackonwhatwehadbeendoingright,andwhatneededbothimmediateaswellaslong-termimprovement.”Hewantedtolearnabouthowtheyperceivedtheproductline'spresenceinthemarketatthetime,andwheretheysawitthreetofiveyearsinthefuture,because,asheacutelysurmised,“wewouldallhavetobeonthesamepageaboutwhereweweretodaybeforewecouldgotoanyplaceinthefuture.”ThesediscussionsprovidedGautamandhiscolleagueswitharealisticassessmentofcurrentconditions,strengths,andchallenges,whilealsohelpingthemidentifyandmakechoicesaboutwhichofthemanypromisingpathsforwardtheyshouldpursue.

Tobeabletoenvisionthefuture,youhavetorealizewhat'salreadygoingon.Youhavetospotthetrendsandpatterns,andappreciateboththewholeandtheparts.Youhavetobeabletoseetheforestandthetrees.Imaginethefutureasajigsawpuzzle.Youseethepieces,andyoubegintofigureouthowtheyfittogether,onebyone,intoawhole.Similarly,withyourvision,youneedtorummagethroughthebitsandbytesofdatathataccumulatedaily,andnoticehowtheyfittogetherintoapictureofwhat'sahead.Envisioningthefutureisnotaboutgazingintoafortune-teller'scrystalball;it'saboutpayingattentiontothelittlethingsthataregoingonallaroundyouandbeingabletorecognizepatternsthatpointtothefuture.

ProspecttheFutureEvenasyoustop,look,andlistentomessagesinthepresent,youalsoneedtoraiseyourheadandgazeouttowardthehorizon.Leadershavetobeonthelookoutforemergingdevelopmentsintechnology,demographics,economics,politics,arts,popularculture,andallaspectsoflifeinsideandoutsidethe

politics,arts,popularculture,andallaspectsoflifeinsideandoutsidetheorganization.Theyhavetoanticipatewhatmightbecomingjustoverthehillandaroundthecorner.Theyhavetoprospectthefuture.

DanSchwab,astrainingandorganizationaldevelopmentdirectorwiththeTrustforPublicLand,encouragedthinkingaboutthefuturebyaskingpeopleatnewhireorientation,“Wheredoyouwanttoseethisorganizationfiveyearsfromnow?Tenyearsfromnow?”Danbelievedthat“thegreatestgiftyoucangivetootherpeopleisthinkingbiggerthantheybelieve.”Hewas,asmanyleadersweinterviewedtoldus,“myorganization'sfuturesdepartment.”

Leadershiprequiresyoutospendconsiderabletimereading,thinking,andtalkingaboutthelong-termview,notonlyforyourspecificorganizationbutalsofortheenvironmentsinwhichyou'reoperating.Thisimperativeintensifieswiththeposition'sscopeandlevelofresponsibility.11Forexample,whentheroleisstrategic(asitisforaCEO,president,orbusinessdevelopmentdirector,forinstance),thetimeorientationislongertermandmorefutureorientedthanitiswhentheroleismoretactical(asfor,say,aproductionsupervisororoperationsmanager).Ourdataabouttheperceivedimportanceofforward-lookingasakeyleadershipcharacteristicvariesbyorganizationallevel,withitbeingalmostalwaysconsideredvitalbyseniorexecutivesbutlesssoformiddlemanagers;onlyabouthalfoffrontlinesupervisorsconsideritnecessary.Lessthan50percentofcollegestudentsincludethischaracteristicontheirchecklistoftopfouradmiredleadershipcharacteristics.Clearly,thosewithresponsibilitiesforlonger-termprojectsandresultsseetheincreasingvalueofbeingabletolookfurtheroutintothefuture.

Youneedtoconsiderwhatyou'regoingtodoafterthecurrentproblem,task,assignment,project,orprogramiscompleted.“What'snext?”shouldbeaquestionyoufrequentlyaskyourself.Ifyou'renotthinkingaboutwhat'shappeningafterthecompletionofyourlongest-termproject,thenyou'rethinkingonlyaslongtermaseveryoneelseis.Inotherwords,you'reredundant!Theleader'sjobistothinkaboutthenextproject,andtheoneafterthat,andtheoneafterthat.Toencouragethisperspective,thehumanresourcesleadershipteamatModernTerminalsLimited(HongKong)setstimeasideeachyeartoconsidernotsimply“whatarewedoingright?”butmorecriticallythequestion“whatcouldwedodifferentlytobecomeanevenbetterhumanresourceteam?”12Theyencourageeveryonetodreambigandsharetheiraspirationsforthefuture.

Researchershaveshownhowleaderswhofocusonthefutureattractfollowersmorereadily,inducemoreeffortandintrinsicmotivationfromgroupmembers,

promotegroupidentification,mobilizecollectiveaction,andultimatelyachievebetterperformanceonmeasuresofbothindividualandorganizationaloutcomes.13Thefutureiswhereopportunitylies.Youmustspendtimethinkingaboutthefutureandbecomebetteratprojectingaheadintime.Whetherit'sthroughreadingabouttrends,talkingwithfuturists,listeningtopodcasts,orwatchingdocumentaries,developingadeepunderstandingofwherethingsaregoingisasignificantpartofanyleader'sjob.Yourconstituentsexpectitofyou.Youhavetospendmoreoftodaythinkingmoreabouttomorrowifyourfutureisgoingtobeanimprovementoverthepresent.Andthroughouttheprocessofreflectingonyourpast,attendingtothepresent,andprospectingforthefuture,youalsoneedtokeepintouchwithwhatmovesyou,whatyoucareabout,whereyourpassionis.

ExpressYourPassionAnyonewouldhavegreatdifficultyimaginingpossibilitieswhentheydon'tfeelpassionateaboutwhatthey'redoing.Envisioningthefuturerequiresyoutoconnectwithyourdeepestfeelings.Youhavetofindsomethingthat'ssoimportantthatyou'rewillingtoputinthetime,suffertheinevitablesetbacks,andmakethenecessarysacrifices.Withoutanintensedesire,asolemnconcern,aconsumingquestion,agraveproposition,afondesthope,oracherisheddream,youcan'tignitethesparknecessarytoenergizeaspirationsandactions.Youhavetostepbackandaskyourself,“Whatismyburningpassion?Whatgetsmeupinthemorning?What'sgrabbedholdofmeandwon'tletgo?”

Leaderswanttodosomethingsignificant,accomplishsomethingthatnooneelsehasyetachieved.Whatthatsomethingis—yoursenseofmeaningandpurpose—hastocomefromwithin.Noonecanimposeaself-motivatingvisiononyou.That'swhy,justaswesaidaboutvalues,youmustfirstclarifyyourvisionofthefuturebeforeyoucanexpecttoenlistothersinasharedvision.AsyoucanseeinFigure5.1,thepercentageofdirectreportswhoagreewiththestatement“Overall,thispersonisaneffectiveleader”increasesdramaticallywiththefrequencytheysaythattheirleader“speakswithagenuineconvictionaboutthehighermeaningandpurposeofourwork.”Responsesfromthesesameleaders'colleaguesandmanagersyieldsimilarresults.Peopleregardmostfavorablythoseleaderswhoregularlytalkaboutthe“why”ofworkandnotjustthe“what”ofwork.

Figure5.1SpeakingwithConvictionAbouttheHigherMeaning/PurposeofWorkRaisesLeadershipEffectivenessRatingsfromDirectReports

Feelingastrongsenseofpurpose—particularlyonethatbenefitsothersandnotjustyourself—hasaprofoundimpactonyourperformanceandyourhealth.Whenorganizationsconveyastrongsenseofpurpose,thereishigherengagementandstrongerfinancialperformancethanwhenpeoplefeelpurposeislacking.Forexample,studentswithapurposeinliferatedtheircourseworkasmoremeaningfulthanstudentswhodidn'thaveapurposeorhadonlyextrinsicmotivations,suchasmakingmoremoney.Furthermore,thesestudentspersistedlongerwhentasksweretediousand,consequently,achievedmoreintheircourses.14Intheworkplace,peoplewhobelievetheirlivesandjobshavemeaningfeelmoreconnectedtoothers,exhibitgreaterpsychologicalwell-being,aremorecreativeandengagedintheirwork,andperformbetterintheirjobsthanthosewithoutasenseofmeaningandpurpose.15

Meaningandpurposematterwhetheryouareseekingbettergrades,persistenceinyourefforts,greaterpersonalwell-being,orimprovedorganizationalperformance.Asaleader,ifyouwanttoperformatyourbest,it'sincumbentthatyousearchinsideyourselfanddiscoverwhatgivesyourworkandlifemeaning

andpurpose.ResearchbytheconsultingfirmDeloitteconfirmsthathavingastrongsenseofpurposegoeshandinhandwithhavingclearvaluesandbeliefs.16

ThisisexactlywhatAndrewRzepadiscoveredduringhisownPersonal-BestLeadershipExperience.Andrewhadbeenchairofacommitteeoftraineesolicitors(lawyers)inManchester,England,foraboutamonthwhenthenationalTraineeSolicitorsGrouparrangedaconferenceforallthetraineesintheUnitedKingdomtotakeplaceinhiscity.Itwasnothisevent,butgiventhecloseaffiliationoftheirlocalorganizationwiththenationalgroup,Andrewdecidedthathewoulddoallhecouldtomaketheconferenceasuccess.Withthreeweekstogo,theenrollmentwasonlyatseventy-five,soAndrewdeclaredtohiscolleaguesthathewasgoingtodoeverythinginhispowertoensurethattherewouldbeatleastthreehundredattendees.

“Ispokepassionatelyabouthowgooditwouldfeeltobethereatapackedeventandtolookaroundthinkingthatwehadachievedthat,”Andrewtoldus,andthenheaskedthecommitteememberswhether“theywerewillingtopersonallycommitthemselvestotherealizationofthisgoal.”Andrewsaidthatbecausetheconferencewasnotoneofthecommittee'sgoalsnorareasonpeoplehadjoinedthecommittee,hewouldn'thavebeensurprisedifthemajorityhadsaidno.“Tomypurejoy,”Andrewexclaimed,“sixteenoutofthetwentysaidyes,theywerewillingtodoalltheycouldtomaketheeventasuccess.”Andthefactthatthereweresome“doubters”actuallyenergizedeveryoneinvolved.“ThecommitteemembersweremorepassionatethanIhadeverseenthembefore,”Andrewsaid.Intheend,afteralltheirwork,theysucceededingetting316attendeestotheconference.Andrew'spassionnotonlyfueledhisowndrivebutalsowascontagiousingettingotherstoworkashardastheycouldtorealizeafuturepossibility.

Whenyoufeelyourpassion,asAndrewdid,youknowyouareontosomethingveryimportant.Yourenthusiasmanddrivespreadtoothers.Findingsomethingyoustronglybelieveinisthekeytoarticulatingavisioninthefirstplace.Onceyou'reintouchwiththisinnerfeeling,youcanlookandthinkbeyondtheconstraintsofyourcurrentpositionandviewthepossibilitiesavailableinthefuture.

FindaCommonPurposeMuchtoooftenitisassumedthatleadershavethesoleresponsibilitytobethevisionaries.Afterall,iffocusingonthefuturesetsleadersapart,it'sunderstandablethattherewouldbethisfeelingthatit'stheirjobtoembarkaloneonavisionquesttodiscoverthefutureoftheirorganization.

However,constituentsactuallywanttohearmorethanjusttheleader'svision.Whilebeingforward-lookingisanexpectationofleaders,theyaren'tsupposedtoimposeonlytheirviewofthefutureonothers.Peoplewanttoseetheirownidealsandaspirations,theirhopesanddreams,incorporatedandappreciated.Theywanttoseethemselvesinthepictureofthefuturethattheleaderispainting.17Thecentraltaskforleadersisinspiringasharedvision,notsellingtheirpersonalviewoftheworld.Youneedtoimaginetheendresultandbeabletocommunicateyourvisionsuchthatyourconstituentsfindawaytoachievetheirhopesanddreamswhileachievingthatresult.Whatthisrequiresisfindingcommongroundamongthosepeoplewhohavetoimplementthevision.

AmitTolmare,IBMseniordevelopmentmanager,cametoappreciatethat“noleadercandreamalone.”Herealizedthatachievinghisvisioncouldonlyhappenwhentheteamfullyownedthedreamthemselves.Peoplecommitthemselvesfullyanddelivertheirbestonlyiftheysharethesamepassionastheleaderdoes,andit'scriticalthattheycanpicturetheirownaspirationsinthesharedvision.Amitlearnedthatpeoplearemorelikelytocommitthemselvesfullytothegreatercausewhenyoulistentothemdeeply,understandtheirtruecalling,andhelpthemachievetheiraspirations.Peopleliketobeheard,andwanttohaveameaningfulimpactintheirjobs.Asaleader,itisveryimportanttofindthatcommonhigherpurposeandappealtothatinnerdesireofpeopletocreateadifference.

Nobodylikesbeingtoldwhattodoorwheretogo,nomatterhowrightitmightbe.Peoplewanttobeapartofthevisiondevelopmentprocess.Theywanttowalkalongsidetheirleaders.Theywanttodreamwiththem,inventwiththem,andbeinvolvedincreatingtheirfutures.TheexperienceofOmarPualuan,headofengineeringatRVision,givesfurthertestimonytothisobservation.Herecountedhowhehadcreatedtheoriginalbusinessplanfortheproject,but“foundmyteammatespresentingsolutionstoissuesandexpandingthevisioninwaysIneverconceivedof.Wetookwhatwelearned,iterated,andtestedagain,manytimesover.Theentireteamsharedadeeppassionandcommitment,andoursharedvisioncreatedamuchmorespectacularresult.Myvisionwasno

oursharedvisioncreatedamuchmorespectacularresult.Myvisionwasnolongerjustmyown—ithadbecomeours,andthequalityofourfinishedcreationreflectedthis.”

Don'tadopttheviewthatvisionscomefromthetopdown.Youhavetostartengagingothersinacollectivedialogueaboutthefuture.Youcan'tmobilizepeopletotravelwillinglytoplacestheydon'twanttogo.Nomatterhowgrandthedreamofanindividualvisionary,ifothersdon'tseeinitthepossibilityofrealizingtheirhopesanddesires,theywon'tfollowvoluntarilyorwholeheartedly.Youmustshowothershowthey,too,willbeservedbythelong-termvisionofthefutureandhowtheirunmetneedswillbesatisfied.AsTheresaLai,generalmanagerofhumanresourcesforModernTerminalsLimited,explainedabouttheirprocess:“Webelievethatpeoplewillhaveastrongersenseofpurposeandachievementbyenlistinginacommonvision,whichisthekeyreasonwhyweinvolveallofourteammembersintheHRvisioningprocess.”

ListenDeeplytoOthersByknowingtheirconstituents,listeningtothem,andtakingtheiradvice,leadersgivevoicetotheirconstituents'feelings.They'reabletostandbeforeothersandsaywithassurance,“Here'swhatIheardyousaythatyouwantforyourselves.Here'showenlistinginacommoncausewillserveyourneedsandinterests.”Inasense,leadersholdupamirrorandreflectbacktotheirconstituentswhattheysaytheymostdesire.

Youneedtostrengthenyourabilitytohearwhatisimportanttoothers.Theoutlinesofanyvisiondonotappearmiraculouslytoleadersintheisolationoftheorganization'sstratosphere.Theycomefrominteractionswithemployeesonthemanufacturingfloor,inthelab,orinthecafeteria.Theyoriginatefromconversationswithcustomersintheretailstores.Theyliveinthehallways,inmeetings,andeveninpeople'shomes.

Thebestleadersaregreatlisteners.Theylistencarefullytowhatotherpeoplehavetosayandhowtheyfeel.Theyaskgood(andoftentough)questions,areopentoideasotherthantheirown,andevenloseargumentsinsupportofthecommongood.Throughintenselistening,leadersgetasenseofwhatpeoplewant,whattheyvalue,andwhattheydreamabout.Thissensitivitytoothersisnosmallskill.Itisatrulyprecioushumanability.18

WhenMelindaJackson,corporaterecruiterforamultinationaltechnologycompany,realizedthatcohesionontheirnewteamwaslacking,shetookituponherselftoscheduleregularcheck-inswithhercolleagues,whichusuallybegan

herselftoscheduleregularcheck-inswithhercolleagues,whichusuallybeganbyaskingthemmanyquestionsabouthowtheyweredoingandthen,inherwords,“activelylistening.”Whenshelearnedthatnoteveryonewascomfortablewithher,sheaskedfortheirfeedback,triedtobehonestaboutherexperienceandfeelings,apologized,anddiscussedhowtomoveforward.Melindasaidshewas“stunned”byhowher“beingvulnerable,givingfeedback,andcreatingspaceforeveryonetobeheard”allowedtheteamtoresolvepastissuesandstrengthentheirrelationships.TheseconversationshavebeenopportunitiesforMelindatofindoutwhatsheandhercolleaguesstandfor,value,want,andhopefornowandintothefuture.

Melindaalsonotesthatshelearnsagreatdealabouthercolleagues'aspirationsbyaskingthemaboutwhattheyplantodointheireveningsandweekendsandthenrememberingwhatthey'vesaidandfollowingupwiththemafterthefact.Sheintentionallydoesthiswhenothersarearoundandencouragestheconversationtobebetweentheentiregroup,seeingthisasanopportunitytodeepentheircohesionasateam.AsMelindaobserves,“Youhavetoactivelylistentotheirinterests,concerns,andthequestionsthattheyarewrestlingwithanddeterminehowtoberesponsive.”

Extraordinarythingscanhappenwhenleaderslisten—whentheyinvolveemployeesinidentifyingissues,heartheirfrustrationsandtheiraspirations,andfindwaystorespondwithinitiativesthataddressthoseconcerns.Generatingexcitementinaworkplaceispossiblewhenleaderspayattentiontowhatpeoplewantandneed.

MakeItaCauseforCommitmentWhenyoulistendeeply,youfindoutwhatgivesworkitsmeaning.Peoplestaywithanorganization,researchfinds,becausetheyliketheworktheyaredoingandfinditchallenging,meaningful,andpurposeful.19Whenyoulistenwithsensitivitytotheaspirationsofothers,youdiscoversomecommonthemesthatbringmeaningtoworkandlife.20Peopledesire

Integrity:Pursuingvaluesandgoalscongruentwiththeirown

Purpose:Makingasignificantdifferenceinthelivesofothers

Challenge:Doinginnovativework

Growth:Learninganddevelopingprofessionallyandpersonally

Belonging:Engagingincloseandpositiverelationships

Autonomy:Determiningthecourseoftheirownlives

Significance:Feelingtrustedandvalidated

Whileinterestinmeaningandpurposehasgrown,asMillennialshavebecomethelargestdemographicgroupintheworkplace,findingmeaningisauniversaldesireamongallgenerationsandhasbeenatopicofresearchandwritingfordecades.Whatpeoplewanthasnotchangedverydramaticallythroughtheyears.21

There'smoretoworkthanmakingmoney.Peoplewanttofollowameaningfulpurpose,notjustexchangetheirworkforcash.Peoplehaveadeepdesiretomakeadifference.Theywanttoknowthattheyhavedonesomethingonthisearth,thatthere'sapurposetotheirexistence.22Ifyouwanttoleadothers,youmustputprinciplesandpurposeaheadofeverythingelse.Thelargermissioniswhatcallseveryone.Thebestorganizationalleadersaddressthishumanmotivationbycommunicatingthelong-termsignificanceoftheorganization'swork.Researchersfoundthat90percentofrespondentswhosaythattheircompanyhasastrongsenseofpurposealsosayithasperformedwellfinanciallyoverthelastyear;andasimilarpercentagesaytheircompanyhasahistoryofstrongfinancialperformance.Thatisinsharpcontrasttothosewhosaytheirorganizationdoesnothaveastrongsenseofpurpose—onlytwo-thirdsreportthattheirorganizationdidwellfinanciallyinthelastyearorhasdonewellhistorically.23Whenleadersclearlycommunicateasharedvisionofanorganization,theyennoblethosewhoworkonitsbehalf.Theyelevatethehumanspirit.

Meaningandpurposearevitaltoallgenerationsatwork.24Peoplehaveneverstuckaroundforverylongwhenwhattheydoistrivialandunimportant.Theyoungestgenerationofemployeesisdemandingthatthisthemegetmoreattentionthanpriorgenerationshavegivenit.Forexample,NikiLustig,seniorspecialistinlearningandorganizationdevelopmentatTwitter,says,“Oneofthethingswegetchallengedwithallthetimeishelpingleadersandmanagersdefinethepurposeoftheirteam'sexistence.Whatdoesthatlooklikeintermsofanchoringteams'objectivestotheworkthey'redoing,andhowdoesthattietothebroadervisionofthecompany?”25Toactonthischallenge,NikicreatedThePurposeStatementWorkshop—aninteractiveprogramthathelpsteamsdrafttheirpurpose.Theprocessincludespreliminaryworkaroundninequestionsrelatedtoindividualpurpose,uniquenessoftheteam,andtherelationshipbetweenteamandorganization.

BeforeattendingThePurposeWorkshop,teammembersreadeachother's

BeforeattendingThePurposeWorkshop,teammembersreadeachother'sresponsestotheninequestions,andthendiscusstheminthesession.Thiscreatesasenseofunityastheylearnfirsthandwhytheircolleaguesjoinedthecompany.“Eventhoughweencounterchallengesandfrustrations,”Nikisays,“rememberingwhywecamehereandwhatwesetouttodo,andhearingitfrompeersandcolleagues,issoinspiring.”

Peoplecommittocauses,nottoplans.Howelsedoyouexplainwhypeoplevolunteertorebuildcommunitiesravagedbyatsunami,rideabikefromSanFranciscotoLosAngelestoraisemoneytofightAIDS,rescuepeoplefromtherubbleofacollapsedbuildingafteranearthquake,ortoil24/7tocreatethenextbigthingwhentheprobabilityoffailureisveryhigh?SteveCoats,managingpartnerwithInternationalLeadershipAssociates,explains:“Trueleaderscreateacultureofgreatperformanceandmeaningfulwork.Theyhelppeoplefindprideintheirwork,andmakeevenlousywork(bymanypeoples'standards)enjoyable.Leadersmakeothersfeelimportantandneeded.”Hesaysthatyouwon'tfindthekeystodevotedeffortfromfocusingsimplyonpay,benefits,orevenplushworkingconditions.Instead,Stevemaintains,“youhavetogivepeopleopportunitiestomakeadifferenceinsomethingtheycareabout,makeitenjoyableforthem,andtreatthemwiththerespectandhonortheydeserve.Getbetterattheseandwatchtheenergy,problemsolving,fellowship,andproductiongrow.”26

Whenpeoplearepartofsomethingthatelevatesthemtohigherlevelsofmotivationandmorality,theyfeelenergizedandmorecommitted;theyfeelthatwhattheydomatters.Forexample,researchersaskednearly2,500workerstoanalyzemedicalimagesfor“objectsofinterest.”Onegroupwastoldthattheworkwouldbediscarded,whiletheotherwastoldthattheobjectswere“canceroustumorcells.”Workerswerepaidforeachimageanalyzed.Thelatter“meaning”groupspentmoretimeoneachobject,subsequentlyearning10percentless,onaverage,thanthe“discard”groupandthequalityoftheirworkwassubstantiallyhigher.Aftersurveyingover20,000workersaroundtheworld,analyzingfiftymajorcompanies,andconductingscoresofexperiments,LindsayMcGregorandNeelDoshi,intheirbookPrimedtoPerform,conclude:“Whyweworkdetermineshowwellwework.”27

LookForwardinTimesofRapidChangePeopleoftenask,“HowcanIhaveavisionofwhat'sgoingtohappenfiveortenyearsfromnow,whenIdon'tevenknowwhat'sgoingtohappennextweek?”Thisquestiongetsrighttotheheartoftherolevisionsplayinpeople'slives.In

Thisquestiongetsrighttotheheartoftherolevisionsplayinpeople'slives.Inthisincreasinglyvolatile,uncertain,complex,andambiguous(VUCA)world,visionsareevenmoreimportanttohumansurvivalandsuccessthanwhentimesarecalm,predictable,simple,andclear.

Thinkaboutitthisway.Imagineyou'redrivingalongthePacificCoastHighwayheadingsouthfromSanFranciscoonabright,sunnyday.Thehillsareonyourleft,theoceanonyourright.Onsomecurves,thecliffsplungeseveralhundredfeettothewater.Youcanseeformilesandmiles.You'recruisingalongatthespeedlimit,onehandonthewheel,sittingback,tunesblaring,andnotacareintheworld.Youcomearoundabendintheroad,andsuddenly,withoutwarning,there'sablanketoffogasthickasyou'veeverseenit.Whatdoyoudo?

We'veaskedthisquestionmany,manytimes,andherearesomeofthethingspeoplesay:

“Islowwaydown.”

“Iturnmylightson.”

“Itightenmygriponthesteeringwheelwithbothhands.”

“Itenseup.”

“Isitupstraightorevenleanforward.”

“Iturnthemusicoff.”

Thenyougoaroundthenextcurveintheroad;thefoglifts,andit'sclearagain.Whatdoyoudo?Sitbackandrelax,speedup,turnthelightsoff,putthemusicbackon,andenjoythescenery.

Thisanalogyillustratestheimportanceofclarityofvision.Areyouabletogofasterwhenit'sfoggyorwhenit'sclear?Howfastcanyoudriveinthefogwithoutriskingyourownorotherpeople'slives?Howcomfortableareyouridinginacarwithsomeoneelsewhodrivesfastinthefog?Theanswersareobvious,aren'tthey?You'rebetterabletogofastwhenyourvisionisclear.You'rebetterabletoanticipatetheswitchbacksandbumpsintheroadwhenyoucanseeahead.Therearetimesinyourlife,nodoubt,whenyoufindyourselfdrivinginthefog,metaphoricallyspeaking.Whenthishappens,yougetnervousandunsureofwhat'sahead.Youslowdown.However,asyoucontinueforwardalongthepath,thewaybecomesclearer,andeventuallyyou'reabletospeedupagain.

Averyimportantpartofaleader'sjobistoclearawaythefogsothatpeoplecanseefurtherahead,anticipatewhatmightbecomingintheirdirection,andwatch

outforpotentialhazardsalongtheroad.Clearvisionsaremeanttoinspirehope—hopethatdespitethefogandstormyweather,despitethebumpsintheroad,despitetheunexpecteddetours,anddespitetheoccasionalbreakdowns,thecrewwillmakeittoitsidealanduniquedestination.28

KyleHarvey,productionandspecialtyproductsmanagerwithCaltronicsBusinessSystems,sharedanexperiencewhileworkingataSiliconValleysemiconductorcompanythatperfectlymirrorsthisdriving-in-the-foganalogy.Heandacolleagueweretaskedtocreatemarketingmaterialsaboutthecompany'swiderangeofproducts.“Atthestart,itwasreallyconfusing,”Kylesaid.“Mycolleagueseemeduninterestedintheproject,andyoucouldhavesaidwewereinthedensestpartofthefog.Therewasnovisionfortheproject,andwehadnodirection.”

Withlittletoshowaftertwoweeks,Kyle“developedavisionabouthowtoapproachtheproject.”Heknewthathiscolleaguewasextremelyartisticandenjoyedbeingcreative,sohefoundwaystoincorporatehertalentsandwhatshelikeddoingintotheproject.

Thisjump-startedherandthenwereallygotengaged.Afterabouttenorfifteenminutesofexplaininghowshewouldbeabletousehercreativity,shebeganexplaininghowshewantedthevideotolook.Thefogkeptliftingandtheviewaheadwasbecomingclearer....Afteramonthofworkontheproject,itfinallyseemedlikewehadbegundrivingfasterandleftthefogbehind.

Eachwasmakingsignificantcontributions,becameextremelyfocused,andwasdriventoreachthegoal.SaysKyle:

Thefoganalogyisespeciallystrongformeinthiscase.Ifoundthatwhenourvisionwasunclear,wepulledofftothesideoftheroadanddidnotcontinuetodrive.However,afterfindingwaystomotivateandinspireher,wewerebackontheroadandmovingpastthefog.

Tobecomealeader,youmustbeabletoenvisionthefuture.Thespeedofchangedoesn'talterthisfundamentaltruth.Peoplewanttofollowonlythosewhocanseebeyondtoday'sproblemsandvisualizeabrightertomorrow.

TakeAction

EnvisiontheFutureThemostimportantroleofvisioninorganizationallifeistogivefocustohumanenergy.Toenableeveryonetoseemoreclearlywhat'saheadofthem,youmusthaveandconveyanexciting,ennoblingvisionofthefuture.Thepathtoclarityofvisionbeginswithreflectingonthepast,movestoattendingtothepresent,andthengoestoprospectingintothefuture.Theguardrailsalongthispathareyourpassions—whatitisthatyoucareaboutmostdeeply.

Althoughyouhavetobeclearaboutyourvisionbeforeyoucanexpectotherstofollow,youcan'tauthenticallyleadotherstoplacestheydon'twanttogo.Ifthevisionistobeattractivetomorethananinsignificantfew,itmustappealtoallwhohaveastakeinit.Onlysharedvisionshavethemagneticpowertosustaincommitmentovertime.Listentothevoicesofallyourconstituents;listentotheirhopes,dreams,andaspirations.Becauseasharedvisionspansyearsandkeepseveryonefocusedonthefuture,ithastobeaboutmorethantheworkathand,atask,orjob.Ithastobeacause,somethingmeaningful,andsomethingthatmakesadifferenceinpeople'slives.Nomatterwhatthesizeofyourteamororganization,asharedvisionsetstheagendaandgivesdirectionandpurposetotheenterprise.

ToInspireaSharedVision,youmustenvisionthefuturebyimaginingexcitingandennoblingpossibilities.Thismeansyoumust:

1. Determinewhatdrivesyouandwhereyourpassionslieinordertoidentifywhatyoucareenoughabouttoimaginehowitcouldbebetterinthefuture,compellingyouforward.

2. Reflectonyourexperiences,lookingforthemajorthemesinyourlifeandunderstandingwhatyoufindworthwhile.

3. Stop,look,andlistentowhatisgoingonrightnow—theimportanttrends,majortopicsofconversation,andsocialdiscontents.

4. Spendahigherpercentageofyourtimefocusedonthefuture,imaginingtheexcitingpossibilities.

5. Listendeeplytowhatisimportanttoothersintheirfutureandtowhatgivestheirlivesmeaningandpurpose.

6. Involveothersincraftingasharedvisionofthefuture.Don'tmakeitatop-downprocess.

Notes1.D.Gilbert,StumblingonHappiness(NewYork:Knopf,2006),5–6.

2.G.Klein,TheSourcesofPower:HowPeopleMakeDecisions(Cambridge,MA:MITPress,1998).

3.A.M.Hayashi,“WhentoTrustYourGut,”HarvardBusinessReview,February2001,59–65.

4.E.Partridge,AShortEtymologicalDictionaryofModernEnglish(NewYork:Macmillan,1977),359,742.

5.P.Schuster,ThePowerofYourPast:TheArtofRecalling,Recasting,andReclaiming(SanFrancisco:Berrett-Koehler,2011).

6.AsquotedbyE.Florian,“TheBestAdviceIEverGot,”Fortune,February6,2012,14.

7.SeeJ.T.Seaman,Jr.andG.D.Smith,“YourCompany'sHistoryasaLeadershipTool,”HarvardBusinessReview,December2012.

8.M.D.Watkins,TheFirst90Days:ProvenStrategiesforGettingUptoSpeedFasterandSmarter,UpdatedandExpanded(Boston,MA:HarvardBusinessSchoolPress,2013).

9.C-M.Tan,SearchInsideYourself:TheUnexpectedPathtoAchievingSuccess,Happiness(andWorldPeace)(NewYork:HarperCollins,2014);andM.Bunting,TheMindfulLeader:7PracticesforTransformingYourLeadership,YourOrganisation,andYourLife(Hoboken,NJ:JohnWiley&Sons,2016).

10.G.Hamel,LeadingtheRevolution(Boston:HarvardBusinessSchoolPress,2000),128.

11.E.Jaques,RequisiteOrganization:TheCEO'sGuidetoCreativeStructureandLeadership,2ndrev.ed.(Arlington,VA:CasonHall,2006),15–32.

12.WearegratefultoTerenceYoungandTomPearceforsharingthisexample.

13.See,forexample,P.Thoms,DrivenbyTime:TimeOrientationandLeadership(Westport,CT:PraegerPublishers,2004);N.Halevy,Y.Berson,andA.D.Galinsky,“TheMainstreamIsNotElectable:WhenVisionTriumphsOverRepresentativenessinLeaderEmergenceandEffectiveness,”PersonalityandSocialPsychologyBulletin37,no.7(2011):893–904;D.P.Moynihan,S.K.Pandey,andB.E.Wright,“SettingtheTable:HowTransformationalLeadershipFostersPerformanceInformationUse,”JournalofPublicAdministrationResearchandTheory22,no.1(2012):143–164;W.Zhang,H.Wang,andC.L.Pearce,“ConsiderationforFutureConsequencesasanAntecedentofTransformationalLeadershipBehavior:TheModeratingEffectsofPerceivedDynamicWorkEnvironment,”TheLeadershipQuarterly25,no.2(2013):329–343;andS.Sokoll,“TheRelationshipBetweenGLOBE'sFutureOrientationCulturalDimensionandServantLeadershipEndorsement,”EmergingLeadershipJourneys4,no.1(2011):141–153.

14.D.S.Yeager,M.D.Henderson,D.Paunesku,G.M.Walton,S.D'Mello,B.J.Spitzer,andA.L.Duckworth,“BoringbutImportant:ASelf-TranscendentPurposeforLearningFostersAcademicSelf-Regulation,”JournalofPersonalandSocialPsychology107,no.4(2014):559–580.

15.B.D.Rosso,K.H.Dekas,A.Wrzesniewski,“OntheMeaningofWork:ATheoreticalIntegrationandReview,”ResearchinOrganizationalBehavior30(2010):91–127.Also:R.F.Baumeister,K.D.Vohs,J.Aaker,andE.N.Garbinsky,“SomeKeyDifferencesBetweenaHappyLifeandaMeaningfulLife,”JournalofPositivePsychology8,no.6(2013):505–516;andE.E.SmithandJ.L.Aaker,“MillennialSearchers,”TheNewYorkTimesSundayReview,November30,2013,http://www.nytimes.com/2013/12/01/opinion/sunday/millennial-searchers.html?_r=0.

16.Deloitte,“CultureofPurpose:ABusinessImperative.2013CoreBeliefsandCultureSurvey,”http://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/us-leadership-2013-core-beliefs-culture-survey-051613.pdf.

17.J.M.KouzesandB.Z.Posner,“ToLead,CreateaSharedVision,”HarvardBusinessReview,January2009,20–21.

18.J.Selby,ListeningwithEmpathy:CreatingGenuineConnectionswithCustomersandColleagues(Charlottesville,VA:HamptonRoads,2007);D.Patnaik,WiredtoCare:HowCompaniesProsperWhenTheyCreateWidespreadEmpathy(UpperSaddleRiver,NJ:FTPress,2009).

19.B.L.KayeandS.Jordan-Evans,Love'emorLose'em:GettingGoodPeopletoStay,5thed.(SanFrancisco:Berrett-Koehler,2014).

20.See,forexample:S.E.Humphrey,J.D.Nahrgang,andF.P.Morgeson,“IntegratingMotivational,Social,andContextualDesignFeatures:AMeta-AnalyticSummaryandTheoreticalExtensionoftheWorkDesignLiterature,”JournalofAppliedPsychology,90,no.5(2007):1332–1356;D.UlrichandW.Ulrich,TheWhyofWork:HowGreatLeadersBuildAbundantOrganizationsThatWin(NewYork:McGraw-Hill,2010);D.Pontefract,ThePurposeEffect:BuildingMeaninginYourself,YourRole,andYourOrganization(Boise,ID:ElevatePublishing,2016);andUniversum,“Millennials:UnderstandingaMisunderstoodGeneration,”2015,http://universumglobal.com/millennials.

21.C.M.Christensen,J.Allworth,andK.Dillon,HowWillYouMeasureYourLife(NewYork:HarperBusiness,2012).

22.P.J.Palmer,LetYourLifeSpeak(SanFrancisco:Jossey-Bass,2000);D.ZoharandI.Marshall,SpiritualCapital(SanFrancisco:Berrett-Koehler,2004);R.Barrett,BuildingaValues-DrivenOrganization(Burlington,MA:Butterworth-Heinemann,2006);D.Pink,Drive:TheSurprisingTruthAboutWhatMotivatesUs(NewYork:RiverheadBooks,2009);andR.J.Leider,ThePowerofPurpose:FindMeaning,LiveLonger,Better(Oakland,CA:Berrett-Koehler,2015).

23.Deloitte,“CultureofPurpose:ABusinessImperative—2013CoreBeliefsandCultureSurvey,”http://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/us-leadership-2013-core-beliefs-culture-survey-051613.pdf.

24.J.J.DealandA.Levenson,WhatMillennialsWantfromWork:HowtoMaximizeEngagementinToday'sWorkforce(NewYork:McGraw-Hill,2016).

25.AsquotedinB.Wolfe,“CanHigherPurposeHelpYourTeamSurviveand

Thrive?”GreaterGood,March10,2015,http://greatergood.berkeley.edu/article/item/can_higher_purpose_help_your_team_survive_and_thrive

26.S.Coats,“LeadershipontheRiver,”August1,2016,http://i-lead.com/uncategorized/2036/.

27.N.DoshiandL.McGregor,PrimedtoPerform:HowtoBuildtheHighestPerformingCulturesThroughtheScienceofTotalMotivation(NewYork:HarperBusiness,2015),xiii.

28.S.L.Lopez,MakingHopeHappen:CreatetheFutureYouWantforYourselfandOthers(NewYork:AtriaBooks,2013).

Chapter6EnlistOthersJanPacas,managingdirectoratHiltiCorporation,wantedtotakehisteamtoaplacethey’dneverbeenbefore.1JanhadworkedatvariousHiltilocationsbefore,butwhenhearrivedattheAustraliaoperation,hefound,inhiswords,a“veryaveragecompany,”asmeasuredagainstHiltiInternationalbenchmarksandindustrypeersinAustralia.“Itwastimetocreateacleardirection,”hetoldus,“somethingthatwouldholdthecompanytogether,somethingourpeoplecouldbelievein,andsomethingthatgavethemthemotivationtoworktogetherinonedirection.Wewanttobeconstantlystrivingforsomethingbiggerandbetter.”

Janknewthathavingstrategicobjectiveswasn’tenough.“Ithinkveryoftenpeoplefailtotranslatethebusinessrationaleintosomethingtangibleandeasytounderstandforthewiderworkforce,”heexplained.Theyneededtotranslatetheirstrategyintosomethingthateverypersoncouldeasilyseeanddescribe.“We’rePaintingAustraliaRed”iswhattheycameupwith.“Ifyouwalkonanyjobsite,”hesaid,“youseeanoceanofblue,yellow,green—allrepresentingthecolorsofourcompetitors:Bosch,Makita,DeWalt,Hitachi,andsoon.WepaintedthepicturethatwewanttoseeamuchbiggershareofHilti’ssignaturered[color]oneveryjobsite.”

“PaintingAustraliaRed”caughtonveryfast.Whentheywonahugecontractwiththesecond-largesttoolhirecompanyinAustralia,allemployeesunderstoodwhatthatphrasemeant,inveryconcreteterms:all140ofthetoolrentalstoreschangedthoseblue,yellow,andgreentoolsinto200redones.Everyemployeecouldseethat“PaintingAustraliaRed”meantHilti’sbrandwouldbefoundinhousesandgarages,trucks,andjobsitesforalltheircustomers.

LeaderslikeJanrealizethatforvisionstobecompelling,peopleateverylevelmustunderstandwhatitmeansforthem.Janbelievesthatunlesseveryoneknowswhatthevisionmeanstotheminconcrete,tangibleterms,it’sworthless.

knowswhatthevisionmeanstotheminconcrete,tangibleterms,it’sworthless.Hesays:

Youhavetoexpressitsothateverymanagerandeveryemployeecanbreakitdownintospecificthingsthatarerelevanttothem.Thevisionhastoappealtopeople’shead,heart,andhands.Head,meaningthattheyunderstanditlogically.Heart,meaningthatit’semotionallycompellingtothem.Andhands,meaningthatit’sactionable,thattheyknowwhattodoandthey’reempoweredtodoit.

“PaintingAustraliaRed”providedarallyingpointthatwouldgeteveryoneexcitedtobepartofthecompanyandtoplayaroleinitssuccess.“Therearelotsofpeoplewhohavenoideawheretheircompanyisgoing,”assertsJan,andconsequently“theyhavenoexcitingfuture.”Byenvisioningexcitingfuturepossibilities,leadersgetpeopletofeelthatthey’reapartofsomethingspecial.Theyareenergizedknowingthattheirorganizationisgoingplaces,andnotjuststandingarounddoingwhathasalwaysbeendone.

Inthepersonal-bestleadershipcaseswecollected,peopletalkedabouttheneedtogeteveryoneonboardwithavisionandtoEnlistOthersinadream,justasJandid.Theytalkedaboutcommunicatingandbuildingsupportforaunifieddirectioninwhichtotaketheorganization.Theseleadersknewthattomakeextraordinarythingshappen,everyonehadtobothbelieveferventlyinandcommittoacommonpurpose.

Partofenlistingothersisbuildingcommongroundonwhicheveryonecanstand.Equallyimportantistheemotionthatleadersexpressforthevision.Ourresearchshowsthatinadditiontoexpectingleaderstobeforward-looking,constituentsexpecttheirleaderstobeinspiring.Peopleneedvastreservesofenergyandexcitementtosustaincommitmenttoadistantdream.Leadersareanimportantsourceofthatenergy.Peoplearen’tgoingtofollowsomeonewho’sonlymildlyenthusiasticaboutsomething.Peopleactivelysupportthoseleaderswhoarewildlyenthusiasticaboutit.

Whetheryou’retryingtomobilizethousandsofpeopleinthecommunityoronepersonintheworkplace,toEnlistOthersyoumustactonthesetwoessentials:

Appealtocommonideals

Animatethevision

Enlistingothersisallaboutignitingpassionforapurposeandmovingpeopletopersistagainstgreatodds.Tomakeextraordinarythingshappeninorganizations,youhavetogobeyondreason,engagingtheheartsaswellasthemindsofyour

youhavetogobeyondreason,engagingtheheartsaswellasthemindsofyourconstituents.Startbyunderstandingtheirstrongestyearningsforsomethingmeaningfulandsignificant.

AppealtoCommonIdealsIneverypersonal-bestleadershipcase,leaderstalkedaboutideals.Theyexpressedadesiretomakedramaticchangesinthebusiness-as-usualenvironment.Theyreachedforsomethinggrand,somethingmagnificent,somethingneverdonebefore.

Visionsareabouthopes,dreams,andaspirations.They’reaboutthestrongdesiretoachievesomethingbeyondgood,somethinggreatandextraordinary.They’reambitious.They’reexpressionsofoptimism.Canyouimaginealeaderenlistingothersinacausebysaying,“I’dlikeyoutojoinmeindoingtheordinary,doingwhateveryoneelseisdoing”?Notlikely.Visionsstretchpeopletoimagineexcitingpossibilities,breakthroughtechnologies,andrevolutionarysocialchange.

Idealsrevealhigher-ordervaluepreferences.Theyrepresenttheparamounteconomic,technological,political,social,andaestheticpriorities.Theidealsofworldpeace,freedom,justice,anexcitinglife,happiness,andself-respect,forexample,areamongthehigheststrivingsofhumanexistence.They’reoutcomesofthelargerpurposethatpracticalactionswillenablepeopletoattainoverthelongterm.Byfocusingonideals,peoplegainasenseofmeaningandpurposefromwhattheyundertake.

Whenyoucommunicateyourvisionofthefuturetoyourconstituents,youneedtotalkabouthowthey’regoingtomakeadifferenceintheworld,howthey’regoingtohaveapositiveimpactonpeopleandevents.Youneedtoshowthemhowtheycanrealizetheirlong-terminterestsbyenlistinginacommonvision.Youneedtospeaktothehighermeaningandpurposeofwork.Youneedtodescribeacompellingimageofwhatthefuturecouldbelikewhenpeoplejoininacommoncause.2

ConnecttoWhat’sMeaningfultoOthersExemplaryleadersdon’timposetheirvisionsofthefutureonpeople;theyliberatethevisionthat’salreadystirringintheirconstituents.Theyawakendreams,breathelifeintothem,andarousethebeliefthatpeoplecanachievesomethinggrand.Whentheycommunicateasharedvision,theybringtheseidealsintotheconversation.Whattrulypullspeopleforward,especiallyinmorechallengingandvolatiletimes,istheexcitingpossibilitythatwhattheyaredoing

canmakeaprofounddifferenceinthelivesoftheirfamilies,friends,colleagues,customers,andcommunities.Theywanttoknowthatwhattheydomatters.3Studiesinvolvingrespondentsfromfortydifferentcountries(andsixteendifferentlanguages)foundthatconnectingemployeeswithpurposeincreasedtheirlevelsofengagementandproductivity.4

Facedwithdivisionalobjectivesthatwerequitedaunting,TrustmarkCompaniesvicepresidentfordisabilityandlong-termcarebenefits,NancySullivan,feltthatherteamcouldpullthrough,buttodoso,sheneededtoconnectherconstituentstomorethanjustthedivision’splan.Sheneededtopaintabiggerpictureofwhattheycouldaccomplishtogetherandwhyitmadeadifference.

Nancydraftedafour-pagevisionmessageandposteditwhereeveryonecongregated—intheofficekitchen.Shespokeinteammeetings,divisionmeetings,one-on-ones,andchatsinthehallway,withgenuineconvictionaboutthemeaningandpurposeoftheirworkandhowthatwouldhelpthemseethemselvesasshesawthem—asthebestofthebest.Themessagewasnotonlyaboutwhattheycouldachieveinbusinessbutalsothesignificantroletheyplayedinthelivesofalltheirconstituents.Hereispartofthatmessage:

Idreamofaplacehereinouroffice,wherethesalesteammaintainsrespectandconfidenceinourdecisionsnotjusttodaybuttomorrowandalways;theconstantchallengestoourdecisionsjustdon’texist.Whereourinsuredstrustourdecisionsandfeelourgenuinecommitmenttoservingthemwellintheirgreatesttimeofneed.Whereourcustomershaveconfidencethatyourdecisionwascontractual,yes,butmoreimportantlyethicallycorrectandsound.Wheretheonlytitlethatyoucanthinkofforintroducingyourco-workerisrespectedcolleagueandfriend.

Idreamofaplacewheregrowthandopportunitiesaremassivebecauseofthetimeandenergyyouinvestedwithyourcommitmentsandthereforeouropportunitiesandpotentialareendless.Aplacethatnolongermanagesclaims,butmanagesdecisionsondisability.Aplacethatisnolongerthoughtofasdisability-claimexperts,butdisabilityexperts.Aplacewhereourcolleaguesandgovernmentofficialslookfordisabilitysolutions.AplacewhereTrustmarkisthenumber-onecompanytoserveastheassistancetoalldisabilityneeds.

Dayinanddayout,Nancystressedtheexcitingpossibilitiesthefutureheld.Nancy’smessagehadliftedherstaffupfromthemechanicsofdisabilityclaimsandremindedthemofthenobilityofwhattheyaccomplish.Focusingonthepurposeandmeaningofthedivision’sworkengagedtheirspirits,andbecauseof

purposeandmeaningofthedivision’sworkengagedtheirspirits,andbecauseofthisvision,theywereabletosurpasstheirannualtargetsforthetenthyearinarow.

TheoutcomesexperiencedbyNancy’sstaffareconsistentwithresearchfindingsonwhatoccurswhenpeoplecanconnectthedailyworkthattheydotoameaningfulandtranscendentpurpose.Forexample,researchersfollowedthelivesofnearly400individualsforonemonth.Overthistimetheycompletedaseriesofsurveysabouttheiractivities,abouthoweasyorhardlifewas,aboutattitudestowardmoney,relationships,time,andrelatedvariables.Studyparticipantswerealsoaskedhowmeaningfulandhappytheirliveswere.5Whattheyfoundwasthat“whenindividualsadoptwhatwecallameaningmind-set—thatis,theyseekconnections,givetoothers,andorientthemselvestoalargerpurpose—clearbenefitscanresult,includingimprovedpsychologicalwell-being,morecreativity,andenhancedworkperformance.Workerswhofindtheirjobsmeaningfularemoreengagedandlesslikelytoleavetheircurrentpositions.”6Whenyoucanmakecleartopeoplethattheirworkismakingadifference—thatis,theyarehelpingothersthroughtheirwork—youstrengthentheirintrinsicmotivation.

Similarly,ourdatarevealsthatleaderswhoareseenasveryfrequentlyornearlyalwaysshowingpeoplehowenlistinginacommonvisioncanhelpthemachievetheirlong-terminterestsareevaluatedalmostsixteentimesmorefavorablybytheirdirectreportsthanthoseleaderswhoengageinthissameleadershipbehaviorrarely,ifatall.Researchershaveshownthatstressingthe“why”topeople,asin“Whyarewedoingthisandwhydoesthismatter?”activatesthebrain’srewardsystemandincreasesnotonlypeople’seffortsbuthowtheyfeelaboutwhattheyaredoing.7Forexample,considerthedifferenceforcallcenteremployeeswhoarehelpingpeoplesolveproblemsversusthosewhoaretryingtogetpeopleoffthephoneasquicklyaspossible.Thelatterwouldonlytrytoconvincecallersthatthecompanywasdoingeverythingitcould,whiletheformerwouldeagerlysearchforwaysthecompanycouldbeofassistance.

Leadershelppeopleseethatwhattheyaredoingisbiggerthantheyareandbigger,even,thanthebusiness.Theirworkcanbesomethingnoble.Whenthesepeoplegotobedatnight,theycansleepalittleeasier,knowingthatotherscanliveabetterlifebecauseofwhattheydidthatday.AsFigure6.1shows,theextenttowhichdirectreportsfeeltheyaremakingadifferenceintheirorganizationsystematicallyincreasesonthebasisthattheirleadersareshowingpeoplehowtorealizetheirlong-terminterestsbyenlistinginacommonvision.

Figure6.1DirectReportsFeelThatWhatTheyDoMattersasLeadersShowThatLong-TermInterestsCanbeRealizedbyaCommonVision

TakePrideinBeingUniqueExemplaryleaders,justlikeJanandNancy,alsocommunicatewhatmakestheirconstituents,workgroup,organization,product,orservicesingularandunequaled.Compellingvisionsdifferentiate,setting“us”apartfrom“them”inwaysthatattractandretainemployees,volunteers,customers,clients,donors,andinvestors.MarketresearcherDougHallhasfoundthat“dramaticallydifferent”levelsofdistinctivenessinanewproductorserviceincreasetheprobabilityofsuccessbyover350percent.Thesameistrueforavision.Themoreuniqueitis,thehighertheprobabilityofsuccessingettingpeopletobuyin.8

There’snoadvantageinworkingfor,buyingfrom,orinvestinginanorganizationthatdoesthesamethingastheoneacrossthestreetordownthehall.Saying,“Welcometoourcompany,andwe’rejustlikeeveryoneelse”doesn’texactlymakethespinetinglewithexcitement.Whenpeopleunderstandhowthey’retrulydistinctiveandhowtheystandoutinthecrowd,they’remuchmoreeagertosignupandinvesttheirenergies.

moreeagertosignupandinvesttheirenergies.

Feelinguniquefostersasenseofpride.9Itbooststheself-respectandself-esteemofeveryoneassociatedwiththeorganization.Whenpeopleareproudtoworkfortheirorganizationandserveitspurpose,andwhentheyfeelthatwhattheyaredoingismeaningful,theybecomeenthusiasticambassadorstotheoutsideworld.Likewise,whencustomersandclientsareproudtoownyourproductsoruseyourservices,theyaremoreloyalandmorelikelytorecruitandrecommendtheirfriendstodobusinesswithyou.Whenmembersofthecommunityareproudtohaveyouasaneighbor,they’regoingtodoeverythingtheycantomakeyoufeelwelcome.

AzmeenaZaverilearnedjusthowimportantitisforpeopletotakeprideinbeinguniquewhensheledateamofvolunteersinhandlingthesalesandfinancesofacommunitybookstoreinKarachi,Pakistan.Thebookstorewasaniconic,celebrated,andcherishedinstitutionwherepeoplelovedtogather,tosocializeandlearn.WhenAzmeenaagreedtotakeonthefinancialmanagementrole,however,thebookstorewasinsurvivalmode.Itwasnolongerprovidingahighstandardofservice,therewasalackofconscientiousnessinthemanagementofthefinances,andtherewaslittlemotivationforthestafftogotheextramile.Thereasonforthedecline,Azmeenatoldus,“wasnotbecausetheteamwasincompetentorincapableofmanagingthetasks.Aprincipalcausewasthelackofvisionanddirectionfortheteam.Mygoalwastoinspiretheteamtobringthebookstorebacktobeingtheplacewherepeoplelovedtogo,notjustbecauseofthegreatcollectionofbooks,butalsofortheinvitingvibeandsenseofcommunity.”

Azmeenacoachedthevolunteersonwaystoimprovethebookkeepingprocess,talkedabouthowtobetterusethestore’sscarceresources,andtoldthemhowmuchthepatronsreliedonthebookstoreasanimportantpartoftheirlives.Throughouttheprocess,she“emphasizedhowtheinstitutionwasrelyingonthemtosurviveandretainitssignificancetothecommunity,andhowtheywereinanhonorablepositiontonotjustserveabookstore,butbeacommunityiconwithanesteemedlegacy.”

Focusingonuniquenessmakesitpossibleforsmallerunitswithinlargeorganizations,orindividualneighborhoodswithinbigcities,tohavetheirvisionsandstillservealarger,collectivevision.Althougheveryunitwithinacorporation,publicagency,religiousinstitution,school,orvolunteerassociationmustalignwiththeoverallorganizationalvision,eachcanexpressitsuniquepurposewithinthelargerwholeandhighlightitsmostdistinguishingqualities.Eachcanbeproudofitsidealimageofitsfutureasitworkstowardthe

Eachcanbeproudofitsidealimageofitsfutureasitworkstowardthecollectivefutureofthelargerorganization.

Thesedays,though,withthelatestandgreatestavailableinananosecondatthetouchofakeyorscreen,differentiationisincreasinglydifficult.Everythingbeginstolookandsoundalike.It’saseaofsamenessoutthere.Peoplebecomeboredwiththingsmorequicklythaneverbefore.Organizations,newandold,mustworkhardertodistinguishthemselves(andtheirproducts)fromothersaroundthem.Youneedtobeevervigilanttowaysinwhichyoucanbethebeaconthatcutsthroughthedensemistandsteerspeopleintherightdirection.

AlignYourDreamwiththePeople’sDreamInlearninghowtoappealtopeople’sideals,movetheirsouls,anduplifttheirspirits—andyourown—aclassicexampleisthelateReverendDr.MartinLutherKing,Jr.’s“IHaveaDream”speech.ReplayedonthenationalholidayintheUnitedStatesmarkinghisbirthday,itremindsyoungandoldalikeofthepowerofaclearandupliftingvisionofthefuture.10

Imaginethatyouarethereonthathotandhumidday—August28,1963—whenonthestepsoftheLincolnMemorialinWashington,D.C.,beforeathrongof250,000,MartinLutherKing,Jr.,proclaimedhisdreamtotheworld.Imaginethatyou’relisteningtoReverendKingasthousandsaroundyouclap,applaud,andcryout.Pretendyou’reareportertryingtounderstandwhythisspeechissopowerfulandhowKingmovessomanypeople.

We’veaskedthousandsofpeopleovertheyearstodojustthat;listentohisremarksandthentelluswhattheyheard,howtheyfelt,andwhytheythoughtthisspeechremainssomovingeventoday.11Followingisasamplingoftheirobservations.

“Heappealedtocommoninterests.”

“Hetalkedabouttraditionalvaluesoffamily,church,andcountry.”

“Heusedalotofimagesandwordpicturesthattheaudiencecouldrelateto.Theywerefamiliar.”

“Hementionedthingseveryonecouldrelateto,likefamilyandchildren.”

“Hisreferenceswerecredible.It’shardtoargueagainsttheConstitutionortheBible.”

“Itwaspersonal.Hementionedhisownchildren,aswellasstruggling.”

“Heincludedeverybody:differentpartsofthecountry,allages,bothsexes,andmajorreligions.”

“Heusedalotofrepetition:forexample,saying‘Ihaveadream,’and‘Letfreedomring’severaltimes.”

“Hetalkedaboutthesameideasmanytimesbutindifferentways.”

“Hewaspositiveandhopeful.”

“Althoughpositive,hedidn’tpromiseitwouldbeeasy.”

“Heshiftedhisfocusfrom‘I’to‘we’.”

“Hespokewithemotionandpassion.Itwassomethinghegenuinelyfelt.”

Thesereflectionsrevealthekeytosuccessinenlistingothers.Togetothersexcitedaboutyourdream,youneedtospeakaboutmeaningandpurpose.Youhavetoshowthemhowtorealizetheirdreams.Youhavetoconnectyourmessagetotheirvalues,theiraspirations,theirexperiences,andtheirlives.Youhavetoshowthemthatit’snotaboutyou,oreventheorganization,butaboutthemandtheirneeds.Youhavetomaketheconnectionbetweenaninspiringvisionofthefutureandthepersonalaspirationsandpassionsofthepeopleyouareaddressing.

AndrewCarton,professorattheUniversityofPennsylvania,underscorestheimportanceofleadersusingimage-basedwordsincommunicatingtheirvisions.12ThisisexactlywhatMartinLutherKing,Jr.,didindescribingpeoplewithwell-definedattributes(suchaschildren)andobservableactions(suchassittingdownatthetableofbrotherhood).AsDrewnotes:

Image-basedwordsconveysensoryinformationtopaintavividpictureofthefuture,onethatemployeescaneasilyimaginewitnessing.Alongtheselines,visionswithimage-basedwordsaremoreconsistentwiththeliteralmeaningofthewordvision.Whenleadersincludevividimagesintheircommunications,they’retransportingemployeestothefuturebytellingsnippetsofacompellingstory—astorythatcaptureseventsthathaveyettounfold.

Hisresearchhasfoundthatimage-basedwordsinspirepeople.Forinstance,teamsweretaskedwithdevelopingatoyprototype.Avisioncommunicatedwithimage-basedwords(“Ourtoys...willmakewide-eyedkidslaughandproudparentssmile”)triggeredstrongerperformancethanavisionwithsimilarcontent

butwithoutvisualwording(“Ourtoys...willbeenjoyedbyallofourcustomers”).13Youneedtoframeabstractaspirationsintermsofwhattheresultwilllook,feel,andsoundlike.Withtheseimages,peoplebegintogeneratetheirownpassionandconvictionaboutthevisionthatmirrorstheirleader’s.

Usingimage-basedlanguageandcreatingaconnectionbetweenpersonalaspirationsandasharedvisionisnotonlyforleadersofsocialmovementsorproductdevelopmentteams.Itappliesequallytoteamsinworkplaceslikeyours.KentChristensenfoundthisoutwhenhejoinedhisfirstcompanyaftergraduatingfromcollege.DuringhisinitialfewmonthsaspartofsupplychainoperationsatCisco,hefeltabitlost.Managerswerecomingandgoing,andteamswererotatinginandoutveryfrequently.Kentknewhisday-to-dayresponsibilitiesasabusinessanalyst,buthedidn’tseehowhisjobfitintothelargerschemeofthings.

However,thingschangedwhenaninternalcandidatetookoverasvicepresident.Hehostedatownhallmeeting,introducedhimselftoeveryone,anddiscussedtheimportanceofthesupplychainwithinthecompany.ThenewvicepresidentthenputupaslidethatwouldchangethewayKentfeltabouttheorganizationandhisroleinit.Ithadfourlettersonit:V-S-E-M,whichstoodforVision,Strategy,Execution,andMetrics.ThevicepresidentdescribedhowthevisionforthesupplychainwouldenableCiscotooptimizecustomeroutcomes,empowereveryoneintheorganization,andprovideablueprintforaction.Hestressedhoweveryonehadamajorroletoplayandneededtoworkcollaborativelywithinandacrossorganizations.Asaresultofthistownhallmeeting,thingschangedforKent:

IhadacompletelydifferentapproachtothewayIdidmyjob.Thissharedvisionresonatedwithmeandshowedmethelightwhentherewasonlydarknessbefore.Comingoutoftheall-handsmeeting,thevibearoundtheofficewasdifferent.Therewasabuzzaroundpeopleaseveryonestartedtofeelliketheybelonged.Itwaspossiblethatpeoplewerejusthappythatthechangeshadstopped,butitseemedmuchmorethanthat.Itlookedasifeveryonehadapurpose.Havingavisionhelpedmanagersandtheirteamstobecomeinspiredandcommittedtoasharedgoal.

Byshowingothershowtheirworkconnectstoalargerpurpose,andbyaligningindividualaspirationswithorganizationalones,youcangetpeopletoseehowtheybelongandinspirethemtoworktogethertowardacommongoal.

AnimatetheVisionPartofmotivatingothersisappealingtotheirideals.Anotherpart,asdemonstratedbyMartinLutherKing’s“IHaveaDream”speech,isanimatingthevisionandbreathinglifeintoit.Toenlistothers,youneedtohelpthemseeandfeelhowtheirinterestsandaspirationsalignwiththevision.Youneedtopaintacompellingpictureofthefuture,onethatenablesconstituentstoexperiencewhatitwouldbeliketoliveandworkinanexcitingandupliftingfuture.That’stheonlywaythey’llbecomesufficientlymotivatedinternallytocommittheirindividualenergiestothevision’srealization.

Youwouldnotbethefirstpersontothink,“ButI’mnotlikeMartinLutherKing.Ican’tpossiblydowhathedid.Besides,hewasapreacher,andI’mnot.Hisconstituentswereonaprotestmarch,andmineareheretogetajobdone.”Manypeopledon’tseethemselvesaspersonallyuplifting,andmostcertainlydon’tgetmuchencouragementforbehavingthiswayinorganizations.Despitetheacknowledgedpotencyofclearlycommunicatedandcompellingvisions,ourresearchfindspeoplemoreuncomfortablewithinspiringasharedvisionthanwithanyoftheotherfourleadershippractices.Mostoftheirdiscomfortcomesfromhavingtoexpresstheiremotions.Manypeoplefindithardtoconveyintenseemotions,butdon’tbetooquicktodiscountyourcapacitytodoit.

People’sperceptionofthemselvesasuninspiringisinsharpcontrasttotheirperformancewhentheytalkabouttheirPersonal-BestLeadershipExperiencesorwhentheytalkabouttheiridealfutures.Whenrelatingextraordinaryachievementsormajorsuccesses,peoplearenearlyalwaysemotionallyexpressive.Whentalkingaboutintensedesiresforabetterfuture,expressivenesstendstocomenaturally.Anditdoesn’tmatterwhatlanguagepeoplearespeaking.Whentheyfeelpassionateaboutsomething,theylettheiremotionsshow.

Mostpeopleattributesomethingmysticaltotheprocessofbeinginspirational.Theyseemtoseeitassupernatural,asagraceorcharmbestowedonthem—oftenreferredtoascharisma.Thisassumptioninhibitspeoplefarmorethananylackofnaturaltalentforbeinginspirational.It’snotnecessarytobeacharismaticpersontoinspireasharedvision.Youhavetobelieve,andyouhavetodeveloptheskillstotransmityourbelief.Yourpassioniswhatbringsthevisiontolife.Ifyou’regoingtolead,youhavetorecognizethatyourenthusiasmandexpressivenessareamongyourstrongestalliesinyoureffortstogenerate

commitmentinothers.Don’tunderestimateyourtalents.

UseSymbolicLanguage“Thispicturerepresentsmyvisionforemployeedevelopment,”CherylJohnsontoldus.CherylistheassistantdirectorforhumanresourcesatSantaClaraUniversity,andthepicturesheshowedwasaphotographofaproducemarketteemingwithpeopleeagerlyshoppingfortheirfavoritevarietiesoffruitsandvegetables.Shewentontoexplain:

Thismarketisavibrantpartofthecommunity.Thekeytothelong-termsuccessofthismarketisbeingabletomeettheneedsofthecommunitybyofferingproductsthatpeoplewant,keepingitemsfresh,andalwayshavingawidevarietyofitemstochoosefrom.

IseeEmployeeDevelopmentasateamthatoffersavarietyandselectionofever-changingitemsandofferings.Someofourcustomerswillbeinahurryandwillhardlynoticewhatweoffer.Otherswilllingertoenjoyandutilizeourofferings.Inthelongerterm,wewillcreateamarketplacethatpeoplewillseekoutforassistance,guidance,resourcesandlearning.

Likeanystore,wemustbeevervigilantofthewantsandneedsofourcustomers.Wemustbewillingtobeinnovative,totrynewanddifferentthings.Wemustalsobewillingtochangeoutourselectionofproductsasnewofferingsbecomeavailableorinseason.Inaddition,wemustbewillingtobeconstantlycullingouroutdatedandunderutilizedofferings.Justasamarketmakesforahealthycommunity,wewillprovidenourishmentforourcampus.Ournourishmentwillbeintheformofcreativeandfreshideasforpersonalandprofessionalgrowthopportunitiesthatourclientsandcustomerswillchoosetoutilize.

Cheryl’smarketplacemetaphorisavividexampleofhowtobringavisiontolifethroughevocativelanguage.LeaderslikeCherylembracethepowerofsymboliclanguagetocommunicateasharedidentityandgivelifetovisions.Theyusemetaphorsandanalogies.Theygiveexamples,tellstories,andrelateanecdotes.Theydrawwordpictures,andtheyofferquotationsandreciteslogans.Theyenableconstituentstopicturethepossibilities—tohearthem,tosensethem,torecognizethem.

JamesGeary,deputycuratoroftheNiemanFoundationforJournalismatHarvardUniversity,andaleadingexpertontheuseofmetaphoricallanguage,reportsthatpeopleuseametaphoreverytentotwenty-fivewords,oraboutsix

metaphorsaminute.14Metaphorsareeverywhere—thereareartmetaphors,gameandsportsmetaphors,warmetaphors,sciencefictionmetaphors,machinemetaphors,religiousmetaphors,andspiritualmetaphors.Theyinfluencebothwhatandhowpeoplethink,whattheyimagineandinvent,whattheyeatanddrink,whattheyconsumeandpurchase,andwhomtheyvoteforandrallybehind.Learningtousethesefiguresofspeechgreatlyenhancesyourabilitytoenlistothersinacommonvisionofthefuture.

Consider,forexample,theintriguingimpactoflanguageonpeopleinexperimentsinwhichresearcherstoldparticipantstheywereplayingeithertheCommunityGameortheWallStreetGame.15Inbothscenarios,peopleplayedthesamegamebythesamerules.Theonlydifferencewasthatexperimentersgavethesamegametwodifferentnames.OfthoseplayingtheCommunityGame,70percentstartedoutplayingcooperativelyandcontinuedtodosothroughout.OfthosetoldtheywereplayingtheWallStreetGame,justtheoppositeoccurred:70percentdidnotcooperate,andthe30percentwhodidcooperate,stoppedwhentheysawthatothersweren’tcooperating.Again,remember:thename,notthegamewastheonlythingthatwasdifferent!

Thisexperimentpowerfullydemonstrateswhyyoumustpaycloseattentiontothelanguageyouuse.Youcaninfluencepeople’sbehaviorsimplybygivingthetaskortheteamanamethatevokesthekindofbehaviorimpliedbythename.Ifyouwantpeopletoactlikeacommunity,uselanguagethatevokesafeelingofcommunity.Ifyouwantthemtoactliketradersinthefinancialmarkets,uselanguagethatcuesthoseimages.Thesamegoesforanyothervisionyoumighthaveforyourorganization.

CreateImagesoftheFutureVisionsareimagesinthemind;theyareimpressionsandrepresentations.Theybecomerealasleadersexpressthoseimagesinconcretetermstotheirconstituents.Justasarchitectsmakedrawingsandengineersbuildmodels,leadersfindwaysofgivingexpressiontocollectivehopesforthefuture.

Whentalkingaboutthefuture,peopletypicallyusetermssuchasforesight,focus,forecasts,futurescenarios,pointsofview,andperspectives.Whatalltheseexpressionshaveincommonisthattheyarevisualreferences.Thewordvisionitselfhasatitsroottheverb“tosee.”Visionstatements,then,arenotstatementsatall.Theyarepictures—wordpictures.Theyareimagesofthefuture.Forpeopletoshareavision,theyhavetobeabletoseeitinthemind’seye.

Inourworkshopsandclasses,weoftenillustratethepowerofimageswiththissimpleexercise.WeaskpeopletoshoutoutthefirstthingthatcomestomindwhentheyhearthewordsParis,France.Therepliesthatpopout—theEiffelTower,theLouvre,theArcdeTriomphe,theSeine,NotreDame,deliciousfood,wine,andromance—areallimagesofrealplacesandrealsensations.Noonecallsoutthesquarekilometers,population,orgrossdomesticproductofParis.Why?Becausemostofwhatwerecallaboutmemorableplacesoreventsarethosethingsassociatedwithoursenses—sights,sounds,tastes,smells,tactilesensations,andfeelings.16

Sowhatdoesthismeanforleaders?Itmeansthattoenlistothersandinspireasharedvision,youmustbeabletodrawonthatverynaturalmentalprocessofcreatingimages.Whenyouspeakaboutthefuture,youneedtocreatepictureswithwordssothatothersformamentalimageofwhatthingswillbelikewhentheyareattheendofthejourney.Whentalkingaboutgoingplacesyou’veneverbeen,youmustbeabletoimaginewhatthey’lllooklike.Youhavetopicturethepossibilities.

DebbieSharp,amanagerinEmployeeLearningandOrganizationalDevelopment(ELOD)atHoustonCommunityCollege,paintsaveryvividimageinthevisionstatementforherorganization.17

Morethananyotherinstitutionofhighereducationthecommunitycollegeisinthebusinessofchanginglives.Wemeetourstudentswheretheyareandhelpthemdefineandachievetheirgoals.Astheyfulfilltheirpotentials,wehelpthemshine!

Indaysgoneby,thelamplighterdutifullysetaboutlightingthestreetlamps,asdayfadedtonight.WeinELODlightthelampsoflearning,chasingawaythedarknessofuncertaintyanddoubtforourcustomers.

Whenaskedwhyheissocommittedtothisrepetitive,mundanetask,thelamplighterreplies,“IdoitforthelightIleavebehind.”

Aslearninganddevelopmentprofessionals,wetooarelamplighters,creatingconditionsthatnurturethesparkofnewideasandperspectives.Throughencouragement,thoughtfulquestioning,andprovisionofsafespacesforexperimentation,weigniteinnovativethinkingandself-discoveryinourlearners.

Thelightweleavebehindilluminatesthepathsofthosewetouch,enablingthemtospreadtheirlightthroughoutthecollege.

Gettingpeopletoseeacommonfuturedoesnotrequirespecialpowers.Justlike

Gettingpeopletoseeacommonfuturedoesnotrequirespecialpowers.JustlikeDebbie,youpossessthisability.Youdoiteverytimeyoutakeavacationandsharethephotoswithyourfriends.Ifyoudoubtyourabilitytopaintwordpictures,trythisexercise:sitdownwithafewclosefriendsandtellthemaboutoneofyourfavoritevacations.Describethepeopleyoumet,thesightsandsoundsoftheplacesyouwent,thesmellsandtastesofthefoodyouate.Showthemthephotosorvideosifyouhavethem.Observetheirreactions—andyourown.Whatdoyouandtheyexperience?Theansweristhatpeoplealwaysreportfeelingenergizedandpassionate.Thosehearingaboutaplaceforthefirsttimeusuallysaysomethinglike,“Afterlisteningtoyou,I’dliketogotheresomedaymyself.”Isn’tthatwhatyouwantyourconstituentstosaywhenyoudescribeyourvisionofthefuture?

PracticePositiveCommunicationTofosterteamspirit,breedoptimism,promoteresilience,andrenewfaithandconfidence,leaderslookonthebrightside.Theykeephopealive.Theystrengthentheirconstituents’beliefthatlife’sstruggleswillproduceamorepromisingfuture.Suchfaithresultsfromanintimateandsupportiverelationship,arelationshipbasedonmutualparticipationintheprocessofrenewal.

Constituentslookforleaderswhodemonstrateanenthusiastic,genuinebeliefinthecapacityofothers,whostrengthenpeople’swill,whosupplythemeanstoachieve,andwhoexpressoptimismforthefuture.Constituentswantleaderswhoremainpassionatedespiteobstaclesandsetbacks.Intoday’suncertaintimes,desperatelyneededareleaderswithapositive,confident,can-doapproachtolifeandbusiness.Naysayersonlystopforwardprogress;theydonotstartit.

ConsiderhowAriAshkenazi,financialanalystatValinCorporation,hadcontrastingexperienceswithtwosupervisors.Thefirst,hesaid,alwaystriedtokeepspiritsupandtolookonthebrightside,regardlessofthesituation.Evenwhenaprojectwasunsuccessful,Arisaid,shewouldtellthemthatfutureprojectswouldturnoutbetteraslongastheykeptworkinghardaswellasworkingsmart.

Thisgavemealotoffaithinher,andhelpedmetokeepfromgettingfrustratedduringmyworkwhenthingsdidn’talwaysgoright.ThisalsohadtheeffectofmakingiteasierformetotrynewthingsaswellasreportnegativenewstohersinceIknewshewouldn’t“shootthemessenger”whenitcametogivinghernews.

ThesecondsupervisorAridescribedwouldoftengeteasilyexasperated,andwhenshewasannoyedorangry,she’dletpeopleknowitquiteplainly.Allshe

whenshewasannoyedorangry,she’dletpeopleknowitquiteplainly.Allshecaredaboutwerethenumbersandresults,anditfeltasthoughshewaslookingdownonyouifthingsdidn’tgoassheplannedfromthestart.Theoutcomeofhernegativecommunications,Ariexplained,“wastomakemetrytoavoidherasmuchaspossibleandtoholdbackongivinghernegativeinformationthatsheneededtoknow,justbecauseIfearedthebacklashshewouldgiveme.”

Researchersworkingwithneuralnetworksfindthatwhenpeoplefeelrebuffedorleftout,thebrainactivatesasiteforregisteringphysicalpain.18Whenleadersthreatenanddemeanpeople,usescaretactics,andfocusexclusivelyonproblems,theyactivateregionsinthebrainsoftheiraudiencethatmakepeoplewanttoavoidthem.Moreover,peoplerememberdownbeatcommentsfarmoreoften,inmoredetail,andwithmoreintensitythantheydoencouragingwords.Whennegativeremarksbecomeapreoccupation,anemployee’sbrainlosesmentalefficiency.Incontrast,apositiveapproachtolifebroadenspeople’sideasaboutfuturepossibilities,andtheseexcitingoptionsbuildoneachother,accordingtoBarbaraFredrickson,professorofpsychologyattheUniversityofNorthCarolina.Inherresearch,shefindsthatbeingpositiveopenspeopleup,consequentlyseeingmoreoptions,makingthemmoreinnovative.Individualswhoenjoymorepositivityarealsobetterabletocopewithadversityandaremoreresilientduringtimesofhighstress.19

ExpressYourEmotionsInexplainingwhyparticularleadershaveamagneticeffect,peopleoftendescribethemascharismatic.However,charismahasbecomesuchanoverusedandmisusedtermthatit’salmostuselessasadescriptorofleaders.Beingcharismaticisneitheramagicalnoraspiritualquality.Likebeing“inspirational,”it’smostlyabouthowpeoplebehave.

Insteadofdefiningcharismaasapersonalitytrait,somesocialscientistshaveinvestigatedwhatpeoplearedoingwhenotherssaytheyarecharismatic.20Whatthey’vefoundisthatindividualswhoareperceivedtobecharismaticaresimplymoreanimatedthanpeoplewhoarenot.Theysmilemore,speakfaster,pronouncewordsmoreclearly,andmovetheirheadsandbodiesmoreoften.Beingenergeticandexpressivearekeydescriptorsofwhatitmeanstobecharismatic.Theoldsayingthatenthusiasmisinfectiousiscertainlytrueforleaders.

Arousingemotionhasanotherbenefitforleaders:emotionsmakethingsmorememorable.Byaddingemotiontoyourwordsandbehavior,youcanincrease

thelikelihoodthatpeoplewillrememberwhatyousay.JamesMcGaugh,researchprofessorofneurobiologyattheUniversityofCalifornia,Irvine,andaleadingexpertonthecreationofmemory,hasshownthat“emotionallysignificanteventscreatestronger,longer-lastingmemories.”21Nodoubtyou’veexperiencedthisyourselfwhensomethingemotionallysignificanthashappenedtoyou—aserioustrauma,suchasanaccident,orajoyfulsurprise,suchaswinningacontest.Theeventsdon’tevenhavetoberealtobememorable.Theycansimplybestories.Forexample,inoneexperiment,Jamesshowedsubjectsaseriesoftwelveslides.Accompanyingtheslidepresentationwasastory,onelineforeachslide.Foronegroup,thenarrativewasquiteboring;fortheother,thenarrativewasemotionallymoving.Participantsdidn’tknowatthetimetheywatchedtheslidesthattheywouldbetested,buttwoweekslater,theyreturnedandtookanassessmentofhowwelltheyrememberedthedetailsofeachslide.Althoughthesubjectsinthetwogroupsdidn’tdifferintheirmemoryofthefirstfewandlastfewslides,theydiddiffersignificantlyintherecollectionoftheslidesinthemiddle.“Thesubjectswhohadlistenedtotheemotionallyarousingnarrativeremembereddetailsinthoseparticularslidesbetter”thanthegroupthatlistenedtotheneutralstory.22

Emotionalarousalcreatesstrongermemories,andyoudon’tneedacompletenarrative(orslides);justthewordsthemselvescanbeequallyeffective.Researchersaskedsubjectstolearntoassociatepairsofwords.Somepaired-wordswerechosenbecausetheyelicitedstrongemotionalresponses(asindicatedbychangesingalvanicskinresponse).Oneweeklater,peoplerememberedtheemotionallyarousingwordsbetterthantheyrememberedthelessarousingwords.23Whetheryouhearastoryoraword,you’remorelikelytorememberthekeymessageswhenattachedtosomethingthattriggersanemotionalresponse.Peoplearehard-wiredtopaymoreattentiontostuffthatexcitesthemorscaresthem.

Furthermore,showingpeopleaconcreteexampleisbetterthantellingthemaboutanabstractprinciple,whichstillleavesthemontheoutsidelookingin.Forexample,studiesshowedthatastoryaboutastarvingseven-year-oldgirlfromMalipromptedpeopletodonatemorethantwiceasmuchmoneyasthemessagethat“foodshortagesinMalawiareaffectingmorethanthreemillionchildreninZambia.”24

Getpeopletoexperiencewhatyouaretryingtoexplain,andthey’llunderstand

inadeeperway.Forexample,trainershelpingvolunteersunderstandhowpeopleandtheirfamiliesinhospicecaredealwithlosswilloftenuseanexercisewheretheyhandoutpacketsofindexcards,askingvolunteerstowriteoneachoftheircardssomethingtheyloveandwouldbedevastatedtolose.Thelistoftenincludesthenamesoffamilymembers(spouse,parents,children,siblings,pets),activities(walking,playingmusic,traveling),orexperiences(reading,listeningtomusic,enjoyinggourmetdinners,watchingsunsets).Thenatrainerwalksaroundtheroomandrandomlytakescardsfromthevolunteers.Onepersonlosestwoofthem.Anotherlosesallofthem.Thepersonwholosttwolosestwomore.Theeffectisdramatic.Volunteersclutchtheircardsandstrugglenottoletthemgo.Whentheyreleasethecards,theyarevisiblyupset;someevenbreakdownandcry.25

Thispoignantexercisespeaksvolumesabouthowmuchmoreinfluentialleaderscanbewhentheytapintopeople’semotionsratherthanonlytellthemwhattodoorhowtofeel.Ifthetrainershadmerelysharedfacts,thevolunteersmighthavebeenabletounderstandconceptuallythelossesthathospiceresidentsweresuffering,butnotinawaythatwouldhaveledtogenuineempathy.Throughthisexercise,theycouldbrieflyexperiencethesametypeoflossesinawaythattheywouldneverforget.

Thedramaticincreaseintheuseofelectronictechnologyalsohasanimpactonthewaypeopledelivermessages.Moreandmorepeopleareturningtotheirdigitaldevicesandsocialmedia—frompodcaststowebcasts,FacebooktoYouTube—forinformationandconnection.Becausepeoplerememberthingsthathavehighemotionalcontent,socialmediahasthepotentialforengagingpeoplemorethandoemails,memos,andPowerPointpresentations.It’snolongerenoughtowriteagoodscript—youalsohavetoputonagoodshow.

Keepinmindthatthecontentalonedoesn’tmakethemessagestick;keyishowwellyoutapintopeople’semotions.Tobewillingtochange,peoplehavetofeelsomething.Thinkingisn’tnearlyenoughtogetthingsmoving.Yourjobistogetthemtofeelmotivatedtochange,andexpressingemotionshelpsdothat.26

SpeakGenuinelyNoneofthesesuggestionsaboutbeingmoreexpressivewillbeofanyvaluewhatsoeverifyoudon’tbelieveinwhatyou’resaying.Ifthevisionissomeoneelse’sandyoudon’townit,you’llhaveatoughtimeenlistingothersinit.Ifyouhavetroubleimaginingyourselflivingthefuturedescribedinthevision,youcertainlywillnotbeabletoconvinceothersthattheyoughttoenlistinmakingit

areality.Ifyou’renotexcitedaboutthepossibilities,youcan’texpectotherstobe.Theprerequisitetoenlistingothersinasharedvisionisgenuineness.

CathrynMeyersawthiskindofgenuinenessmodeledwhenshesqueezedintoasmallconferenceroomwithtwentyotherprospectivevolunteersforthemandatorytwo-hourorientationbythePeninsulaHumaneSociety(PHS)WildlifeRehabilitationDepartment.Patrick,theheadoftheWildlifeDepartment,andleaderofthemeeting,was“anunassumingandsoft-spokenindividualwithpiercingsandtattoosoffsettinghisofficialPHSuniform,”Cathryntoldus.Here’showsherelatedthestory:

Patrickstartedbyexplaininghowhehadcometoworkfortheorganization,andwhyhefelttheworkwasmeaningful.Hetalkedabouthishistoryasananimalactivist;howhehadstartedhiscareerasaveganchefbeforemakinghiswayintoWildlifeRehabilitation.Hetalkedabouthisdeep-seatedbeliefthatitwaspossibletocoexistwithwildanimals,eveninaworldwherehumanshaddestroyedmuchoftheirnaturalhabitat.Hesharedthathefelthehadaresponsibilitytogivebacktotheseanimalsthatwehavetakensomuchfrom.Healsotalkedaboutthecriticalityofvolunteersintheabilitytotreatandreleasesomanyanimalsbackintothewildeachyear.

EventhoughPatrickwasnotoverlyanimated,hespokegenuinelyandwithathoughtfulnessthatconveyedhispassionforhiswork.Hepaintedapositivepictureofthefuturewherewildlifecanthrivealongsidehumans,thankstotheworkofthewildlifedepartmentandthevolunteerswhoworkthere.Hewasabletosolidifythemeaningandimpactoftheworkthateachvolunteerwouldbeperforming.

CathrynalsonotedthatshelearnedanotherveryimportantlessonfromherexperiencewithPatrick.Itwasalessonaboutcharisma.“PreviouslyIthoughtthatextroversionandunbridledenergywereprerequisites(oratleastimmenselyhelpful)forsuccessfulleadership.Iknownowthatthisisnotnecessarilythecase.Quietconfidenceworks,too.IntrovertedindividualslikePatrickandmyselfcanbeeffectiveleaders.Allthatyouneedareconviction,sincerity,andpassion.”27

Themostbelievablepeoplearetheones,likePatrick,withadeeppassion.There’snoonemorefuntobearoundthansomeonewhoisopenlyexcitedaboutthemagicthatcanhappen.There’snoonemoredeterminedthansomeonewhobelievesferventlyinanideal.Areyouthatsomeone?

TakeAction

EnlistOthersLeadersappealtocommonideals.Theyconnectotherstowhatismostmeaningfulinthesharedvision.Theyliftpeopletohigherlevelsofmotivationandmorality,andcontinuouslyreinforcethattheycanmakeadifferenceintheworld.Exemplaryleadersspeaktowhatisuniqueandsingularabouttheorganization,makingothersfeelproudtobeapartofsomethingextraordinary.Exemplaryleadersunderstandthatit’snottheirpersonalviewofthefuturethat’simportant;it’sembracingtheaspirationsoftheirconstituentsthatmattermost.

Forvisionstobesustainable,theymustbecompellingandmemorable.Leadersmustbreathelifeintovisions,animatingthemsothatotherscanexperiencewhatitwouldbeliketoliveandworkinthatidealanduniquefuture.Theyuseavarietyofmodesofexpressiontomaketheirabstractvisionsconcrete.Throughskillfuluseofmetaphors,symbols,wordpictures,positivelanguage,andpersonalenergy,leadersgenerateenthusiasmandexcitementforthecommonvision.Aboveall,leadersmustbeconvincedofthevalueofthesharedvisionandcommunicatethatgenuinebelieftoothers.Theymustbelieveinwhattheyaresaying.Authenticityistheacidtestofconviction,andyourconstituentswillwillinglyfollowonlywhentheybelievethatyoubelieve.

ToInspireaSharedVision,youmustenlistothersinacommonvisionbyappealingtosharedaspirations.Thismeansyoumust:

1. Talkwithyourconstituentsandfindoutabouttheirhopes,dreams,andaspirationsforthefuture.

2. Makesureyourconstituentsknowwhatmakestheirproductsorservicesuniqueandspecial.

3. Showconstituentshowenlistinginacommonvisionservestheirlong-terminterests.

4. Bepositive,upbeat,andenergeticwhentalkingaboutthefutureofyourorganization,andmakeliberaluseofmetaphors,symbols,examples,andstories.

5. Acknowledgetheemotionsofothersandvalidatethemasimportant.

6. Letyourpassionshowinamannergenuinelyexpressiveofwhoyouare.

Notes1.WearegratefultoMichaelBuntingforsharingthisexample.

2.Inasimilarway,SimonSinektalksabouthowpeoplecanbeinspiredbystartingwith“why.”SeeS.Sinek,StartwithWhy:HowGreatLeadersInspireEveryonetoTakeAction(NewYork:Portfolio,2010).

3.R.M.Spence,It'sNotWhatYouSell,It'sWhatYouStandFor:WhyEveryExtraordinaryBusinessIsDrivenbyPurpose(NewYork:Portfolio,2010);D.UlrichandW.Ulrich,TheWhyofWork:HowGreatLeadersBuildAbundantOrganizationsThatWin(NewYork:McGraw-Hill,2010);B.D.Rosso,K.H.Dekas,andA.Wrzesniewski,“OntheMeaningofWork:ATheoreticalIntegrationandReview,”ResearchinOrganizationalBehavior31(2011):91–127;D.Ariely,Payoff:TheHiddenLogicThatShapesOurMotivations(NewYork:Simon&Schuster,2016);andA.M.Carton,“‘I'mNotMoppingtheFloors—I'mPuttingaManontheMoon':HowNASALeadersEnhancedtheMeaningfulnessofWorkbyChangingtheMeaningofWork,”AdministrativeScienceQuarterly(forthcoming).

4.2016WorkforcePurposeIndex,“PurposeatWork:TheLargestGlobalStudyontheRoleofPurposeintheWorkforce,”https://cdn.imperative.com/media/public/Global_Purpose_Index_2016.pdf.

5.R.F.Baumeister,K.D.Vohs,J.L.Aaker,andE.N.Garbinsky,“SomeKeyDifferencesBetweenaHappyLifeandaMeaningfulLife,”JournalofPositivePsychology8,no.6(2013),505–516.

6.E.E.SmithandJ.L.Aaker,“MillennialSearchers,”NewYorkTimes,November30,2013,http://nyti.ms/1dHVKid;and2016WorkforcePurposeIndex,“PurposeatWork.”

7.J.NewtonandJ.Davis,“ThreeSecretsofOrganizationalSuccess,”Strategy+Business,Issue76(Autumn2014).

8.D.Hall,JumpStartYourBusinessBrain:WinMore,LoseLess,andMakeMoreMoneywithYourNewProducts,Services,SalesandAdvertising(Cincinnati:ClerisyBooks,2005),126.

9.Prideisoneofthefivedimensionsofagreatworkplace,andscoringhighonthisvariablequalifiesacompanyasaFortunemagazine100BestCompaniestoWorkFor(M.BurchellandJ.Robin,TheGreatWorkplace:HowtoBuildIt,HowtoKeepIt,andWhyItMatters[SanFrancisco:Jossey-Bass,2011],127–154).Pridehasalsobeenpostulatedasaprimaryintrinsicmotivation(e.g.,J.Tracy,TakePride:WhytheDeadliestSinHoldstheSecrettoHumanSuccess[NewYork:HoughtonMifflinHarcourt,2016]).

10.“‘IHaveaDream'LeadsTop100SpeechesoftheCentury,”pressreleasefromtheUniversityofWisconsin,December15,1999,http://www.americanrhetoric.com/top100speechesall.html.SeealsoS.E.LucasandM.J.Medhurst,WordsofaCentury:TheTop100AmericanSpeeches,1900–1999(NewYork:OxfordUniversityPress,2008).

11.Theaudioversionofthe“IHaveaDream”speechcanbedownloadedfromamazon.com:https://www.amazon.com/Have-Dream-Americas-Greatest-Speeches/dp/B005BYUSA2/ref=sr_1_3?s=dmusic&ie=UTF8&qid=1488093384&sr=1-3-mp3-albums-bar-strip-0&keywords=i+have+a+dream.

12.A.M.Carton,“PeopleRememberWhatYouSayWhenYouPaintaPicture,”HarvardBusinessReview,June12,2015,https://hbr.org/2015/06/employees-perform-better-when-they-can-literally-see-what-youre-saying.

13.A.M.Carton,C.Murphy,andJ.R.Clark.“A(Blurry)VisionoftheFuture:HowLeaderRhetoricAboutUltimateGoalsInfluencesPerformance,”AcademyofManagementJournal57,no.6(2014):1544–1570.

14.J.Geary,IIsanOther:TheSecretLifeofMetaphorandHowItShapestheWayWeSeetheWorld(NewYork:HarperCollins,2011),5.

15.V.Lieberman,S.M.Samuels,andL.Ross,“TheNameoftheGame:PredictivePowerofReputationsVersusSituationalLabelsinDeterminingPrisoner'sDilemmaGameMoves,”PersonalityandSocialPsychologyBulletin30(2004):1175–1185.SeealsoY.Benkler,“TheUnselfishGene,”HarvardBusinessReview,July–August2011,78.

16.C.HeathandD.Heath,MadetoStick:WhySomeIdeasSurviveandOthersDie(NewYork:RandomHouse,2007).

17.WearegratefultoTomPearceandReneeHarnessforsharingthisexample.

18.D.T.Hsu,B.J.Sanford,K.K.Meyers,T.M.Love,K.E.Hazlett,H.Wang,L.Ni,S.J.Walker,B.J.Mickey,S.T.Korycinski,R.A.Koeppe,J.K.Crocker,S.A.Langenecker,andJ-K.Zubieta,“Responseoftheμ-OpioidSystemtoSocialRejectionandAcceptance,”MolecularPsychiatry18(2013):1211–1217;alsoseeD.Goleman,SocialIntelligence:TheNewScienceofHumanRelationships(NewYork:Bantam,2006).

19.B.L.Fredrickson,Positivity:GroundbreakingResearchRevealsHowtoEmbracetheHiddenStrengthsofPositiveEmotions,OvercomeNegativity,andThrive(NewYork:Crown,2008).

20.H.S.Friedman,L.M.Prince,R.E.Riggio,andM.R.DiMatteo,“UnderstandingandAssessingNonverbalExpressiveness:TheAffectiveCommunicationTest,”JournalofPersonalityandSocialPsychology39,no.2(1980):333–351;J.Conger,Winning'emOver:ANewModelforManagementintheAgeofPersuasion(NewYork:Simon&Schuster,1998);D.Goleman,R.Boyatzis,andA.McKee,PrimalLeadership:RealizingthePowerofEmotionalIntelligence(Boston:HarvardBusinessSchoolPress,2002);J.Conger,“CharismaticLeadership”inM.G.Rumsey(ed.)TheOxfordHandbookofLeadership(NewYork:OxfordUniversityPress,2013),376–391;and,G.A.Sparks,“CharismaticLeadership:FindingsofanExploratoryInvestigationoftheTechniquesofInfluence,”JournalofBehavioralStudiesinBusiness7(2014):1–11.

21.J.L.McGaugh,MemoryandEmotion(NewYork:ColumbiaUniversityPress,2003),90.SeealsoR.MaxwellandR.Dickman,TheElementsofPersuasion:UseStorytellingtoPitchBetterIdeas,SellFaster,&WinMoreBusiness(NewYork:HarperCollins,2007),especially“StickyStories:Memory,EmotionsandMarkets,”122–150.

22.McGaugh,MemoryandEmotion,93.

23.McGaugh,MemoryandEmotion.

24.D.A.Small,G.Loewenstein,andP.Slovic.“SympathyandCallousness:TheImpactofDeliberativeThoughtonDonationstoIdentifiableandStatisticalVictims,”OrganizationalBehaviorandHumanDecisionProcesses102(2007):143–153.

25.WearegratefultoJohnWangforsharingthisexample.Formoreinformation,seeJ.Udell,“AnUnforgettableLesson,”http://blog.jonudell.net/2010/10/27/an-unforgettable-lesson/.

26.C.HeathandD.Heath,Switch:HowtoChangeThingsWhenChangeIsHard(NewYork:BroadwayBooks,2010),101–123.

27.Formoreonintroversionandleadership,seeS.Cain,Quiet:ThePowerofIntrovertsinaWorldThatCan'tStopTalking(NewYork:BroadwayBooks,2013).

Practice3ChallengetheProcess

Searchforopportunitiesbyseizingtheinitiativeandlookingoutwardforinnovativewaystoimprove.

Experimentandtakerisksbyconsistentlygeneratingsmallwinsandlearningfromexperience.

Chapter7SearchforOpportunitiesWhenAristotleVerdantbecamemarketingprojectmanageratastoragenetworkingcompany,henoticedseriousflawsinthecompany'sprojectmanagementprocess.Projectgoalsandobjectiveswereonlylooselydefined,specificoutcomesfromeachprojectstagewerenotdeliveredontime,andcapitalandhumanresourcesallocationswereroutinelyoverrun.Theresult,hesaid,wasthat“panic,chaos,overtime,andbudgetoverruns”characterizedprojectexecutionthroughoutthecompany.

Intalkingwithhiscounterpartsinotherbusinessunits,Aristotlediscoveredthattheissueswerenotuniquetohisprojects;thesamewerecommontoothers.“Therewereoccasionalmurmursaboutfixingtheprocess,”hesaid,“buttheapathyhadsunkintoodeepforanyonetochangethestatusquoandtakeontheherculeantaskvoluntarily.Idecidedtomeetthechallengewithchange.”Heapproachedcolleagueswhowereequallyfrustratedwiththeprocessandaskedthemtojoinhiminidentifyingthecompany-widefactorsimpedingtheirwork.Thentheywouldneedideasonhowtofixthebrokensystem.“Theproblemswewerefacingcouldnothavebeenuniquetoourcompany,”Aristotlesaid,“sothebestwaytogettheexpertiseweneededwouldbetolookoutsideourorganization.”

Aristotlewenttohisformercompanytoseekadvicefromanex-colleague,whosharedthattheyhadsimilarproblemsinthepastandhadslowlyevolvedtheirprocessestoadoptappropriatebestpractices.Theirteamhadgonethroughspecializedtrainingthathelpedthemcometogetherwithanewprocessthatthecompanynowfollowed.Buoyedbythatinsight,Aristotlewentbacktohismanager,whoadmittedthattheproblemwiththeorganization'sprocesswascompany-wideandagreedtousethedepartment'semployeedevelopmentfundsforspecialtrainingforthemarketingprojectmanagementteam.

“Thetrainingwasveryhelpful,”Aristotlesaid.“Everyonecouldseethat

“Thetrainingwasveryhelpful,”Aristotlesaid.“Everyonecouldseethatadoptingthenewprocesswasgoingtobebeneficialandproductive,allowingustobettermanagetheuncertaintiesthatwefacedinourprojects.”However,beforetheyrolledoutthenewprocesstheyhaddevised,hetoldus,moreworkwasneeded.

Weneededtoexperimentwithitseffectivenessinourenvironment.Theexperimentswouldbringinpracticallearning,allowustocourse-correctasnecessary,andmanagebetterthechangeeffort.Thebestwaytoachievethatinacontrolledenvironmentwastodopilotprojectsthatweresmallinscope.Twoofmycolleagueswillinglyvolunteeredtoparticipateandleadthepilotprojects.Throughthesepilotprojects,wemonitoredtheprogressasweadvancedthroughdifferentstages,identifiedthepitfalls,andusedthesolutionstocontinuouslyfinetunethenewprocessandcustomizeittoourenvironment.

Theoutcomeswereremarkable.“Wefoundthatwecouldconsiderablyreducetheprojectscheduleslippageandcostsby20percent,”Aristotletoldus.“Theresultsraisedthemoraleofeveryoneinvolved.Allofmycolleagueswerenoweagertoadoptthenewprocess.”

Sometimeschallengesfindleaders,andsometimesleadersfindthechallenges;mostoften,it'salittleofeach,asinAristotle'ssituation.WhatAristotledidiswhatallexemplaryleadersdo.Helookedoutward,keepingupwithchangingtrendsandremainingsensitivetoexternalrealities.Hepersuadedotherstotakeseriouslythechallengesandopportunitiesthattheyfaced.Heservedasacatalystforchange,challengingthewaythingsweredoneandconvincingothersthatnewpracticesneededtobeincorporatedtoachievegreaterlevelsofsuccess.

LikeAristotle'sstory,allPersonal-BestLeadershipExperiencecasesareaboutsignificantdeparturesfromthepast,aboutdoingthingsthathaveneverbeendonebefore,aboutgoingtoplacesnotyetdiscovered.Changeistheworkofleaders.Intoday'sworld,business-as-usualthinkingisunacceptable,andexemplaryleadersknowthattheymusttransformthewaythingsaredone.Deliveringresultsbeyondexpectationscan'tbeachievedwithgoodintentions.People,processes,systems,andstrategiesallneedtochange.Inaddition,allchangerequiresthatleadersactivelyseekwaystomakethingsbetter—togrow,innovate,andimprove.

ExemplaryleadersembracethecommitmenttoSearchforOpportunitiestoensurethatextraordinarythingshappen.Theymakesuretheyengageinthesetwoessentials:

Seizetheinitiative

Exerciseoutsight

Sometimesleadersshakethingsup.Othertimes,theyjustharnesstheuncertaintythatsurroundsthem.Regardless,leadersmakethingshappen.Theyactivelyrelyonoutsighttoseekinnovativeideasfrombeyondtheboundariesoffamiliarexperience.

SeizetheInitiativeWhenpeoplerecalltheirPersonal-BestLeadershipExperiences,theyalwaysthinkabouttimesofchallenge,turbulence,andadversity.Why?Becausepersonalandbusinesshardshipshaveawayofmakingpeoplecomefacetofacewithwhotheyareandwhatthey'recapableofbecoming.Theytestpeople.Theytesttheirvalues,desire,aspirations,capabilities,andcapacities.Theyrequireinnovativewaysofdealingwithnovelanddifficultsituations.Theyalsotendtobringoutthebestinpeople.

Meetingnewchallengesalwaysrequiresthingstobedifferentthantheycurrentlyare.Youcan'trespondwiththesameoldsolutions.Youmustchangethestatusquo,whichiswhatpeopledidintheirPersonal-BestLeadershipExperiences.Theymet“challengeswithchange,”asAristotlesoaptlyobservedinhisexperience.

RosabethMossKanter,chairanddirectoroftheHarvardUniversityAdvancedLeadershipInitiative,investigatedthehumanresourcepracticesandorganizationaldesignsofinnovation-producingorganizations,seekingtolearnbothwhatfosteredandwhathinderedinnovationincorporations.Ourstudiesandhersweredoneindependentlyofeachother,indifferentregionsandperiodsintime.Wewerestudyingleadership,andshewasstudyinginnovation.Yet,wereachedsimilarconclusions:leadershipisinextricablyconnectedwiththeprocessofinnovation,ofbringingnewideas,methods,orsolutionsintouse.AsRosabethexplained,innovationmeanschange,and“changerequiresleadership...a‘primemover'topushforimplementationofstrategicdecisions.”1Hercasesandoursareevidenceofthat.

Wedidn'taskpeopletotellusaboutchange.Theycouldreviewanyleadershipexperience.Whatpeoplechosetodiscusswerethechangestheymadeinresponsetothechallengestheyfaced.Theirelectingtotalkabouttimesofchangeunderscoresthefactthatleadershipdemandsalteringthebusiness-as-usualenvironment.Thereisaclearconnectionbetweenchallengeandchange;andthere'saclearconnectionbetweenchallengeandbeinganeffectiveleader.Themorefrequentlypeopleseetheirleader“searchingoutsidetheformalboundariesofhisorherorganizationforinnovativewaystoimprove,”themorestronglytheyagreethattheirleaderiseffective.Similarly,asFigure7.1illustrates,theeffectivenessratingsofleadersincreasesthemoretheirdirectreportsobservethemactivelysearchingforinnovativewaystoimprove.

Figure7.1LeadersAreSeenbyDirectReportsasMoreEffectiveWhenTheyTakeInitiative

Thestudyofleadershipisthestudyofhowmenandwomenguideothersthroughadversity,uncertainty,andothersignificantchallenges.It'sthestudyofpeoplewhotriumphagainstoverwhelmingodds,whotakeinitiativewhenthereisinertia,whoconfronttheestablishedorder,whomobilizeindividualsandinstitutionsinthefaceofstiffresistance.It'salsothestudyofhowpeople,intimesofconstancyandcomplacency,activelyseektodisturbthestatusquoandawakenotherstonewpossibilities.Leadership,challenge,andseizingtheinitiativearelinkedtogether.Humdrumsituationssimplyaren'tassociatedwithaward-winningperformances.

That'stheattitudethatRobinDonahuebroughttothequalityengineeringteamataglobalhealthcarecompanywhentacklingnumerousnonconformanceissuesintheirproducts.Whilethegeneralareatobeimprovedhadbeendefined,thewaytheyweregoingtoreducenonconformancerates,witha20percenttarget,wascompletelyuptothem.Owningthisobjective,sheandhercolleaguesfelttheycouldchallengeallpartsoftheirexistingsystems,buttheyrealizedthatthiswouldbeinsufficient,andthey'dhaveto,inRobin'swords,“thinkoutsidethebox,nottakeanyexistingsitepracticeassetinstone,andexperimentwithnewideas.”Theybeganbybrainstorming“whatwouldwechangeifanythingwaspossible.”Theyfollowedthisupbybenchmarkingwithothersites,bothinsideandoutsidetheirorganization,withtheaimofgainingnewperspectivesonsuchissues.Byyear'send,theyreducedthenumberofnoncompliancereportsby

issues.Byyear'send,theyreducedthenumberofnoncompliancereportsbynearlytripletheirinitialobjective.Robinfeltthatbeingproactive,lookingforthingsthatcouldbeimproved,andbeingwillingtolookaround(bothinternallyandexternally)forideas“fosteredacultureofinquisitiveness,innovation,andlearning.”

ThisexperienceremindedRobinthatchangeisthebusinessofleaders.“Havingregulationsdoesn'tmeanyoucan'tmakechanges,”shesaid.“Therearealwayswaystoimprovetheprocess,andyoushouldtakethem.”Thelessonforleadersisthatyoucan'tsimplygothroughthemotionswhenitcomestodoingyourjob.Evenifyou'reontherighttrack,you'relikelytoberunoverifyoujustsitthere.Todoyourbestasaleader,youmustseizetheinitiativetochangethewaythingsare.

MakeSomethingHappenBeinghighperformingnecessarilymeansworkingbeyondyourjobdescriptionandseeingopportunitieswhereothersdon't.Forexample,somestandardpractices,policies,andproceduresarecriticaltoproductivityandqualityassurance.However,manyaresimplymattersoftradition,asEmilyTaylor,workinginclientservicesforaEuropeanglobalfinancialservicesfirm,relatedinherPersonal-BestLeadershipExperience:

Iwitnessedhowahardworkingandreasonablepersonlikemymanagercouldbecomesoentrenchedinacertainwayofdoingthingsthathefounditdifficulttoseeobviousdeficienciesorlookahead.Hecouldnotsee,ordidnotwanttosee,howinefficientthecurrentsystemwas,andhowdisastrousthemanualwayofdoingthingswouldhavebeengoingforward.

Thisinsighthelpedmeappreciatehowimportantitisforleaderstobeconstantlyonthelookoutforopportunitiesforimprovement,toidentifyandchallengesystemsthatarenotworkingwell,andfosteranenvironmentwhereeveryoneisopentosharingnewideas.

AsEmilyreflected,newjobsandnewassignmentsareidealopportunitiesforaskingprobingquestionsandchallengingthewayyoudothings.Theyarethetimeswhenyou'reexpectedtoask,“Whydowedothis?”However,don'tjustaskthiswhenyou'renewtothejob.Makeitaroutinepartofyourleadership.Askquestionsthattestpeople'sassumptions,stimulatedifferentwaysofthinking,andopennewavenuestoexplore.Askingquestionsishowyou'llcontinuouslyuncoverneededimprovements,fosteringinnovation.Studiesofbusinessbreakthroughsfindthattheyoftenoriginatedfromsomeoneasking

questionsaboutwhyaproblemexistedandhowtotackleit.2Beproactiveinaskingquestionsthattestpeople'sassumptions,stimulatedifferentwaysofthinking,andopennewavenuestoexplore.Researchclearlyshowsthatmanagersratedhighinproactivityareassessedbytheirimmediatemanagersasmoreeffectiveleaders.3Co-workerswhoevaluatetheirpeersasbeinghighonproactivityalsoconsiderthemtobebetterleaders.4Similarresultsabouttheconnectionbetweenproactivityandperformancehavebeenfoundamongentrepreneurs,administrativestaff,andevencollegestudentssearchingforjobs.Proactivityconsistentlyproducesbetterresultsthanreactivityorinactivity.5Usingcross-culturalsamples,we'vefoundthatproactivemanagersscorehigherthanaverageontheleadershippracticeofChallengetheProcess,andthisinclinationisindependentofbothgenderandnationalculture.6Peopleperformbetterwhentheytakechargeofchange.Asissaidinbasketball,onehundredpercentoftheshotsyoudon'ttakedon'tevergointhehoop.

Leaderswanttomakesomethinghappen,andareoftenfrustratedbythe“ifitain'tbroke,don'tfixit”mentality.Theyearntherespectofthepeoplearoundthemwhentheyquestionthestatusquo,comeupwithinnovativeideas,followthroughwiththechangestheysuggest,getfeedback,understandtheirmistakes,andlearnfromfailures.TheimportanceoftakinginitiativewasMarinaIatomase'slessonwhenshetookonaverybroadassignmentuponjoiningHP'sglobalbusinessservicesfinancegroup.Herteam,shesaid,“sawmeasanadvocatewhowasworkingtosimplifytheirlivesandmaketheirjobsalittleeasier,whilemybosssawmydesiretoimprovethecurrentstateofaffairseveninthefaceofadversity.Evenastheyoungestandthenewestadditiontomyteam,Iwasabletostepupasaleaderandmakeadifference.”

Leadersdon'twaitforpermissionorspecificinstructionsbeforejumpingin.Theymakesomethinghappenwhentheynoticewhatisn'tworking,createasolutionfortheproblem,gainbuy-infromconstituents,andimplementthedesiredoutcome.Forexample,Starbucks'sFrappuccinocametomarketbecauseonedistrictmanager,DinaCampion,wasfrustratedthathercustomersweregoingtocompetitors'storesforcoldblendeddrinks.Starbucksdidn'toffertheproduct,andcorporatedeclinedmanyrequestsforthedrink.Dina,however,sawanopportunityandwaseagertoexperimentwithit.ShepersuadedacolleagueinretailoperationsinSeattletochampionhercause,andheboughtherablendertoexperimentwithformulationsofthedrink.Theydidn'taskforpermission;theyjusttooktheinitiative,madetheproductinoneofDina'sstores,andtesteditwithhercustomers.Asmoreandmorepeoplerequestedtheproduct,the

companyendedupbeingpersuadedtoinvestinthedrink,andafterseveraltrials,broughtittothelargermarket.Frappuccinobecamethemostsuccessfulnewlaunchinthecompany'shistory.7

EncourageInitiativeinOthersChangerequiresleadershipandeveryperson,downtothemostjuniormemberoftheorganization,candriveinnovationandimprovementsinateam'sprocesses.JohnWang,aproductmanageratVisa,learnedtheimportanceofthisprincipleathisfirstjobaftercollege.Hismanagerfosteredanatmospherethatsupportedexperimentationandinnovation,whichallowedJohnandotherstofindwaystheycouldimproveexistingprocessesandcompletetheirassignmentsfasterandmoreefficiently.Onesuchareawastheweeklybackupprocessforthegroup'smainfileserver,whichwascreatingbacklogsbecauseitwasantiquated.Johnandhiscolleaguestooktheinitiativetoresearchvariousalternativesandrecommendedaquiteexpensivereplacementtotheirmanager.

Theirmanagerwasverypleasedthattheyhadfoundawaytoimprovethebackupprocessandmentionedtheirdiscoverytohismanager,whoalsoapplaudedtheirinitiative.“Thisencouragement,”Johnrecalled,“gaveusclear,positivefeedback,andthecouragetofindothersuggestionsoverthenextfewyearstoimproveourdepartmentalprocesses.Indeed,thisepisodegaveeveryonetheclearsignalthatsuggestionsweretrulywelcomed.”ThelessonthatJohntooktoheartisonethatleadersdeeplyappreciate:givingeveryoneontheteamtheopportunitytotakeinitiativecanresultinunexpectedpositivechanges.Johnsays,“ThisisaprinciplethatIhavetriedtoimplementinmyownlife:givingpeopleIworkwithachancetodothingsdifferentlythanIwould.”

AzmeenaZaverihadseenhowtradition,alongwithdailypressuresanddemandsinthecorporateworkplace,coulddiminishinnovationandresponsivenesstonewideas,andadmittedhoweasyitwastofallintothissametrapwhensheworkedwithagroupofvolunteersforalocalcommunitycenterinNorthernCalifornia.Sherealizedthatshehadbecomepreoccupiedwithlogisticalandclericaltasks,“makingsurethattheincreasinglymonotonousactivitiesweredonecorrectlyandpredictably,”andthatshehadnotbeensufficientlyopentonewwaysofthinking.

Tobreakoutofthispattern,shecreatedanewforumthatmetaftereveryeventtobrainstormonhowtheycoulddothingsbetterforthenextevent.Intheseforums,sheinvitedtheteamtogivetheiropinionsandsuggestionsfortheimprovementoftheirprogramandencouragedthemtosharewhattheymighthavereadaboutorexperiencedatotherevents.Shealsocreatedadigitaldiary

havereadaboutorexperiencedatotherevents.Shealsocreatedadigitaldiaryfortheteamtopitchnewideas,getintothedetailsoftheonestheydecidedtotryout,andgeneratealogofwhatthey'velearnedfromthoseexperiences.Azmeenaandherteamunderstandthatnoteverythingwillbesuccessful,but,asshesays,“tryingnewthingswasnecessaryfortheprogramtoimproveandstayrelevantwithever-changingtimes.”

Leadersseizetheinitiativethemselvesandencourageinitiativeinothers.Theywantpeopletospeakup,offersuggestionsforimprovement,andbestraightforwardabouttheirconstructivecriticism.Themorefrequentlydirectreportsindicatedtheirleaders“challengepeopletotryoutnewandinnovativewaystodotheirwork,”thestrongerweretheirfeelingsofaccomplishmentandbeliefthattheyweremakingadifference.Theirresponsestothequestion“Wouldyouworkharderandforlongerhoursifthejobdemandedit?”tieddirectlytotheextentthattheyfelttheirleadersprovidedthemwiththeopportunitytotakeinitiative,asillustratedinFigure7.2.

Figure7.2ChallengingDirectReportstoTryOutNewandInnovativeWaystoDoTheirWorkIncreasesTheir“WillingnesstoWorkHard”

Empiricalanalysesweresimilarwhendirectreportsassessedhowfrequentlytheyobservedtheirleadersdoingthesamethemselves—thatis,“seekingoutchallengingopportunitiesthattesthisorherownskillsandabilities.”Thelevelsofcommitment,motivation,andproductivityonthepartofdirectreports

increasedproportionallytohowfrequentlytheyindicatedtheirownleaderschallengedthemselves,asdidtheirevaluationsoftheirleader'seffectiveness.

Youcancreateconditionssothatyourconstituentswillbereadyandwillingtoseizetheinitiativeintumultuousaswellastranquiltimes.First,generateacan-doattitudebyprovidingopportunitiesforpeopletogainmasteryonataskonestepatatime.Trainingiscrucialtobuildingpeople'sabilityandtheirconfidencethattheycaneffectivelyrespondtoandimprovethedifficultsituationstheyface.Inaddition,findwaysforpeopletostretchthemselves.Setthebarincrementallyhigher,butatalevelatwhichpeoplefeeltheycansucceed.Raiseittoohigh,andpeoplewillfail;iftheyfailtoooften,they'llquittrying.Raisethebarabitatatime,andasmoreandmorepeopleeventuallymasterthesituationandbuildtheself-confidencetocontinue,movethebarupward.

Youcanalsofosterinitiativebyprovidingaccesstorolemodels,especiallyamongpeers,whoaresuccessfulatmeetingchallenges.Ourdatashowsthatthemorepeopleobservetheirleadersasrolemodelsfortakinginitiative,testingskillsandabilities,andlearningfromexperience,themorefavorablytheyfeelabouttheirworkplaces.Byobservingexemplarybehaviors,peoplecangaininsightsintothedynamicnatureoftheskilltheyaretryingtoacquire.Positiverolemodelsarenecessarybecauseitisimpossibleforanyonetoexcelbaseduponanegative.Youcanonlyexceltoapositiveexample.Youcanknowonehundredthingsnottodo,butifyoudon'tknowevenonethingtodo,thenyoucan'tperformverywellatthetask.Getpeopletofocusononeortwoskillstheymostwanttolearnandlookforanindividualwho'sgoodatthemtolearnfromandemulate.Connectpeoplewithrolemodelsfromwhomtheycanstartlearning,andhelpthemtakethenextstepsofcreatingamentalpictureofperformingthatsameskillthemselvesandinternalizingwhyitisimportanttodevelopthatcompetency.

ChallengewithPurposePurposeisatremendouslypowerfulsourceofmotivation,andpeoplecannotpersevereforverylongwithoutit.8Consequently,leadersdon'tchallengesimplyforchallenge'ssake.It'snotaboutshakingthingsupjusttokeeppeopleontheirtoes.Individualswhosimplycomplainabouthowthingsaregoing,grumbleaboutwhat'snotworkingwell,criticizenewthoughtsandthinking,orpointoutproblemswiththeideasofotherswithoutofferingalternativesarenotchallengingtheprocessnorleading.Exemplaryleaderschallengeformeaning'ssakeandwithadrivetotakeactionsforthebetter.Leaderschallenge,usually

withgreatpassion,becausetheywantpeopletolivebetterlives.Theyferventlybelievethatthelivesofalltheirstakeholderswillbebetterwhenprocesses,products,services,systems,andrelationshipsarecontinuouslyimproved.Buttobefullyengagedinthechallenge,peopleneedtoknowwhy.Meaningfulnessthriveswhenpeopleunderstandthepurposeoftheirorganizationandtheworktheydo.

Thestrongestmotivationtodealwithchallengeandtheuncertaintiesoflifeandworkcomesfrominsideofpeople,andnottheoutside.Itdoesn'ttypicallycomefromsomethingthatothersholdoutinfrontassomekindofcarrotorstick.9Theevidencefromourresearch,andfromstudiesbymanyothers,demonstratesthatifpeoplearegoingtodotheirbestwhenchallenged,theymustbeinternallymotivated.Theirtasksorprojectsmustbeintrinsicallyengaging.Researchershavechallengedtheassumptionthatgivingpeoplemoremoney(forexample,providingorincreasingfinancialincentives)significantlyimprovesperformance.Currentthinkingisthatcontingentrewards(forinstance,payforperformance)maybealosingproposition.10Studiesprovideconvincingevidencethatrelianceonextrinsicmotivatorscanactuallylowerperformanceandcreateacultureofdivisivenessandselfishness,preciselybecauseitdiminishesaninnersenseofpurpose.11Whenitcomestoexcellence,it'sdefinitelynot“Whatgetsrewardedgetsdone”;it's“Whatisrewardinggetsdone.”

Youcanneverpaypeopleenoughtocare'tocareabouttheirproducts,services,communities,families,oreventhebottomline.Afterall,whydopeoplepushtheirownlimitstogetextraordinarythingsdone?And,forthatmatter,whydopeopledosomanythingsfornothing?Whydotheyvolunteertoputoutfires,raisemoneyforworthycauses,orhelpchildreninneed?Whydotheyrisktheircareerstostartanewbusinessorrisktheirsecuritytochangethesocialcondition?Whydotheyrisktheirlivestosaveothersordefendliberty?Howdopeoplefindsatisfactionineffortsthatdon'tpayalotofmoney,options,perks,orprestige?Extrinsicrewardscertainlycan'texplaintheseactions.Leaderstapintopeople'sheartsandminds,notmerelytheirhandsandwallets.

ArleneBlumknowsfirsthandtheimportanceofchallengingwithpurpose.Arlene,whoearnedadoctorateinbiophysicalchemistry,hasspentmostofheradultlifeclimbingmountains.She'scompletedmorethanthreehundredsuccessfulascents.Hermostsignificantchallenge—andtheoneforwhichsheisbestknown—wasnotthehighestmountainshe'deverclimbed.Itwasthechallengeofleadingthefirstall-womanteamupAnnapurnaI,thetenth-highestmountainintheworld.“Thequestioneveryoneasksmountainclimbersis‘Why?'”Arleneexplains,

‘Why?'”Arleneexplains,

andwhentheylearnaboutthelengthyanddifficultpreparationinvolved,theyaskitevenmoreinsistently.Forus,theanswerwasmuchmorethan“becauseitisthere.”Weallhadexperiencedtheexhilaration,thejoy,andthewarmcamaraderieoftheheights,andnowwewereonourwaytoanultimateobjectiveforaclimber—theworld'stenth-highestpeak.Butaswomen,wefacedachallengeevengreaterthanthemountain.Wehadtobelieveinourselvesenoughtomaketheattemptinspiteofsocialconventionandtwohundredyearsofclimbinghistoryinwhichwomenwereusuallyrelegatedtothesidelines.12

Arlenemaintainsthatpassionisthedividinglinethatseparatesthosewhomakeasuccessfulascentfromthosewhodon't:“Aslongasyoubelievewhatyou'redoingismeaningful,youcancutthroughfearandexhaustionandtakethenextstep.”13

Passionateandpurposefulleadershipisparticularlyimportantintimesofhighuncertainty.Whenriskandcomplexityincrease,peopleareingreaterneedofdirectionandguidancethanwhentimesaresaferandsimpler.Peopleneedareasontokeeponclimbing,tokeeponstriving,tokeeponstruggling.Thatreasonneedstobemorethanashort-termreward.Itneedstobesomethingmoresustaining.Whenchallengingpeopletogrow,innovate,andimprove,explainhowitwillbenefittheircolleagues,theircustomers,theirfamilies,andtheircommunities.Connectthechallengetothegreatergood.Givethemareasontocare.

ExerciseOutsightOnavisittotheruggedcoastofNorthernCalifornia,wecameacrossimportantadviceforleaders.PrintedatthetopofapamphletdescribingastretchofthePacificOceanwasthiswarning:“Neverturnyourbackontheocean.”Thereasonthatyoucan'tturnandlookinland,tocatchaviewofthetown,isbecausearoguewavemaycomealongwhenyourbackisturnedandsweepyououttosea,asmanyanunsuspectingtravelerhasdiscovered.Thiswarningholdssoundadvicefortravelersandleadersalike.Whenyoutakeyoureyesofftheexternalrealities,turninginwardtoadmirethebeautyofyourownorganization,theswirlingwatersofchangemaysweepyouaway.

Sotoowithinnovation:youmustalwaysscantheexternalrealities.Innovationrequirestheuseofoutsight.Thesiblingofinsight(theabilitytoapprehendtheinnernatureofthings),outsight(theawarenessandunderstandingofoutsideforces)comesthroughopenness.That'sbecauseresearchersfindthatinnovationscomefromjustaboutanywhere.14AccordingtoaglobalstudyofCEOs,themostsignificantsourcesofinnovativeideasarediscoveredoutsidetheorganization.15Sometimesideascomefromcustomers,sometimesfromleadusers,sometimesfromsuppliers,sometimesfrombusinesspartners,andsometimesfromtheR&Dlabsofotherorganizations.

Leadersmustalwaysbeactivelylookingforthefuzziestsignsandintentlylisteningtotheweakestsignalstoanticipatetheemergenceofsomethingnewoverthehorizon.It'sbykeepingthedoorsopentothepassageofideasandinformationthatyoubecomeknowledgeableaboutwhatisgoingonaroundyou.Insightwithoutoutsightislikeseeingwithblinderson;youjustcan'tgetacompletepicture.

LookOutsideofYourExperienceAnneWong,directorofdigitalmarketingatIllumio,hasalwaysbeenopenandinsatiablycuriousaboutwhat'sgoingonaroundher.She'sknownforaskinglotsofquestions.Oneofherdirectreportsdescribedheras“unrelentinginherquestionsuntilshecompletelyunderstandswhateverisbeingdiscussed.”16Animportantrationalefordoingso,Annesays,“isalwaystryingtoclearlyunderstandsituationsfromotherpeople'sperspectives.”

Researchers,inshadowingseniorexecutives,discoveredthatthemostsuccessful

oneswerenotwaitingforinformationtocometothem,butwereoutandaboutmakingthemselvesknowledgeablesothattheycouldunderstandwhattodonext.17Forexample,theywerecheckingthemorningnews,droppingbytheircolleagues'officesforaquickcatch-up,walkingthehallwaysorplantsite,goingtothecafeteriaforcoffeeorlunchwithpeers,participatingininformalgatheringsandcelebrations,attendingtrainingprogramsandconferences,andsoon.Oneoftheirmainpreoccupations“wasstayingontopofwhatwashappeningwithinandaround[our]organizations.”Theywerevigilantinmakingsuretheydidn'tfindthemselvesinthepositionofaskingafterthefact:“Howcouldthishappenwithoutmeknowing?”

Leadingbywanderingabout,andaskingquestions,notonlyallowsleaderstolookoutsideoftheirexperiencesbutalsopromotesexternalandinternaldialogueaboutfindinginnovativeopportunities.Italsostronglyinfluencestheprideandloyaltypeopleexperienceabouttheirorganizations,andtheirwillingnesstotakethatextrasteptomaketheirprojectsmostsuccessful.Forexample,ourdatarevealsthatthemorepeopleobservethattheirleader“activelysearchesforinnovativewaystoimprovewhatwedo”thegreatertheextenttheyfeeltheyaremakingadifferenceintheworktheydo.

Studiesintohowthebrainprocessesinformationsuggestthattoseethingsdifferentlyandhencecreatively,youneedtobombardyourbrainwithstuffithasneverencountered.Thiskindofnoveltyisvital,accordingtoEmoryUniversityneuroscientistGregoryBerns,becausethebrain,evolvedforefficiency,routinelytakesperceptualshortcutstosaveenergy.Onlybyforcingyourselftobreakfreeofpreexistingviewscanyougetyourbraintorecategorizeinformation.Movingbeyondhabitualthinkingpatternsisthestartingpointtoimaginingnovelalternatives.18

Becausethehumanmindissurprisinglyadroitatsupportingitsdeep-seatedwaysofviewingtheworldwhilesiftingoutevidencetothecontrary,McKinsey&Companyresearcherssuggestthatdirectpersonalexperienceistheantidote:“Seeingandexperiencingsomethingfirsthandcanshakepeopleupinwaysthatabstractdiscussionsaroundconferenceroomtablescan't.It'sthereforeextremelybeneficialtostartcreativity-buildingexercisesorideagenerationeffortsoutsidetheofficebyengineeringpersonalexperiencesthatdirectlyconfronttheparticipants'implicitorexplicitassumptions.”19It'sbeensaidthatunderstandingwhat'sgoingonaroundyoucan'tverywellbedonebysimplysittingbehindyourdeskintheoffice.

CourtneyBallaghcametothisrealizationwhensheworkedasanassistantmanagerinaretailstorewherethesalesteamhadfallenintoarutandwasnot

managerinaretailstorewherethesalesteamhadfallenintoarutandwasnotmakingitsnumbers.Inretailing,asinmanyorganizations,peopleoftensticktoonetacticthatworksforthemuntilforcedtochangeit.Thestorewasperformingwell,sherecounted,

untilonedaythetacticswewereusingtosellourproductbecameinefficient.Noonecouldthinkofideastobringtothetabletochangeourstyle,soIhadeachassociatepicktwoorthreestoresinthemalltoobserve.Iwantedtoinspireandchallengetheteambygettingthemtopaycloseattentiontohowthoseassociatesweresellingtheirproductsandbringbacknewideastosharetogether.TheywenteverywherefromGap,amid-levelnonaggressivebrandfocusedoncustomersatisfaction,toLouisVuitton,acommission-basedluxuryretailerthatisallaboutmakingthesale.Oncetheyallcamebackandsharedtheinformationtheyhadgathered,theywereabletothinkoutsidetheboxandseethatwhatmakesotherpeoplesuccessfulcanworkforthem,too.Thesenewsellingtechniqueshelpedourteambreakoutoftheirrutandgetbackontrack.

AsCourtneywentontoexplain:“Ifyouonlyspeaktothosearoundyouanddonotgooutofyourwaytoseenewperspectives,youwillnevercomeupwithanythingnew.Newthingsarechallengingandexciting,andittakesgoingoutofyourcomfortzonetoseethat.”

Leadersunderstandthatinnovationrequiresmorelisteningandgreatercommunicationthanroutineworkdoes.Successfulinnovationsdon'tspringfromthefifty-secondflooroftheheadquartersbuildingorthebackofficesofCityHall.Youneedtoestablishrelationships,network,makeconnections,andbeoutandabout.TheneedtostayintouchwiththeworldaroundyouwaspreciselyPriyaSaudagaran'sexperienceatanonprofitfirmimplementingwaterpurificationsystemsforruralareaswithinIndia.Shewasdistressedtolearnaboutadecisionbyseniormanagementtoshutdownaparticulartreatmentsystem,deprivingthelocalvillagersofaccesstocleanwater.Whilesheappreciatedthecompany'sfinancialdecision,Priyafeltthiswasn'tconsistentwiththecompany'smission.Shewenttohersupervisorandaskedforthechancetotalktothevillagersdirectlytofindoutwhypeoplewerenotbuyingthewater.Shealsostartedlookingoutsidethefourwallsofherorganization,researchinghowcompetitorswereaddressingsimilarbusinesssituationsandspeakingwithothercomparablenonprofitorganizations.

Priyawentoutoftheofficeandintothefield,wantingto“knowwhattheproblemisratherthanstickingtothetraditionalwayofshuttingdownabusinessifitisnotdoingwellforanextendedperiodoftime.”Asaresultofherfindings

ifitisnotdoingwellforanextendedperiodoftime.”Asaresultofherfindingsandanalyses,theyeventuallygotmorecommunityinvolvement,tweakedtheirbusinessmodel,andwithintwelvemonthsmadeitaprofitableunit;subsequentlythismodelwascopiedintovariousotherlocales.Herexperienceprovidestestimonytotheimportanceoflisteningtoandpromotingdiverseperspectives.

ListentoandPromoteDiversePerspectivesDemandforchangewillcomefrombothinsideandoutsideyourorganization.Ifeverythingwasworkingperfectly,thenperhapstheremightnotbeanyurgencytodothingsdifferently.Butthetruthisthatifaspirationsaretogetorbebetter,thensomethingsaregoingtohavetochange,evenbeforetheyarebroken.Standardoperatingpractices(SOPs)keepthingsgoingthewaytheyarebutareoftennotwellsuitedfordealingwithturbulence,uncertainty,ormandatesforbetterresults.

InthebeginningofhiscareerasafinancialanalystforWellsFargoBank,LuisZaveletatoldusabouthowtheytrainedhiminthestandardoperatingprocedures,whichhewasexpectedtofollowwithinthedepartment.Someofhisdutiesdealtwithdaily,weekly,andmonthlyreportsthatweresuitedfortheuseofSOP,“buttherestofmydutiesinvolvedmorecreativethinking.”Whenthenumberofchallengingassignmentsincreased,however,hefoundithardertojustifytheuseofthecompanySOP.

AsIgainedexperienceanddevelopedmoremanagerialskillsonthejob,Ibegantoquestionthewaytheworkwasbeingdone.IstartedbyaskingthemoreexperiencedworkersandmymanagerthereasonbehindtheusageoftheSOPtosolveeveryproblemwithinthedepartment.IsoonlearnedthereasonoftheheavyusageofSOPswasnoneotherthanthelackofalternatives.EveryemployeeinthelasttenyearswastaughthowtodotheirjobswiththeuseoftheSOPandnobodyeverthoughttoupdateitorevenuseadifferentmethodsolveaproblem.

Whenanewchallengepresenteditself,LuishadtochoosebetweenfollowingthesameinefficientSOPorchallengingtheestablisheddepartmentalprocesses.WhileLuisfelt“aleaderneedstobebraveenoughtogoagainstthetideinordertoimproveaprocess,”healsorealizedthatleadersneededtoknowthelimitationsoftheirknowledgeandbeopentoexploringanyideasthatcometothem.SoLuisinterviewedco-workers,managersfromdifferentdepartments,andafewdirectorstogettheirinput.Thebestadvice,hesaid,camefromanunlikelysource,aco-workerwhoatthetimewasworkingasatellerforoneof

unlikelysource,aco-workerwhoatthetimewasworkingasatellerforoneofthelocalbranches.“Knowingthatideascancomefromanybodyallowsaleadernevertomissanopportunityforinnovation,”Luistoldus.“Inmyexample,IaskedeverybodywithinthecompanyaboutovercomingmychallengeandIwasopenandreceptivetoideasfromoutsidemydepartment.”

ThereceptivitytonewideasthatLuisdemonstratedisanecessaryskillforleaderstoembraceiftheyaretochallengetheprocesseffectively.Youneedtoappreciatethatonepersonmayhaveavalidpointofviewaboutaproblem,butindividualsfromdifferentbackgroundscancomeupwithdiverseviewsonthesameproblem.Theextrainformationandperspectivescanhelpyouformulatebetteranswersandimproveoutdatedsystems.Successfulleadersneedtoencouragethesharingofinformationfromallstakeholders,tobereceptivetodifferentideasnomatterthesource,andtousethecollectiveknowledgetocomeupwithaneffectivesolutiontoanychallenge.

Researchersfindthatunlesspeopleactivelyencourageexternalcommunicationandseekdiversepointsofview,theytendtointeractwithoutsiderslessandlessfrequently,andnewideasarecutoff.Classicresearchstudiesexaminedtherelationshipsbetweenhowlongpeoplehadbeenworkingtogetherinaspecificprojectareaandthreetypesofinterpersonaloralcommunication(intraproject,organizational,andprofessionalcommunication)atvariousstagesofthegroups'existence.Theyalsoexaminedthetechnicalperformanceofeachgroupasmeasuredbydepartmentmanagersandlaboratorydirectors.20

Theyfoundthathigher-performinggroupshadsignificantlymorecommunicationwithpeopleoutsidetheirlabs,whetherwithorganizationalunits,suchasmarketingandmanufacturing,orwithoutsideprofessionalassociations.Intriguingly,thegroupsthathadbeentogetherforthelongesttimereportedlowerlevelsofcommunicationinallthreeareas.They“weresignificantlymoreisolatedfromexternalsourcesofnewideasandtechnologicaladvancesandfrominformationwithinotherorganizationaldivisions.”21Thelong-livedteamscutthemselvesofffromthekindofinformationtheyneededthemosttocomeupwithnewideas,andthusreducedtheirperformanceovertime.They'dbeentogethersolong,itappears,thattheyfelttheydidn'tneedtotalktooutsiders;theywerecontenttospeakjusttoeachother.

Oneofthereasonsthatpeopleareoftenafraidtoaskaroundforadviceandinputfromothersisbecausetheyperceivethatdoingsomeans,oratleastimplies,thatthey'reincompetent,thattheydon'tknowsomethingthattheyshouldalreadyknow.However,studieshaveshownthatthisfearismisplaced.Peopleperceive

thosewhoseekadviceasmorecompetentthanthosewhodonotseekadviceandthisbeliefisevenstrongerwhenthetaskisdifficultthanwhenitiseasy.22Youcanenhancepeople'sopinionsaboutyourcompetencebyaskingquestionsandseekingadvicefrompeoplewhoknowwhattheyaretalkingabout.Foronething,doingsomakesthatotherpersonfeelaffirmed.Consequently,whenyouhaveaparticularlyperplexingproblem,don'thesitatetotalkaboutitwithsomeonewhohasdealtwithsimilarsituations.Thereisagoodchancetheywillthinkmoreofyouafterward.

Onewaytoopenyourselfuptonewinformationisbytakingonmultipleperspectives.Whatcanyoudototakeamoreexpansiveviewofyourpresentcircumstances?Researchershavesuggestedthreeapproaches:23

Taketheperspectiveofsomeonewhofrustratesorirritatesyou,andconsiderwhatthatpersonmighthavetoteachyou.

Listentowhatotherpeoplehavetosay;thatis,listentolearnratherthantonecessarilychangetheirperspective.

Seekouttheopinionsofpeoplebeyondyourcomfortzone,folksyoudon'ttypicallytalkwith.

Askingquestionsandseekingtheadviceofothersnaturallyleadstoknowledgesharingacrossanorganization.Thisinquisitivenessalsostrengthensinterpersonalrelationships.Itisimperativethatyoulistentotheworldoutside,andaskgoodquestions.Youneverknowwhereagreatideawillcomefrom,whichmeansthatyouneedtoacquireanattitudeoftreatingeveryjobasanadventure.

TreatEveryJobasanAdventureWhenweaskedpeopletotelluswhoinitiatedtheprojectsthattheyselectedindescribingtheirPersonal-BestLeadershipExperiences,weassumedthatthemajoritywouldnamethemselves.That'snotwhatwefound.Someoneotherthantheleader—usuallytheperson'simmediatemanager—initiatedmorethanhalfthecases.Atfirst,thiscaughtusbysurprise,untilwerealizedthatmuchoftheworkthatpeopledoisassignedtothem.That'sjustafactoforganizationallife;fewgettostartanythingtheydofromscratch.Consequently,whethertheprojectisself-initiatedorassignedisnottheimportantvariable.Whatmakesthedifferenceishowtheindividualsonthereceivingendviewtheassignment.Theycouldseeitasjustanotherjob—atasktocomplete—ortheycouldseeitasanadventure—apossibilityofmakingsomethingextraordinaryhappen.Hands-down,exemplaryleaderschooseadventure.

down,exemplaryleaderschooseadventure.

Stuffhappensinorganizationsandinpeople'slives.It'snotcriticalwhetheryoufindthechallenges,ortheyfindyou.Whatisimportantarethechoicesyoumake.What'simportantisthepurposeyoufindforchallengingthewaythingsare.Thequestionisthis:Whenopportunityknocks,areyouprepared?Areyoureadytoopenthedoor,gooutside,andpursueanopportunity?WhenClayAlmsteppedintoasenioroperationsleadershiprolewithOneRentInc.,aseriesofmini-crisesconfrontedhim.Atonepoint,hegotquitefrustratedwithresponsesfromhiscounterpartinsales,whokeptsayingthatitwasn'tanoperationsproblem.Clayrealizedthatheneededtoapproachtheproblemfromadifferentperspectiveinordertogettheattentionofthesalesteam,andhesetaboutinitiatingseveralstrategies.Claytoldusthathe“learnedthatyouwilllikelygetshotdownwhenyoubringforthaproposaltochangethestatusquo,andyouwilllikelybedeniedmorethanonce.However,goodleadersdonotgiveupwhenconfrontedwithadversity;theymeetthatadversitywithalternativesolutions,anddonotstopputtingforthadditionalsolutionsuntilthatadversityisovercome.”

Evenifyou'vebeeninyourjobforyears,treattodayasifitwereyourfirstday.Askyourself,“IfIwerejuststartingthisjob,whatwouldIdo?”Begindoingthosethingsnow.Alwaysstayalerttowaystoimproveyourorganization.Identifythoseprojectsthatyou'vealwayswantedtoundertakebutneverhave.Askyourteammemberstodothesame.

Beanadventurer,anexplorer.Whereinyourorganizationhaveyounotbeen?Whereinthecommunitiesthatyouservehaveyounotbeen?Makeaplantoexplorethoseplaces.Takeafieldtriptoafactory,awarehouse,adistributioncenter,oraretailstore.Visitwithpeopleinafunction,department,location,orevenclientbasethatintriguesyou.

Youdon'thavetobeatthetopoftheorganizationtolearnaboutwhat'sgoingonaroundyou.Beonthelookoutfornewideas,whereveryouare.Ifyou'reseriousaboutpromotinginnovationandgettingotherstolistentopeopleoutsidetheunit,makegatheringnewideasapersonalpriority.Encourageotherstoopentheireyesandearstotheworldoutsidetheboundariesoftheorganization.Collectideasthroughfocusgroups,advisoryboards,suggestionboxes,breakfastmeetings,brainstormingsessions,customerevaluationforms,mysteryshoppers,mysteryguests,visitstocompetitors,andthelike.Onlinechatroomsaregreatvenuesforswappingideaswiththoseoutsideyourfield.

Makeidea-gatheringpartofyourdaily,weekly,andmonthlyschedule.Callthreecustomersorclientswhohaven'tusedyourservicesinawhileorwhohave

threecustomersorclientswhohaven'tusedyourservicesinawhileorwhohavemaderecentpurchases,andaskthemwhy.Sure,there'semail,butthehumanvoiceisbetterforthissortofthing.Workthecounterandaskpeoplewhattheylikeanddon'tlikeaboutyourorganization.Shopatacompetitor'sstoreor,betteryet,anonymouslyshopforoneofyourorganization'sproductsandseewhatthesalespeopleinthestoresayaboutit.Dialyourworkplaceandlistentohowpeopleanswertelephonecalls,andhandlequestions.Makesurethatyoudevoteatleast25percentofeveryweeklystaffmeetingtolisteningtooutsideideasforimprovingprocessesandtechnologiesanddevelopingnewproductsandservices.Don'tletstaffmeetingsconsistmerelyofstatusreportsonroutine,daily,insidestuff.Invitecustomers,suppliers,folksfromotherdepartments,andotheroutsiderstoyourmeetingstooffertheirsuggestionsonhowyourunitcanimprove.Keepyourantennaeup,nomatterwhereyouare.Youcannevertellwhereorwhenyoumightfindnewideas.

Thesemethodswillkeepyoureyesandearsopentonewideas.Remainreceptiveandexposeyourselftobroaderviews.Bewillingtohear,consider,andacceptideasfromsourcesoutsidethecompany.Ifyouneverturnyourbackonwhatishappeningoutsidetheboundariesofyourorganization,thewavesofchangethatrollinwon'tcatchyoubysurprise.

TakeAction

SearchforOpportunitiesLeadersdedicatedtomakingextraordinarythingshappenareopentoreceivingideasfromanyoneandanywhere.Theyareadeptatusingtheiroutsighttosurveythelandscapeoftechnology,politics,economics,demographics,art,religion,andsocietyinsearchofnewideas.Theyarepreparedtosearchforopportunitiestoaddresstheconstantshiftsintheirorganization'senvironment.Moreover,becausetheyareproactive,theydon'tjustridethewavesofchange:theymakethewavesthatothersride.Theyarepreparedtoseizetheinitiativeandaddresstheconstantshiftsintheorganization'senvironment.

Youdon'thavetochangehistory,butyoudohavetochangebusiness-as-usualthinking.Youhavetobeproactive,continuallyinvitingandcreatingnewinitiatives.Beonthelookoutforanythingthatlullsyouoryourcolleaguesintoafalsesenseofsecurity.Change,innovation,andleadershiparenearlysynonymous.Thismeansthatyourfocusislessontheroutineoperationsandmuchmoreontheuntestedanduntried.Keepinmindthatthemostinnovativeideasareoftennotyourownnorfromyourorganization.They'reelsewhere,andthebestleaderslookallaroundthemfortheplacesinwhichbreakthroughideasarehiding.Theyaskquestionsandseekadvice.Exemplaryleadershiprequiresoutsight,notjustinsight.

Thequestforchangeisanadventure.Ittestsyourwillandyourskill.It'stough,butit'salsostimulating.Adversityintroducesyoutoyourself.Togetthebestfromyourselfandothers,youmustunderstandwhatgivesmeaningandpurposetoyourwork.

ToChallengetheProcess,youmustsearchforopportunitiesbyseizingtheinitiativeandlookoutwardforinnovativewaystoimprove.Thismeansyoumust:

1. Dosomethingeachdaysothatyouarebetterthanyouwerethedaybefore.

2. Seekfirsthandexperiencesoutsideyourcomfortzoneandskillset.

3. Alwaysbeasking,“What'snew?What'snext?What'sbetter?”andnotjustforyourselfbutalsoforthosearoundyou.

4. Findasignificantpurposeforaddressingyourchallengingandmostdifficultassignments.

5. Askquestions,seekadvice,andlistentodiverseperspectives.

6. Beadventurous;don'tletroutinesbecomeruts.

Notes1.R.M.Kanter,TheChangeMasters:InnovationforProductivityintheAmericanCorporation(NewYork:Simon&Schuster,1983).

2.W.Berger,AMoreBeautifulQuestion(NewYork:Bloomsbury,2014).

3.J.M.CrantandT.S.Bateman,“CharismaticLeadershipViewedfromAbove:TheImpactofProactivePersonality,”JournalofOrganizationalBehavior21,no.1(2000):63–75,andM.Spitzmuller,H-P.Sin,M.Howe,andS.Fatimah,“InvestigatingtheUniquenessandUsefulnessofProactivePersonalityinOrganizationalResearch:AMeta-AnalyticReview,”HumanPerformance28,no.4(2015):351–379.

4.T.S.BatemanandJ.M.Crant,“TheProactiveComponentofOrganizationalBehavior:MeasuresandCorrelates,”JournalofOrganizationalBehavior14(1993):103–118;T-Y.Kim,A.H.Y.Hon,andJ.M.Crant,“ProactivePersonality,EmployeeCreativity,andNewcomerOutcomes:ALongitudinalStudy,”JournalofBusinessandPsychology24,no.1(2009):93–103;N.Li,J.Liang,andJ.M.Crant,“TheRoleofProactivePersonalityinJobSatisfactionandOrganizationalCitizenshipBehavior:ARelationalPerspective,”JournalofAppliedPsychology95,no.2(2010):395–404.

5.See,forexample,J.A.Thompson,“ProactivePersonalityandJobPerformance:ASocialCapitalPerspective,”JournalofAppliedPsychology90,no.5(2005):1011–1017.SeealsoS.E.SeibertandM.L.Braimer,“WhatDoProactivePeopleDo?ALongitudinalModelLinkingProactivePersonalityandCareerSuccess,”PersonnelPsychology54(2001):845–875;D.J.Brown,R.T.Cober,K.Kane,P.E.Levy,andJ.Shalhoop,“ProactivePersonalityandtheSuccessfulJobSearch:AFieldInvestigationofCollegeGraduates,”JournalofAppliedPsychology91,no.3(2006):717–726;C-H.Wu,Y.Want,andW.H.Mobley,“UnderstandingLeaders'ProactivityfromaGoal-ProcessViewandMultisourceRatings,”inW.H.Mobley,M.Li,andY.Wang(eds.),AdvancesinGlobalLeadership,Vol.7(Bingley,UK:EmeraldGroupPublishing,2012);andV.P.Prabhu,S.J.McGuire,E.A.Drost,andK.K.Kwong,“ProactivePersonalityandEntrepreneurialIntent:IsEntrepreneurialSelf-EfficacyaMediatororModerator?,”InternationalJournalofEntrepreneurialBehaviorandResearch18,no.5(2012):559–

586.

6.B.Z.PosnerandJ.W.Harder,“TheProactivePersonality,Leadership,GenderandNationalCulture”(paperpresentedtotheWesternAcademyofManagementConference,SantaFe,NewMexico,April2002).

7.H.SchultzandD.J.Yang,PourYourHeartintoIt(NewYork:Hachette,1999),205–210.

8.AngelaDuckworth,Grit:ThePowerofPassionandPerseverance(NewYork:Scribner,2016).

9.VictorFranklprovidesdramaticexamplesthathowpeopledealwithchallengecomesfrominsidethem.SeeV.E.Frankl,Man'sSearchforMeaning:AnIntroductiontoLogotherapy(NewYork:Touchstone,1984;originallypublishedin1946).

10.See,forexample,D.Ariely,PredictablyIrrational:TheHiddenForcesThatShapeOurDecisions(NewYork:HarperCollins,2009);“LSE:WhenPerformance-RelatedPayBackfires,”Financial,June25,2009;andF.EdererandG.Manso,“IsPayforPerformanceDetrimentaltoInnovation?ManagementScience59,no.7(2013):1496–1513.

11.E.L.DeciwithR.Flaste,WhyWeDoWhatWeDo:UnderstandingSelf-Motivation(NewYork:Penguin,1995).SeealsoK.W.Thomas,IntrinsicMotivationatWork:WhatReallyDrivesEmployeeEngagement,2nded.(SanFrancisco:Berrett-Koehler,2009)andD.Pink,Drive:TheSurprisingTruthAboutWhatMotivatesYou(NewYork:RiverheadPress,2011).

12.A.Blum,Annapurna:AWoman'sPlace(Berkeley,CA:CounterpointPress,2015),3.

13.P.LaBarre,“HowtoMakeIttotheTop,”FastCompany,September1998,72.

14.See,forexample,J.Ettlie,ManagingInnovation,2nded.(Abingdon,UK:Taylor&Francis,2006);S.Johnson,WhereGoodIdeasComeFrom:TheNaturalHistoryofInnovation(NewYork:Riverhead,2010);E.Ries,TheLeanStartup:HowConstantInnovationCreatesRadicallySuccessfulBusinesses(NewYork:PenguinGroup,2011);T.Davila,M.J.Epstein,and

R.Shelton,MakingInnovationWork:HowtoManageIt,MeasureIt,andProfitfromIt,updateded.(UpperSaddleRiver,NJ:FTPress,2012);S.Kelman,“InnovationinGovernmentCanComefromAnywhere,”FCWblog,September20,2016,https://fcw.com/blogs/lectern/2016/09/kelman-micro-innovation-pianos.aspx;andI.Asimov,“HowDoPeopleGetNewIdeas?”MITTechnologyReview,October20,2014,https://www.technologyreview.com/s/531911/isaac-asimov-asks-how-do-people-get-new-ideas/.

15.IBM,ExpandingtheInnovationHorizons:TheGlobalCEOStudy2006(Somers,NY:IBMGlobalServices,2006).

16.WearegratefultoJustinLudwigforsharingthisexample.

17.D.Nicolini,M.Korica,andK.Ruddle,“StayingintheKnow,”SloanManagementReview56,no.4(Summer2015):57–65.

18.G.Berns,Iconoclast:ANeuroscientistRevealsHowtoThinkDifferently(Cambridge,MA:HarvardBusinessSchoolPress,2008).

19.M.M.Capozzi,R.Dye,andA.Howe,“SparkingCreativityinTeams:AnExecutive'sGuide,”McKinseyQuarterly,April2011.

20.R.Katz,“TheInfluenceofGroupLongevity:HighPerformanceResearchTeams,”WhartonMagazine6,no.3(1982):28–34;andR.KatzandT.J.Allen,“InvestigatingtheNotInventedHere(NIH)Syndrome:ALookatthePerformance,Tenure,andCommunicationPatternsof50R&DProjectGroups,”inM.L.TushmanandW.L.Moore(eds.),ReadingsintheManagementofInnovation,2nded.(Cambridge,MA:Ballinger,1988),293–309.

21.Katz,“TheInfluenceofGroupLongevity,”31.

22.A.W.Brooks,F.Gino,andM.E.Schweitzer,“SmartPeopleAskfor(My)Advice:SeekingAdviceBoostsPerceptionsofCompetence,”ManagementScience61,no.6(June2015):1421–1435.

23.Z.AchiandJ.G.Berger,“DelightinginthePossible,”McKinseyQuarterly,March2016,5.

Chapter8ExperimentandTakeRisksPivotalSoftwarehadlongemployedagilemethodologiesintheirsoftwaredevelopmentprocessbutrarelyusedthesepracticesinotherpartsoftheorganization.Aftertakingatrainingcourseonagiledevelopmentandleanstartupprinciples,CathrynMeyerwaseagertoputtheconceptsintopractice.“Idecidedtotakeamoreagile,iterativeapproachtoanewprojectIwasleading,”shetoldus.

Herchallengewasaprojecttostandardizethejobtitlesusedacrossthecompanyintoacoherent,simplestructure.Inthepast,similarprojectshadinvolvedafewHRpeoplediagnosingtheproblem,comingupwithasolution,andfinallypushingitouttotheorganization.“Usually,thesolutionwasdevelopedinavacuum,”Cathrynlamented,“andifitwasn'tperfectuponreveal,toobad—itwastoolatetochangeit.”

TheleanapproachItookwiththisprojectwasverydifferent.Itinvolvedidentifyingtheendgoalandahypothesisforreachingit,conductingminiexperimentstotestthehypothesis,andusingthefeedbacktolearnanditerateonasolution.Theprojectteamrecognizedearlyonthatnoneofusknewtheidealsolutiontoourproblem.Wedesignedexperimentstohelpuslookforgoodideaseverywhereandgatherasmanypossibilitiesaswecould.

Cathrynandherteamsentbriefsurveystoemployeestogatheropinionsandideas.Theyspokeindividuallywithstafftoprobedeeper.Theyresearchedexternalbestpractices.Theycalledinanexpertonleanmethodologiestogainfeedback.“Theresultwasaproposalwefeltconfidentin,”shesaid,“onethathadgonethroughmultipleiterationsbasedonfeedbackobtainedfromvarioussources.Wefinalizedtheproposalknowingthatwehadmadethebestpossiblechoicebasedontheinformationwewereabletogather.”Ultimately,Cathryn'steamgainedapprovalfromthenecessarystakeholdersbecauseofthethorough

teamgainedapprovalfromthenecessarystakeholdersbecauseofthethoroughandthoughtfulprocesstheyhadfollowed.

Theirnextchallengewasimplementingthenewjobtitlesacrosstheorganization.Cathrynbrokedowntheimplementationprocessintosmallchunksbasedonjobfunction:“Implementingthenewjobtitlesonefunctionatatimewasaneffectivewaytomakeincrementalprogressagainstourendgoalwhilegainingfurthersupportforourapproachwitheachsuccessfulmilestone.”

LearningfromtheirexperimentsinthoseinitialphasesgaveCathryntheinspirationtostartstreamliningandconsolidatingjobfamilies,furthermodernizingthecompany'sjobtitlemethodology.“ThishadalwaysbeenanareathatIknewneededwork,”shetoldus.“Aftergainingmomentumwithourinitialproposal,itgavemeconfidencetoseizetheinitiativeandmakethenecessarychanges.”

Earlyonintheprocess,manypeopletoldusthatourtaskwasimpossibleandwe'dneverfindasolutionthatmeteveryone'sneeds.Wetookonthischallengewithgustoandrefusedtogiveup,evenwhenourresearchgaveinconclusiveresults.Wecontinuedtolearn,experiment,andtweakuntilwecametothebestsolution.InowknowthatIcanchallengeconventionandconfidentlyleadateamthroughanewwayofdoingthings,eveninthefaceofadversity.

Toachievetheextraordinary,youhavetobewilling,likeCathryn,todothingsthathaveneverbeendonebefore.EverysinglePersonal-BestLeadershipExperiencecasespeakstotheneedtotakeriskswithboldideas.Youcan'tachieveanythingneworextraordinarybydoingthingsthewayyou'vealwaysdonethem.Youhavetotestunprovenstrategies.Youhavetobreakoutofthenormsthatboxyouin,venturebeyondthelimitationsyouusuallyplaceonyourselfandothers,trynewthings,andtakechances.

Leadersmusttakethisonestepfurther.Notonlydotheyhavetobewillingtotestboldideasandtakecalculatedrisks,buttheyalsohavetogetotherstojointhemontheseadventuresinuncertainty.It'sonethingtosetoffaloneintotheunknown;it'sentirelyanothertogetotherstofollowyouintothedarkness.Thedifferencebetweenanexemplaryleaderandanindividualrisk-takeristhatleaderscreatetheconditionswherepeoplewanttojoinwiththeminthestruggle.

Leadersmakerisksafe,asparadoxicalasthatmightsound.Theyturnexperimentsintolearningopportunities.Theydon'tdefineboldnessasprimarilygo-for-broke,giant-leapprojects.Moreoftenthannot,theyseechangeasstartingsmall,usingpilotprojects,andgainingmomentum.Thevisionmaybe

startingsmall,usingpilotprojects,andgainingmomentum.Thevisionmaybegrandanddistant,butthewaytoreachitisbyputtingonefootinfrontoftheother.Thesesmall,visiblestepsaremorelikelytowinearlyvictoriesandgainearlysupporters.Ofcourse,whenyouexperiment,noteverythingworksoutasintended.Therearemistakesandfalsestarts.Theyarepartoftheprocessofinnovation.What'scritical,therefore,isthatleaderspromotelearningfrom,andbuildingupon,theseexperiences.

ExemplaryleadersmakethecommitmenttoExperimentandTakeRisks.Theyknowthatmakingextraordinarythingshappenrequiresthatleaders

Generatesmallwins

Learnfromexperience

Theseessentialscanhelpleaderstransformchallengeintoanexploration,uncertaintyintoasenseofadventure,fearintoresolve,andriskintoreward.Theyarethekeystomakingprogressthatbecomesunstoppable.

GenerateSmallWinsThere'sanAfricanproverbthatadvises,“Nevertestthedepthofthewaterwithbothfeet.”Wisecounselwheneveryou'retryingsomethingbrandnew.Leadersshoulddreambigbutstartsmall.ConsiderwhatGaryJamieson,executivedirectorofComcast'sSiliconValleyInnovationCenter,toldusaboutaprojectheworkedonwhileatamultinationalnetworkingcompany:

Atthestartoftheproject,therewasthisgeneralbeliefthatitcouldneverbecompleted.Itwasimportanttoprovetotheteamearlyintheprojectthatitcouldbeachieved.Todoso,Istructuredtheprojectsothatkeyearlymilestoneshadsignificantanddistinctdeliverablesthatcouldbeseenasclearachievementsunderdifficultcircumstances.Makingtheseearlymilestonesgavetheteammembersconfidenceintheirabilitytodeliver.Ithenensuredthatintermediatemilestoneswereannouncedassmallachievementswithinthelargerproject,anddemonstratedthebenefitsofachievingthemilestone.Thishelpedtobuildnotonlyexcitementbutalsomomentum.

Togetpeopletodothingstheyhaveneverbeendonebefore,youmakeprogressincrementally,justlikeCathrynandGary.Youbreakthelongjourneydownintomilestones.Youmovestepbystep,creatingasenseofforwardmomentumbygeneratingwhatUniversityofMichiganprofessoremeritusKarlWeickcalledsmallwins.Asmallwinis“aconcrete,complete,implementedoutcomeofmoderateimportance.”1Itidentifiesaplacetobegin.Smallwinsmaketheprojectseemdoable,thatis,withintheparametersofexistingskillsandresources.Theyminimizethecostoftryingandreducetherisksoffailing.What'sexcitingaboutthisprocessisthatoncepeopleachieveasmallwin,itsetsinmotionnaturalforcesthatfavorprogressoversetbacks.Plantingonetreewon'tstopglobalwarming,butplantingonemilliontreescanmakeadifference.It'sthatfirsttreethatgetsthingsstarted.WhileGoogle's“moonshot”factoryisinspiringandambitiousandgetsmostofthepublicity,thelesstalked-aboutroutetomanyofGoogle'sgreatinnovationsissmallwins—theconsistent,short-term,andincremental“roofshots”thatmaketheirproductsbetteryearafteryear.2

Figure8.1showsthatthepercentageofpeoplewhoagree/stronglyagreethattheirleaderiseffectiveincreasesdramaticallywiththeextenttowhichtheyobservethatindividualutilizingtheprocessofsmallwins.Effectivenessrises

fromjustunder19percentatthebottomofthescaletoover97percentatthehighendofthescale,morethanafive-foldincrease.Keyengagementfactorsfordirectreportsindicatesimilarsentiments.Forexample,whentheirleadersareveryfrequently/almostalwaysemployingasmallwinprocess,thenover90percentoftheirdirectreportsindicatetheyfeelhighlyproductiveintheirjobs,clearaboutwhatisexpectedofthem,andeffectiveinmeetingthedemandsoftheirjobs.

Figure8.1UsingSmallWinsIncreasesLeaderEffectivenessRatings

Thescientificcommunityhasalwaysunderstoodthatmajorbreakthroughsresultfromtheworkofhundredsofresearchers,ascountlesscontributionsfinallybegintoadduptoasolution.Allthe“little”improvementsintechnology,regardlessoftheindustry,havecontributedtoagreaterincreaseinorganizationalproductivitythanallthegreatinventorsandtheirinventions.3Rapidprototyping,andplentyofit,bringshigher-qualityproductsmorequicklytothemarketplace.4Studieshavegenerallyfoundthatpeople,acrossmultipleoccupationsanddisciplines,areabletocomeupwithmoreideasthantheyinitiallygivethemselvescreditforbeingabletodo.5

Throughextensiveinvestigationsintowhatmakesknowledgeworkerseffective,HarvardBusinessSchoolprofessorTeresaAmabileandindependentresearcherStevenKramerfoundthat“peoplearemorecreativeandproductivewhentheirinnerworklivesarepositive—whentheyfeelhappy,areintrinsicallymotivatedbytheworkitself,andhavepositiveperceptionsoftheircolleaguesand

organizations.”6Thesefeelingsaretriggeredbysupportingprogressinmeaningfulwork:“Whenwethinkofprogress,weoftenimaginehowgooditfeelstoachievealong-termgoalorexperienceamajorbreakthrough.Thesebigwinsaregreat—buttheyarerelativelyrare.Thegoodnewsisthatevensmallwinscanboostinnerworklifetremendously.”7Small,incremental,andconsistentstepsforwardhaveasignificantimpactonpeople'smotivation.Ourdatashowsthatthere'sadirectrelationshipbetweentheextenttowhichleaders“identifymeasurablemilestonesthatkeepprojectsmovingforward”andtheclarityaroundjobexpectationsreportedbytheirdirectreports,aswellastheirlevelsofmotivationandcommitmenttothesuccessoftheirorganization.

Ifpeoplecanseethatyouareaskingthemtodosomethingthatthey'requitecapableofdoing,theyfeelsomeassurancethattheycanbesuccessfulatthetask.Whenpeopledon'tfeeloverwhelmedbyatask,theirenergygoesintogettingthejobdone,insteadofwondering,“Howwillweeversolvethatproblem?”Byfindingallthesmallwaysthatpeoplecansucceedatdoingthingsdifferently,exemplaryleadersmakepeoplewanttobeinvolved,andstayinvolved.

BuildPsychologicalHardinessProblemspresentedtoobroadly,ortooexpansively,canappeardauntingandsuffocatepeople'scapacitytoconceiveofwhattheycandointhefuture,letalonerightnow.Leadersfacethisdilemmabecausetheywantpeopletoreachforgreatheights,butnotbecomefearfuloffalling.Theywantpeopletofeelchallengedbutnotoverwhelmed,curiousbutnotlost,excitedbutnotstressed.Forexample,KirstynCole,businessoperationsanalystatIntel,toldusabouthowshewasboth“excitedandanxious”whensteppingintoherfirstsignificantleadershipresponsibilityandappreciatedthat“beingaleadermeansbeingscaredsometimes.”Shesaidthatshecouldhavejustcomeintothatjobanddonethesameoldthings,beenafraidtorocktheboatorunwillingtoputintheextratimeandhardworktochangeit,butrealizedthatshehadthenecessarydetermination,stamina,andenthusiasmneededtomakethingsbetter.

Psychologistshavediscoveredthatpeoplewhoexperienceahighdegreeofstressandyetcancopewithitinapositivemannerhaveadistinctiveattitude,onetheycall“psychologicalhardiness.”8Whethercorporatemanagers,entrepreneurs,students,nurses,lawyers,combatsoldiers,orprisoners,peoplewithhighpsychologicalhardinessaremuchmorelikelytowithstandseriouschallengesandbouncebackfromfailurethanthosewithlowhardiness.9

Hardinessisaqualitythatpeoplecanlearnandthatleaderscansupport.

Therearethreekeyfactorstobuildingpsychologicalhardiness:commitment,control,andchallenge.Toturnadversityintoadvantage,youneedfirsttocommityourselftowhat'shappening.Youhavetobecomeinvolved,engaged,andcurious.Youcan'tsitbackandwaitforsomethingtohappen.Youalsohavetotakecontrolofyourlife.Youneedtomakeanefforttoinfluencewhatisgoingon.Evenifit'sunlikelythatallyourattemptswillbesuccessful,youcan'tsinkintopassivity.Finally,youneedtoviewchallengeasanopportunitytolearnfrombothnegativeandpositiveexperiences.

TakethechallengingsituationDellaDsouzafacedinhertransitionfromworkinginIT,inacubicle,withlittleinterpersonalinteraction,toanothercompanywhereshewasinsalesanddirectlyinteractingwithcustomers.Thisnewjob,shetoldus,wasamoveintounchartedterritoryandrequiredherto“thinkoutofthebox.”

Therewerethreeaspectstothischallenge:Iwasinadifferentplaceoutsideofmyowncountry;Englishwasnotmyfirstlanguage;andIhadnopriorexperienceinsales.Forthefirstfewweeks,Icouldbarelymakeonesaleaday(therequiredminimumwasfoursales).SoIsetatargetformyselfthatIwouldtrytoincreasethatnumberbyatleastoneeachweek.Thismeantstayingbackalittlelongerthanrequiredtocloseinonsales.IhadtokeepthebiggerpictureinmindthatImustreachtherequiredtarget.Ihadtofocusonsmallwinsandbuildonthem.

Afterawhile,Dellafoundshewasfeelingmoreconfidentindealingwithcustomers.Hersalesnumbersbegantogoup.Settingthoselittlemilestoneshelpedhermoveforward,shesaid.

Soontheminimumsalesnumberdidnotworrymeasmuch,asIfeltmoreconfidentwitheachsale,whichspurredmeontomynextone.EachdayIencounteredsomethingnew,itwasaconstantlearningcurve.Overthecourseoftheyear,myskillsinthisfieldimproveddrastically.Fromtheshy,cluelessnewbie,Ibecameaconfidentsalesrepresentative.Ittookpersistenceandgrittomoveahead.

Dellausedsmallwinstokeepherselffocusedandmotivatedwhileshebuiltthepsychologicalhardinessrequiredtodealwithobstaclesandcontinuouslyimprove.Asherexperiencedemonstrates,theabilitytocopewithchangeandstressdependsonyourviewpoint.Foryoutostartthatnewproject,totakethatfirststep,youhavetobelievethatyoucaninfluencetheoutcome.Youhavetobecuriousaboutwhateverishappening,andlookforwaystolearneverystepof

becuriousaboutwhateverishappening,andlookforwaystolearneverystepoftheway.Withahardyattitude,youcantransformstressfuleventsintopositiveopportunitiesforgrowthandrenewal.What'smore,youcanhelpyourteamfeelthesameway.

BreakItDownandAccentuateProgressLeaderslikeDellaappreciatethattheyhavetobreakdownbigproblemsintosmall,doableactions.Theyalsoknowthatwheninitiatingsomethingnew,theyhavetotrymanylittlethingsbeforetheygetitright.Noteveryinnovationworks,andthebestwaytoensuresuccessistoexperimentwithmanyideas,notjustoneortwobigones.Exemplaryleadershelpothersseehowbreakingthejourneydownintomeasurablemilestonesmovesthemforwardandpromotescontinuedprogress.

Dr.GeetaRamakrishnanjoinedaleadingprivatehospitalinNewDelhi(India),withresponsibilityfortheirmicrobiologydepartment,whereshecouldn'thelpnoticingthatmanycurrentprocessesneededimprovement.Geetawasawarethatchangingtheexistingsystemwouldbebothcomplicatedandrisky.Shealsofeltthatifshebrokedowntheneededchangesintotheirparts,andmethodicallyimplementedthem,theriskcouldbemitigatedandpositiveresultsachieved.Beforeproposingheridea,Geetaconductedintensiveresearchtocheckthepracticalityofherplanandinvestigatedtheprocessesfollowedinothertop-ratedlabsacrossthecountry.

Shemadeaprioritylistofthepossiblechanges,startingwithherdepartment'smanualtestingprocesses,whichconsumedalotoftimeandhadhigherrorrates.Sheconvincedthelaboratoryheadthatbuyingtherequiredequipmenttoautomatethetestingprocesswouldsignificantlyreducelaborcosts,improveturnaroundtime,andlowererrorrates.Theydecidedthatherdepartmentwouldimplementthechangefirst,andtheresultstherewoulddeterminewhethertoexpandittothewholelab.Theproposalpresentedtohospitalmanagementincludedherdetailedresearchontheinitialequipmentinvestment,laborforcereductions,trainingrequiredforstafftorunandmonitorthemachines,outplacementofredundantlabtechniciansintootherdepartments,futuretimeandcostsavings,andpercentagereductioninerrorsleadingtoreducedliability.Notsurprisingly,managementgavethegreenlightandtheymovedforward.10

Asissooftenthecase,Geetasawthat“bigthingsaredonebydoinglotsofsmallthings,”acommonrefrainfromthePersonal-BestLeadershipExperiencecases.Whateveryoucallyourexperiments—modelsites,pilotstudies,demonstrationprojects,laboratorytests,fieldexperiments,markettrials—they

demonstrationprojects,laboratorytests,fieldexperiments,markettrials—theyaremethodsfortryinglotsoflittlethingsintheserviceofsomethingmuchbigger.Thesetacticscontinuallygeneratenumerouspossibilitiesforsmallwins.

Experimentsarelaboratoriesfortryingandlearning.They'realsogreatvisualaids.Byshowcasingsome“littlething”you'veexperimentedwith,yougivepeopleatangiblesenseofwhatsuccesslookslike,boostingmoraleandconfidence.Youhelppeopleunderstandhowallthesmallwinsaremakingbigresultspossible.Theyseethatit'spossibletodosomethingaboutwhattheymightotherwiseperceiveasanintractableproblem.

JustinaWang,assistantgeneralmanager,ChinaMerchantsBank,toldusaboutanearlyleadershipexperienceinwhichshewasresponsiblefortheglobalsalescontrolforamultinationalcompany,whereshediscoveredsomeproblemsincertainoverseasprocesses.Sheknewthatthesystemneededtochange,butshedidn'tnecessarilyknowhow,especiallybecausethiswasalengthyandcomplexprocess,scatteredacrossmanydifferentdivisions.Afteraskingeveryoneintheglobalsaleschainforinputandgettingthemtalking,shebroketheproblemdownintovariouspartsanddecidedtotestanideainoneoverseassubsidiary.Thisturnedouttoworkquitewell,andsubsequently,itwasquicklyrolledouttothirtysubsidiariesonsixcontinents.Reflectingbackonherexperience,Justinasaid,“Nochangecanbemadeinonejump.Manysmallwinscangeneratebigsuccesses.”

Therewasanimplicit,andoftenexplicit,“learningframe”placedaroundPersonal-BestLeadershipExperiences.Exemplaryleadersarealwaysasking,“Whatcanwelearn?”whenthingsdon'tgoasexpected.InFigure8.2youseehowsteeplyratingsbydirectreportsoftheirleader'seffectivenessclimbwiththeuseofthisleadershipbehavior.Justaskingthisquestiontoamoderateextentbringssignificantreturnsineffectivenessevaluationsfromdirectreports.

Figure8.2Asking“WhatCanWeLearn?”IncreasesLeaderEffectivenessRatings

Whilethereisaveryrealhumantendencytofocusonthenegative,youneedtoconcentrateonprogress—notonthegapbetweenaspirationsandreality,butonhowmuchyouhaveadvanced.Negativitycanquicklybecomepervasiveandcontagious,stiflingperformance.Appreciatethatthereareoutsideinfluencesaffectingthesituation—manyofwhichyouhadnocontrolover.Reframetheoutcome,emphasizingwhatpeopleareaccomplishingandlearningintheprocess.Mistakesdon'tresultinlearningifpeoplekeepmakingthemoverandover.Exemplaryleadersdowhatittakestorectifymistakes,andusetheincidentasprimetimeforlearning.Theyalsomakecertaintolettherestoftheteamknowthatprogressisbeingmade.Bylearningfromexperienceandfocusingonthepositive,thesamemistakeswon'tlikelyhappenagain.Youandyourcolleagueswillbebetterpreparedforthenextchallengeoropportunity.

Leaderswhoemphasizethepositivearenotjustgettingthemselvesandtheirconstituentstolearnandsucceedinfutureundertakings.Researchalsoshowsthatpeoplewhocanmaintainapositiveoutlookaremorecreativeandinnovativebecausetheydon'twallowinsetbacksanddisappointments.Theycontinuetobeopentonewpossibilities.Atapersonallevel,theyhavelowerratesofdepressionandcardiovasculardisease,andhencelivelonger.11

Exemplaryleadersacceptreality,buttheydonoteasilyacceptdefeat;nordo

theybecomeconsumedbyself-pityandgrief.Theyregroup,reassess,andpreparetogoforward.12Theyinspireothersbysharingtheirdeterminationtobeattheodds.TakeitfromCarolinaRojasSalcedo,seniorprojectmanagerwithHormigonReforzado(Colombia),whotoldusthathermostadmiredleaderhada“yes,itispossible”attitude.“Whilethisoutlookwon'tmakeproblemsdisappear,”shesaid,“ithelpedmeandotherstobelievethefuturewillbebetter.Inaddition,thispositivethinkingletsyoudiscoveranamazingpowerfrompeoplewhentheythinkthisway.”Toturnsetbacksintoanadvantage,youhavetohaveapositiveoutlookandcommittolearningfromexperience.

LearnfromExperienceWheneveryouchallengethestatusquo,youwillsometimesfail.Despitehowclearlyyouseechallengeasanopportunity,howfocusedyoucanbe,orhowdrivenyouaretosucceed,therewillbesetbacks.Whenyouengageinsomethingnewanddifferent,youmakemistakes.That'swhatexperimentationisallabout,and,asscientistsknowverywell,there'salotoftrialanderrorinvolvedintestingnewconcepts,newmethods,andnewpractices.

Themosteffectiveleaders,accordingtotheirdirectreports,asshownpreviouslyinFigure8.2,aretheoneswhoask,“Whatcanwelearnwhenthingsdon'tgoasexpected?”ratherthanpointingfingersorassigningblame.Theirmanagersandtheircolleaguesreportthissamerelationshipbetweenperceptionsoftheleader'seffectivenessandlearningfromexperience.Additionally,morethantwotimesthenumberofdirectreportsfeelthattheorganizationvaluestheirworkwhentheirleaderemploysthisleadershipbehaviorthandothosewhoreporttheirleaderinfrequentlyasksthisquestion.

Repeatedly,peopleinourstudiestellushowmistakesandfailurehavebeencrucialtotheirsuccessbothpersonallyandprofessionally.Withoutmistakes,theywouldn'tknowwhattheycanandcannotdo(atleastatthemoment).Withouttheoccasionalfailure,respondentssaid,theywouldnothavebeenabletoachievetheiraspirations.Itmayseemparadoxical,butmanyechothethoughtthattheoverallqualityofworkimproveswhenpeoplehaveachancetofail.Thiswaspreciselythelessonfromanexperimentoneceramicsteachercarriedoutinhisclassroom.Atthebeginningofthesemester,theteacherdividedthestudentsintotwogroups.Hetoldthefirstgrouptheycouldearnbettergradesbyproducingmorepots(e.g.,thirtyforaB,fortyforanA),regardlessofthequality.Hetoldthesecondgroupthattheirgradesdependedsolelyonthequalityofthepotstheyproduced.Notsurprisingly,studentsinthefirstgroupgotrighttoit,producingasmanypotsaspossible,whilethesecondgroupwasquitecarefulanddeliberateinhowtheywentaboutmakingthebestpots.Theteacherfound,tohissurprise,thatthestudentswhomadethemostpots—thosegradedonquantityratherthanquality—alsomadethebestones.Itturnedoutthatthepracticeofmakinglotsofpotsnaturallyresultedinbetterquality;forexample,thesestudentsbecamemorefamiliarwiththeintricaciesofthekilnandhowvariousfiringpositionsaffectedtheaestheticsoftheirproducts.13

Inthisexperiment,thestudentswhofailedthemostweretheoneswho

succeededthemost,whichisentirelyconsistentwithotherstudiesoftheinnovationprocess.Forexample,astudyofemployeesinNASA'sspaceshuttleprogramconcludedthattheylearnedmorefromtheirfailuresthansuccesses,andretainedthoselessonsmorethoroughlyinsubsequentprojects.14Successdoesnotbreedsuccess,researchersconclude;successbreedsfailure.Itisfailurethatbreedssuccess.Ofcourse,failureisnevertheobjectiveofanyendeavor.However,successalwaysrequiressomeamountoflearning,andinturn,learningalwaysinvolvesmistakes,errors,andmiscalculations.

BeanActiveLearnerCuriousabouttherelationshipbetweenleadershipandlearning,weconductedaseriesofstudiestofindoutiftherangeanddepthoflearningtacticsaffectedleadershipbehavior.Weinvestigatedhowengagedleaderswereinlearning,appreciatingthatpeoplehavevariouspreferencesintermsofhowtheygoaboutlearning.Whatwefoundwasthatpeoplewhoaremore,ratherthanless,engagedinlearningmadethegreatestuseofTheFivePracticesofExemplaryLeadership,regardlessoftheirpreferredlearningstyle.15Leaderswithalearningorientationaremorereadytoembracetheambiguity,complexity,andparadigmshiftsthatgoalongwithexperimentation,andwithleadership.

Otherresearchershavefoundastrongrelationshipbetweenlearningandleadershipeffectiveness.Beingabletoreflectonyourexperiences,andsubsequentlytoadjustandengageinnewbehaviors,isthesinglebestpredictoroffuturesuccessinnewanddifferentmanagerialjobs.16Youneedtoexamineyourvaluesandactionshonestly,seekfeedback,beopen-mindedtosuggestions,andfeelcomfortablewithexperimentingwithnewbehaviors.ThisprocessisquitesimilartoalearningexperiencethatColonelScott“Scooter”DrennonsharedwithusabouthisstintascommanderofamedicaltaskforceatKandaharAirfield,Afghanistan.

Earlyinhisdeployment,hisheadquartersdetachmentcommandercametohimwithanideathatcaughthimoffguard:let'schallengethecommanderoftheNavySurgicalHospitalinKandahartoanArmy-NavyflagfootballgametotakeplaceonthesamedayastheactualArmy-NavygamebackintheUnitedStates.Beforesigningontotheidea,Scooterpausedtoreflectontherisksandopportunities.Somepeoplemightfrownuponplayingafootballgameinthemiddleofacombatdeploymentaslackingpropermissionfocus.Injuriescouldaffectkeypersonnel.Furthermore,sincetheNavyHospitalstaffoutnumberedtheirArmycounterpartsbyatleasttwotoone,therewasagoodchancetheArmyteamwouldtakealicking,whichmightbebadformorale.Afterreflecting

Armyteamwouldtakealicking,whichmightbebadformorale.Afterreflectingontheprosandcons,Scooterdecidedthattheriskswerenotonlyacceptable,buthefeltthebenefitsfaroutweighedthem.Asheexplained,“Ideterminedthatevenifwelostthegame,justlettingthetroopsparticipate,andtaketheirmindsoffthedeployment,wouldbegoodinandofitself.”HeissuedthechallengeandhisNavycounterpartenthusiasticallyaccepted.

WordaboutthegamespreadquicklyandwhatScooterthoughtwasgoingtobealittleinterservicerivalrycontestthatonlyafewwouldnoticebegantotakeonalifeofitsown.Hestartedthinkingthey'dgotteninovertheirheadswhentheKandaharMorale,Welfare,andRecreationofficeheardaboutthegameandvolunteeredtosupplyrealpinstripereferees,plusannouncers,andasoundsystemforcallingthegameandplayingthenationalanthem.Ifthatwasn'tenoughvisibility,theArmedForcesNetwork(AFN)visitedandsaidtheywouldtelevisethematch.

Whengamedayfinallyarrived,thespectacleliveduptoallthehype.TheAstroTurffieldtheyplayedonwasinthemiddleoftheKandaharbasecampataplacecalledtheBoardwalk,anelevatedcircularwalkwaywithshopsandeateriessurroundingthefield.PeoplefromeverybranchofU.S.services,andcoalitionpartnersfromseveraldifferentcountriesatthejoint-coalitionbase,filledtheBoardwalktowatchbothteamsplayhardinagenuinelyhistoricfootballgame.Whenthefinalwhistleblew,ArmyhadoutscoredNavy39–22.

WhatdidScooterlearnfromthisexperience?Atfirst,hetoldus,“Ididn'tfullyappreciatetheimpactthatthis‘smallwin’inthebigschemeofthingswasgoingtohaveonmyunit.”

WhenIcametoworkthenextday,andforweeksandmonthstofollow,Icouldn'thelpbutnoticethepositiveattitudes,andeveryonewassmiling,confident,andproudtobepartofourMedicalTaskForce.Ialsonoticedsignificantlyimprovedworkperformanceinallareasandadecreaseindisciplinaryactions.Infact,themoraleofourunitwassohighourtroopsactuallythoughttheyownedKandaharAirfield!Asicingonthecake,AFNkeptreplayingthewinningteamgameinterviewsformonthsafterthevictory.Everytimeourtroopsstartedfeelingalittlehomesick,they'dseethevictoryagainonAFNandregaintheirwinningspirit.Thiswasagiftthatneverstoppedgiving.

Learningisthemasterskill.Whenyoufullyengageinlearning—whenyouthrowyourselfwholeheartedlyintoexperimenting,reflecting,reading,orreceivingcoaching—youaregoingtoexperiencethethrillofimprovementandthetasteofsuccess.Moreismorewhenitcomestolearning.It'sclearthat

thetasteofsuccess.Moreismorewhenitcomestolearning.It'sclearthatexemplaryleadersapproacheachnewandunfamiliarexperiencewithawillingnesstolearn,andanappreciationfortheimportanceoflearning,aswellastherecognitionthatlearninginevitablyinvolvesmakingsomemistakes.

ConsiderwhatA.G.Lafley,retiredProcter&Gamblechairman,president,andCEO,realized:“IthinkIlearnedmorefrommyfailuresthanfrommysuccessesinallmyyearsasaCEO.Ithinkofmyfailuresasagift.Unlessyouviewthemthatway,youwon'tlearnfromfailure,youwon'tgetbetter—andthecompanywon'tgetbetter.”17Hisperspectiveisquitesimilartothatofbaseball'shomerunchampionHankAaron:“Mymottowasalwaystokeepswinging.WhetherIwasinaslumporfeelingbadlyorhavingtroubleoffthefield,theonlythingtodowaskeepswinging.”HarryPotterauthorJ.K.Rowling'sviewpointisthesame:“Itisimpossibletolivewithoutfailingatsomething,unlessyoulivesocautiouslythatyoumightaswellnothavelivedatall,inwhichcaseyouhavefailedbydefault.”18Studiesofentrepreneursfindthatthosewhotried,andsubsequentlyabandoned,self-employment(ortheentrepreneuriallife)dobetterfinanciallyincomparisontosalariedemployeeswhodon'thavethis“failure”experienceaspartoftheircareerportfolios.19

Youneedtoheedtheselessons.Historywillnotjudgeyouharshlyforyourfailuresifyoulearnfromthem,butitwillbeunkindifyoufailtotry,ifyoustopswinging,orlivetoocautiously.Thosewhohaveleftthemostlastinglegaciesarethosewhohavemademistakes,failed,butthentriedagain.Thatfinaltrymakesallthedifference.Regardlessofthefield,thereisnosuccesswithoutthepossibilityoffailure.20

BuildingyourcapacitytobeanactivelearnerbeginswithwhatStanfordpsychologyprofessorCarolDweckreferstoasagrowthmindset,whichshesays“isbasedonthebeliefthatyourbasicqualitiesarethingsyoucancultivatethroughyourefforts.”Shecomparesthistoafixedmindset,whichassumes“thatyourqualitiesarecarvedinstone.”21Individualswithagrowthmindsetbelievethatpeoplecanlearntobebetterleaders.Thosewithafixedmindsetthinkthatleadersareborn,notmade,andthatnoamountoftrainingisgoingtomakeyouanybetterthanyounaturallyoralreadyare.Researchershaveshown,forexample,thatwhenworkingonsimulatedbusinessproblems,thoseindividualswithfixedmindsetsgaveupmorequicklyandperformedmorepoorlythanthosewithagrowthmindset.Thesameappliestokidsinschool,athletesontheplayingfield,teachersintheclassroom,andevenpartnersinrelationships.22Mindsetsandnotskillsetsmakethecriticaldifferenceintakingonchallenging

situations.

Todevelopagrowthmindsetandtonourishitinothers,youneedtoembracethechallengesyouface.That'swherethelearningis.Whenyouencountersetbacks—andtherewillbemany—youhavetopersist.Youhavetorealizethatyoureffort,andthatofothers,isyourmeansofgainingmastery.Neitherrawtalentnorgoodfortuneleadstobecomingthebest;hardworkiswhatgetsyouthere.23Askforfeedbackabouthowyou'redoing.Learnfromtheconstructivecriticismyoureceivefromothers.Viewthesuccessofothersaroundyouasinspirationandnotasathreat.Whenyoubelievethatyoucancontinuouslylearn,youwill.Onlythosewhobelievethattheycangetbettermakeanefforttodoso.

CreateaClimateforLearningMostimportantinpromotinglearningandnurturingagrowthmindset,accordingtooursurveyof225leadershipeducators,developers,andcoaches,istrust.24Ifleadersaregoingtogrowandthrive,peopleneedtotrustoneanother.Theyneedtofeelsafearoundeachotherandbelievetheycanbeopenandhonest.Theyneedtosupporteachperson'sgrowth,haveoneanother'sbacks,andbetheretoliftothersupwhentheystumbleorfall.Theyneedtobeabletocollaborateandcheereveryoneon.Theyneedtoshowrespectfordifferencesandbeopentoalternativeviewpointsandbackgrounds.Studiesoftopperformersstronglysuggestthatpeoplerequireasupportiveenvironmentinordertobecomethebesttheycanbe.Researchershavefoundthatwhenhigh-qualityrelationshipsintheworkplaceexist,peopleengageinmorelearningbehaviors.25Moreover,aclimatethatsupportscollaborativeactionisgoingtobemorehospitabletothedevelopmentofleadersthanonethatisinternallycompetitiveandfocusesonawinner-take-allapproachtoselectingandpromotingpeople.

PhilMartens,formerchiefexecutiveofNovelis,notedthatoneofhisearliestleadershiplessonswasabouttheimportanceoftrust.26Beingamicromanager,herealized,wasnotthepathtosuccess:

Youhavetoletgoandletothersmakemistakesaslongasthey'renotcatastrophic.ThemostimportantthingIcandoiscreateasafehighwaytooperatein,anddefineclearlywhatthebumpersare—whetherit'sacodeofconductorhowwemakedecisions.Aslongaspeoplearewithintheboundariesofthathighway,thenletthemgoasfastastheycan.Butiftheyhitabumper,pulltheminandremindthemwhatthebumperisandwhyit'sthere.

Inhisbook,TheBestPlacetoWork:TheArtandScienceofCreatinganExtraordinaryWorkplace,RonFriedmanconfrontsthemyththat“mistakesarefew”ingreatworkplaces.Heobservesthatthebestworkplaceshavemore,notfewer,mistakes.Thereasonforthisisbecausepeoplefeelmoresecureandsafeintakingownershipandresponsibilityfortheirmistakes.27Mistakesarethepathwaytogreatideasandinnovation,andwiththesupportoftheirleader,peoplearesetuptolearn(ratherthansetuptofail)fromexperimentingandventuringoutsideoftheircomfortzones.Studieshavefound,forexampleinlookingattheperformanceofnursingunits,thatcounterintuitively,theunitswiththebestrelationshipsbetweenleadersandco-workershadthegreatestnumberofmistakes(e.g.,drugtreatmenterrors).However,itwasnotbecausetheywerelesseffective;rather,intheseunitspeopleweremorewillingtoacknowledgeamistakewhenithappened,andthenfigureouthowtoensurethatsamemistakeneveroccurredagain.28

Organizationsseriousaboutcreatingaclimateforlearningprovideavarietyofsystematicopportunitiestodoso.Theseincludebothformalandinformalopportunitiesfordevelopmentsuchasclassroom-basedlearningprograms,onlinelearningoptions,andexternalseminars,aswellasmentoringandcoaching.Rotationaljobassignmentsorspecialprojectsalsochallengepeopletodevelopthemselves.TheglobalconsultingfirmAonHewittreportedthat100percentofthetopcompaniesfordevelopingleadershavea“strongreputationforinternallycultivatingtalentthroughouttheorganization”comparedtoonly66percentofothercompanies.29

Inaddition,organizationsthatencouragelearningandinnovationprovidetimeforworkingonprojectsoutsideofformalresponsibilities.Suchenvironmentsnurturecuriosity,anessentialantecedenttothinkingoutsidethebox.StudiesattheCenterforNeuroscience,UniversityofCalifornia,Davis,revealthatbeingcuriouspreparesthebrainforlearning.Itmakeslearningamoregratifyingexperiencebystimulatingthebraincircuitsassociatedwithrewardandpleasure.30Havingastrongsenseofcuriosityregardingwhat'sgoingonaroundyouisoftentheantecedenttosensingandunderstandingwhat'stocomenext.

BrianGrazerisoneofthemostsuccessfulmovieproducersever.Amonghiscreditsaremanypopularfilmsofrecentyears,includingApollo13,ABeautifulMind,Splash,andParenthood.Towhatdoesheattributehisphenomenalsuccess?Hisanswer:“Curiosityhas,quiteliterally,beenthekeytomysuccess,andalsothekeytomyhappiness,”andhegoesontoadd:“CuriosityiswhatgivesenergyandinsightintoeverythingthatIdo....Forme,curiosityinfuses

everythingthatIdowithasenseofpossibility.”31AskingquestionsishowBrianexpresseshiscuriosity,which,hesays,sparksinterestingthoughtsandbuildscollaborativerelationships.

ThinkabouthowyoucanhavewhatBrianreferstoas“curiosityconversations”withpeopleinsideandoutsideofyourorganizationalsetting.Youcanbeginwithsomethinglikethis:“I'vealwaysbeencuriousabouthowyouendedupasa[whateverthatpositionorprofessionis],andIwaswonderingifyou'dbewillingtospendtwentyminutestalkingtomeaboutwhatittooktogetyouwhereyouare—whatthekeyturningpointsinyourcareerwere?”32Inthatconversation,youcanaskaboutabigchallengetheyfacedintheircareers,orwhytheydosomethinginaparticularway,orhowtheyhandledaparticularlydifficultsituation,orhowtheycameupwithacertainidea.Thereisnofixedsetofquestions.Youhavetotailorthemtothepersonandsituation,butquestions,sparkedbycuriosityandwithanunderlyinginterestinlearning,alwaysgettheconversationstarted.Preparingtoaskquestionsforcesyoutothinkaboutwhatyou'dliketolearn.

InherbookStopPlayingSafe,ForbescolumnistMargieWarrelldescribeshowcreatingaclimateconducivetolearninginvolveshelpingpeopletothinkrealisticallyaboutwhatriskmeanstothem.33Shenoteshowadvancesinbrainimagingtechnologyprovethatpeople'sbrainsarewiredtooverestimaterisk,exaggerateitsconsequences,andunderestimatetheirabilitytohandleit.Accordingly,fearaboutwhatpeopledon'twanttohappendrivestheirchoicesmoreoftenthanacommitmenttowhattheywishtosee.RyanDiemer,seniormerchandiseplanningmanagerforQuidsi,affirmsMargie'sviewfromhisownPersonal-BestLeadershipExperience:“Takingriskisnevereasyandsometimesscary.”However,herealizes,“Takingrisksisnecessarybecauseitrequiresyouandthoseyouareworkingwithtochallengenotonlywhatyouareworkingonbuthowyouwork.Sometimestheriskspayoffandsometimestheydonot,butwhatisalwaystrueisthatifyoudonottakearisk,youwon'tgetanygain.”

Peopleknowthattheydon'talwaysgetitrightthefirsttimetheytrysomethingandthatlearningnewthingscanbeabitscary.Theydon'twanttoembarrassthemselvesinfrontofpeersorlookstupidinfrontoftheirmanagers.Tocreateaclimateforlearning,youhavetomakeitsafeforotherstotry,tobecuriousandaskquestions,andfailwiththeultimateobjectiveofbeingabletolearnfromtheirexperiences.

StrengthenResilienceandGrit

Ittakesdeterminationandstrengthtodealwiththeadversitiesoflifeandleadership.Youcan'tletthesetbacksgetyoudown,orallowroadblockstogetinyourway.Youcan'tbecomeoverlydiscouragedwhenthingsdon'tgoaccordingtoplan.Youcan'tgiveupwhenresistancebuildsorthecompetitiongetsstiff.Norcanyouletothertemptingnewprojectsdivertyourinterestordistractyourfocus.

ThisperspectivecharacterizesPatWilliams,seniorvicepresidentoftheNationalBasketballAssociation'sOrlandoMagic.34Inhisnearlyfiftyyearsasasportsexecutive—frommanagingaminorleaguebaseballteamtoco-foundinganelitebasketballfranchise—Pathashadhisfairshareofwinsandlosses.Alessonhelearnedearlyon?

Youdon'twastethosetoughtimes.Whenthetoughtimeshit,andthesetbacksandthedisappointmentscome,you'realotmoreteachable.Iwouldn'tbewhereIamtodayifIhadnottakenadvantageofthedisappointmentsandthesetbacks....ThroughthosesetbacksI'velearnedmore,andmademoreadvances,thanthroughthegoodtimes.

Astudentofleadershipthroughouthiscareer,Patremindedusthatthegreatestleadersinhistoryallfacedtremendousobstacles.Hesaidtheyallshouldhavegivenupaboutthirtytimes.Buttheydidn't.Theyhad,Patsaid,

whatWaltDisneycalled“stick-to-itivity.”They'veallbattledthroughhorriblytoughtimes,andthereasonweadmiretheseleaderswasbecausetheydidn'tquit.Leadershipalways,always,alwaysrestsonthemanorwomanwhocanfinish.

ResilienceisthecapacityPatdescribes—thatabilitytorecoverquicklyfromsetbacksandcontinuetopursueavisionofthefuture—andsimilartowhatAngelaDuckworth,professorofpsychologyattheUniversityofPennsylvania,callsgrit.Sheandherresearchcolleaguesdefinegritverysimplyas“perseveranceandpassionforlong-termgoals,”andreportthatit“entailsworkingstrenuouslytowardchallenges,maintainingeffortandinterestoveryearsdespitefailure,adversity,andplateausinprogress.”35Showinggritinvolvessettinggoals,beingobsessedwithanideaorproject,maintainingfocus,stickingwiththingsthattakealongtimetocomplete,overcomingsetbacks,andthelike.Intheirempiricalresearch,whetherwithkidsinschool,cadetsinthemilitary,workingprofessionals,artists,academics,orothers,thereisconvincingevidencethatpeoplewiththemostgritarethemostlikelytoachievepositiveoutcomes.Themoregrityoudemonstrate,thebetteryoudo.36

Resilienceandgritcanbedevelopedandstrengthened,muchlikegrowthmindsets.Peoplewhodon'tgiveup,accordingtoresearchers,have“ahabitofinterpretingsetbacksastemporary,local,andchangeable.”37Whenafailureorsetbackoccurs,don'tobsesswithblamingyourselforthepeopleworkingontheproject.Instead,considersituationalcircumstancesthatcontributedtothefailureandconveythebeliefthatthisparticularsituationislikelytobetemporary,notpermanent.Emphasizethatthefailureorsetbackisaprobleminthisoneinstanceandnotineverycase.Evenintimesofhighstressandextremeadversity,resilientpeopleremaincommittedtomovingforwardbybelievingthatwhathashappenedisn'tgoingtobepermanentandthattheycandosomethingabouttheoutcome.

Breedagrowthmindsetwhenreachingmilestonesandachievingsuccessbyattributingthesetothehardworkandeffortoftheindividualsinthegroup.Conveyabeliefthatmanymorevictoriesareathandandbeoptimisticthatgoodfortunewillbewithyourteamforalongtime.Bolsterresilienceaswellbyassigningtasksthatarechallengingbutwithinpeople'sskilllevel,focusingonrewardsratherthanpunishments,andencouragingpeopletoseechangeasfullofpossibilities.38

ThePersonal-BestLeadershipExperiencecasesallinvolvedchangeandstressfuleventsinthelivesoftheseleaders,andnearlyeveryonedescribedtheexperienceintermsconsistentwiththeconditionsforpsychologicalhardiness,resilience,andgrit.Theyexperiencedcommitmentratherthanalienation,controlratherthanpowerlessness,andchallengeratherthanthreat.Theyhadpassion.Theypersevered.Theydidn'tgiveupdespitethefailuresandsetbacks.Theyshowedthat,eveninthetoughestoftimes,peoplecouldexperiencemeaningfulnessandmastery.Theycanovercomegreatodds,makeprogress,andchangethewaythingsare.

TakeAction

ExperimentandTakeRisksChangeistheworkofleaders.It'swhattheydo.Theyarealwayslookingforwaystoimprove,togrow,andtoinnovate.Theyknowthatthewaythingsaredonetodaywon'tgetpeopletothetomorrowtheyenvision,sotheyexperiment,tinker,andshakethingsup.Theyask,“Wherecanweexperimentandhowcanweimprove?”

However,changecanoverwhelm,frighten,andimmobilizesomepeople.Exemplaryleadersbelieve,andgetotherstobelieve,thatchangeisachallengetheycansuccessfullyaddressandthatindividualscancontroltheirlifeandinfluenceoutcomes.Theymakesurethateveryoneclearlyunderstandsthemeaningandpurposeofchange,andtheycreateastrongsenseofcommitmenttothemission.

Usingsmallwinstogetthingsmovingintherightdirection,theybreaktasksdownandsetshort-termgoals.Takingasmallbetsapproach(e.g.,settingupexperiments,betatests,pilotprojects)getspeoplestarted,makesprogressimaginable,buildscommitment,andcreatesmomentum.

Wheneveryoutrynewthings,bigorsmall,stuffhappensand,inevitably,mistakesandevenfailuresoccur.Younevergetitrightthefirsttime—andmaynotonthesecondorthirdtry,either,whichiswhyexemplaryleaderscreateaclimatethat'sconducivetolearning.Thismeansnotpunishingpeopleforexperimentationandrisk-taking,andensuringthatpeoplefeelsafeenoughtolearnfromtheirexperiencesandpassthoselessonsforward.Thetruthisthatthebestleadersarethebestlearners.Youneedagrowthmindset,believingthatimprovementshappenwheneveryoneputsintheefforttolearn.Youalsoneedtocreatealearningclimate—oneinwhichpeoplefeeltrusted,areencouragedtopersistdespitetheodds,share

peoplefeeltrusted,areencouragedtopersistdespitetheodds,sharesuccessesandfailures,adoptcontinuousimprovementastheroutinewayofdoingthings,andhaveopportunitiestoviewandinteractwithpositiverolemodels.

ToChallengetheProcess,youmustexperimentandtakerisksbyconstantlygeneratingsmallwinsandlearningfromexperience.Thismeansyoumust:

1. Createopportunitiesforsmallwins,promotingmeaningfulprogress.

2. Setincrementalgoalsandmilestones,breakingbigprojectsdownintoachievablesteps.

3. Keeppeoplefocusedonwhattheycancontrolintheirworkandcommittointheirlives.

4. Makeitsafeforpeopletoexperimentandtakerisksbypromotinglearningfromexperience,debriefingsuccessesandfailures,capturinglessonslearnedanddisseminatingthembroadly.

5. Emphasizehowpersonalfulfillmentresultsfromconstantlychallengingoneselftoimprove.

6. Continuouslyexperimentwithnewideasthroughsmallbets.

Notes1.K.E.Weick,“SmallWins:RedefiningtheScaleofSocialProblems,”AmericanPsychologist39,no.1(1984):43.

2.L.A.Barroso,“TheRoofshotManifesto,”July13,2016,https://rework.withgoogle.com/blog/the-roofshot-manifesto/?utm_source=newsletter&utm_medium=email&utm_campaign=august_newsletter

3.P.Sims,LittleBets:HowBreakthroughIdeasEmergefromSmallDiscoveries(NewYork:FreePress,2011),141–152.

4.K.M.EisenstadtandB.N.Tabrizi,“AcceleratingAdaptiveProcesses:ProductInnovationintheGlobalComputerIndustry,”AdministrativeScienceQuarterly40(1995):84–110;andE.WilliamsandA.R.Shaffer,“TheDefenseInnovationInitiative:TheImportanceofCapabilityPrototyping,”JointForceQuarterly(2015,2ndQuarterly):34–43.

5.B.J.LucasandL.Nordgren,“PeopleUnderestimatetheValueofPersistenceforCreativePerformance,”JournalofPersonalityandSocialPsychology109,no.2(2015):232–243.

6.T.A.AmabileandS.J.Kramer,“ThePowerofSmallWins,”HarvardBusinessReview,May2011,73;seealsotheirbookTheProgressPrinciple:UsingSmallWinstoIgniteJoy,Engagement,andCreativityatWork(Boston:HarvardBusinessReviewPress,2011).

7.AmabileandKramer,“PowerofSmallWins,”75.

8.SeeS.R.Maddi,Hardiness:TurningStressfulCircumstancesintoResilientGrowth(NewYork:Springer,2013).

9.Forexample,seeP.T.Bartone,“ResilienceUnderMilitaryOperationalStress:CanLeadersInfluenceHardiness?”MilitaryPsychology18(2006):S141–S148;P.T.Bartone,R.R.Roland,J.J.Picano,andT.J.Williams,“PsychologicalHardinessPredictsSuccessinUSArmySpecialForcesCandidates,”InternationalJournalofSelectionandAssessment16,no.1(2008):78–81;R.A.BruceandR.F.Sinclair,“ExploringthePsychologicalHardinessofEntrepreneurs,”FrontiersofEntrepreneurshipResearch29,no.6(2009):5;P.T.Bartone,“SocialandOrganizationalInfluenceson

PsychologicalHardiness:HowLeadersCanIncreaseStressResilience,”SecurityInformatics1(2012):1–10;B.Hasanvand,M.Khaledian,andA.R.Merati,“TheRelationshipBetweenPsychologicalHardinessandAttachmentStyleswiththeUniversityStudent'sCreativity,”EuropeanJournalofExperimentalBiology3,no.3(2013):656–660;andA.M.Sandvik,A.L.Hansena,S.W.Hystada,B.H.Johnsena,andP.T.Barton,“Psychopathy,Anxiety,andResiliency—PsychologicalHardinessasaMediatorofthePsychopathy-AnxietyRelationshipinaPrisonSetting,”PersonalityandIndividualDifferences72(2015):30–34.

10.WearegratefultoSharadaRamakrishnanforsharingthisexample.

11.B.L.Frederickson,Positivity:GroundbreakingResearchRevealsHowtoEmbracetheHiddenStrengthsofPositiveEmotionsOverNegativity,andThrive(NewYork:Crown,2009);A.Sood,TheMayoClinicGuidetoStress-FreeLiving(Boston:DaCapoPress,2013);andK.S.CameronandG.M.Spreitzer(eds.),TheOxfordHandbookofPositiveOrganizationalScholarship(NewYork:OxfordUniversityPress,2013).

12.J.M.KouzesandB.Z.Posner,TurningAdversityintoOpportunity(SanFrancisco,CA:TheLeadershipChallenge—AWileyBrand,2014).

13.D.BaylesandT.Orland,ArtandFear:ObservationsonthePerils(andRewards)ofArtmaking(Eugene,OR:ImageContinuumPress,2001).

14.P.M.Madsen,“FailingtoLearn?TheEffectsofFailureandSuccessonOrganizationalLearningintheGlobalOrbitalLaunchVehicleIndustry,AcademyofManagementJournal53,no.3(2010):451–476.Studiesoforganizationallearningreachsomesimilarconclusions;forexample:R.Khannal,I.Guler,andA.Nerkar,“FailOften,FailBig,andFailFast?LearningfromSmallFailuresandR&DPerformanceinthePharmaceuticalIndustry,”AcademyofManagementJournal59,no.2(2016):436–459.

15.L.M.BrownandB.Z.Posner,“ExploringtheRelationshipBetweenLearningandLeadership,”Leadership&OrganizationDevelopmentJournal,May2001,274–280.SeealsoJ.M.KouzesandB.Z.Posner,TheTruthAboutLeadership:TheNo-Fads,Heart-of-the-MatterFactsYouNeedtoKnow(SanFrancisco:Jossey-Bass,2010),119–135.

16.R.W.Eichinger,M.M.Lombardo,andD.Ulrich,100ThingsYouNeedtoKnow:BestPracticesforManagersandHR(Minneapolis,MN:Lominger,

2004),492.

17.A.G.Lafley,“IThinkofFailureasaGift,”HarvardBusinessReview,April2011,89.

18.J.K.Rowling,VeryGoodLives:TheFringeBenefitsofFailureandtheImportanceofImagination(NewYork:Little,BrownandCompany,2015),34.

19.G.Manso,“ExperimentationandtheReturnstoEntrepreneurship,”ReviewofFinancialStudies29,no.9(2016):2319–2340.

20.P.J.SchoemakerandR.E.Cunther,“TheWisdomofDeliberateMistakes,”HarvardBusinessReview,June2006,108–115.HarvardBusinessReviewdevotedtheentireApril2011issuetoadiscussionoffailureanditsroleinbusiness,http://hbr.org/archive-toc/BR1104?conversationId=1855599.

21.C.S.Dweck,Mindset:TheNewPsychologyofSuccess(NewYork:RandomHouse,2006),6–7.AlsoseeC.Dweck,“CarolDweckRevisitsthe‘GrowthMindset,’”EducationWeek,September22,2016,http://www.edweek.org/ew/articles/2015/09/23/carol-dweck-revisits-the-growth-mindset.html.

22.A.BanduraandR.E.Wood,“EffectsofPerceivedControllabilityandPerformanceStandardsonSelf-RegulationofComplexDecisionMaking,”JournalofPersonalityandSocialPsychology56(1989):805–814.AlsoseeDweck,Mindset.

23.A.EricssonandR.Pool,Peak:SecretsfromtheNewScienceofExpertise(NewYork:HoughtonMifflinHarcourt,2016).

24.Thissurveywasconductedatthe8thAnnualTheLeadershipChallengeForum(Nashville,TN),June18,2015.

25.A.Carmeli,D.Brueller,andJ.E.Dutton,“LearningBehavioursintheWorkplace:TheRoleofHigh-QualityInterpersonalRelationshipsandPsychologicalSafety,”SystemsResearchandBehavioralScienceSystemsResearch26(2009):81–98.

26.AsquotedinA.Bryant,“MakeSuretheCompassPointsTrueNorth,”NewYorkTimes,October27,2013,BusinessSection,2.

27.R.Friedman,TheBestPlacetoWork:TheArtandScienceofCreatinganExtraordinaryWorkplace(NewYork:Penguin,2014).

28.A.Edmondson,“LearningfromMistakesisEasierSaidThanDone:GroupandOrganizationalInfluencesontheDetectionandCorrectionofHumanError,”JournalofAppliedBehavioralScience32no.1(1996):5–28.AlsoseeA.EdmondsonandS.S.Reynolds,BuildingtheFuture:BigTeamingforAudaciousInnovation(Oakland,CA:Berrett-Koehler,2016).

29.AonHewittTopCompaniesforLeaders:ResearchHighlights2015(n.d.).Retrievedfromhttp://www.aon.com/human-capital-consulting/thought-leadership/leadership/aon-hewitt-top-companies-for-leaders-study-background-research-initiatives.jsp.

30.M.J.Guber,B.D.Gelman,andC.Ranganath,“StatesofCuriosityModulateHippocampus-DependentLearningviatheDopaminergicCircuit,”Neuron84,no.2(2014):486–496.

31.B.GrazerandC.Fishman,ACuriousMind:TheSecrettoaBiggerLife(NewYork:Simon&Schuster,2015),xii.

32.GrazerandFishman,CuriousMind,260.

33.M.Warrell,StopPlayingSafe(Melbourne:JohnWiley&Sons,2013),232.

34.Whilethisexamplecomesfromourinterview,youcanlearnmuchmoreabouthisperspectiveinP.WilliamswithJ.Denney,LeadershipExcellence:TheSevenSidesofLeadershipforthe21stCentury(Uhrichsville,OH:BarbourBooks,2012).

35.A.L.Duckworth,C.Peterson,M.D.Matthews,andD.R.Kelly,“Grit:PerseveranceandPassionforLong-TermGoals,”JournalofPersonalityandSocialPsychology92,no.6(2007):1087–1101.

36.A.Duckworth,Grit:ThePowerofPassionandPerseverance(NewYork:Simon&Schuster,2016).

37.M.E.P.Seligman,“BuildingResilience,”HarvardBusinessReview,April2011,101–106[p.102].Foramorecompletediscussionofthissubject,seeM.E.P.Seligman,Flourish:AVisionaryNewUnderstandingofHappinessandWell-Being(NewYork:FreePress,2011).

38.S.R.MaddiandD.M.Khoshaba,ResilienceatWork:HowtoSucceedNoMatterWhatLifeThrowsatYou(NewYork:MJFBooks,2005);M.E.P.Seligman,LearnedOptimism:HowtoChangeYourMindandYourLife(NewYork:RandomHouse,2006);J.D.MargolisandP.G.Stoltz,“HowtoBounceBackfromAdversity,”HarvardBusinessReview,January–February2010,86–92;andA.Graham,K.Cuthbert,andK.Sloan,Lemonade:TheLeader'sGuidetoResilienceatWork(n.p.:VeritaePress,2012).

Practice4EnableOtherstoAct

Fostercollaborationbybuildingtrustandfacilitatingrelationships.

Strengthenothersbyincreasingself-determinationanddevelopingcompetence.

Chapter9FosterCollaboration“WhenItookmyfirststepinthecorporateworld,”recalledPoonamJadhav,“Ihadanexcellentopportunitytoexperiencehowperformancewasdependentontheteamleadercreatinganenvironmentofcollaborationandtrust,wherethereisanopenflowofideasandinformation.”

WhileatechnicalassociateatCitiTechnologyServicesinMumbai,Poonamservedsix-monthrotationswithtwoteamsworkingonaprojectattwodifferentlocations.Oneteamleader,shetoldus,didnottrustherteam.Shewouldmicromanageeveryteammember'sefforts,eventhoughtheywerealltalentedengineerswhoknewtheirjobswell.Peoplewereunhappyworkingunderherleadership,andtheydidn'tperformattheirbest,Poonamexplained,becausetheteamleaderwouldn'tletthemmakeanydecisions.

Whenevertherewasanissueoranybugtobefixed,sheneverallowedherteammemberstotakeactionontheirown.Sheinstructedthemtoescalateeveryissuetoher,getherinput,andthenresolveit.Thiswouldmeantakingalongtimetoresolveanissue,asshehadtohandleescalationsoftwentymembers.Theywereveryfrustratedwithherstyleofworkingastherewasnoautonomyandlittletrust.

Thisleader'sapproachhamperedtheteam'sproductivityandperformance.Duringbreaks,theycomplainedabouthowshedistrustedthem,underminedeveryone'stalent,anddamagedtheteam'smorale.AccordingtoPoonam,thatleaderhardlyeverhadanyface-to-faceinteractionwiththeteam;allcommunicationwasviaemail.“Therewasnobonding,notrust,nomotivation,andnocommitmenttoeithertheteam'sororganization'sgoals,”shesaid.

Herexperienceontheotherteamwasentirelydifferent,Poonamexplained,becausethatleadertrustedandrespectedherteammembers.Theleaderinteractedwiththemfacetofaceandgavethemtheautonomytomaketheirowndecisions.Sheurgedherteamtocomeupwiththeirsolutionstoproblemstheyencounteredandnottoworryaboutmakingmistakes.Shewouldhelpthem

encounteredandnottoworryaboutmakingmistakes.Shewouldhelpthemgeneratesolutionsbyaskingquestions,thusimprovingtheircriticalthinking.Asaresult,Poonamsaid,thisteamfixedsoftwarebugsmuchfasterthantheotherteam.Theteammemberscouldopenlydiscusstheirissueswiththeirleaderandwerecomfortablesharingwithhertheirprofessionalandpersonalissues,too.Shewouldlistenintentlytotheirconcernsandprovideusefulguidance.Heractionsbuiltempathyandunderstandingandthuscreatedaclimateoftrustwithintheteam.Forexample,whenanyteammemberswereonleave,Poonamobserved,theywerereadytoworkfromhomeoraremotelocationincasesomecriticalissueontheirtaskarose.Allheractionsmadetheteamstrongerandhelpedthemproduceextraordinaryoutcomes,saysPoonam.

Shestrengthenedtheteammembers'self-determinationbygivingthemachancetousetheirbestjudgmentinapplyingtheirknowledgeandskills.Shegavethemchoicesandlatitudetotakeonpersonalresponsibility.Shefosteredaccountabilityandconfidence.Herteamwasself-assured,innovative,responsible,andcommittedtotheirwork.Theyoutperformedbecauseacompetentandconfidentteamhadacompetentandconfidentleader.

AsPoonam'sexperiencedemonstrates,leadershipisarelationship,andhowleadersacttofacilitatecollaborationmakesadifferenceinhowpeoplebehave.1Whentalkingaboutpersonalbestsandaboutleaderstheyadmire,peoplespeakpassionatelyaboutteamworkandcooperationastheinterpersonalroutetosuccess,especiallywhenconditionsarechallengingandurgent.Leadersfromallprofessionsandeconomicsectorsaroundtheglobeconsistentlyappreciatethat“Youcan'tdoitalone.”Exemplaryleadersunderstandthattocreateaclimateofcollaboration,theymustdeterminewhatthegroupneedstodotheirwork,andbuildtheteamaroundacommonpurposeandwithmutualrespect.Leadersmaketrustandteamworkhighpriorities.

Extraordinaryperformanceisn'tpossibleunlessthere'sastrongsenseofsharedcreationandsharedresponsibility.ExemplaryleadersmakethecommitmenttoFosterCollaborationbyengagingintheseessentials:

Createaclimateoftrust

Facilitaterelationships

Collaborationisacriticalcompetencyforachievingandsustaininghighperformance.Asorganizationsbecomeincreasinglydiverseandgloballydispersed,collaborativeskillsareessentialtonavigatingtheconflictinginterestsandnaturaltensionsthatarise.Ourempiricalresearchshowsthatleaderswho

andnaturaltensionsthatarise.Ourempiricalresearchshowsthatleaderswhospendthemosttimeandenergydevelopingcooperativerelationshipsamongthepeopletheyworkwithareviewedbytheirdirectreportsasthemosteffective,and,inturn,havethehighestlevelsofengagementbytheirdirectreports.Trustisrequiredtobuildcollaborationandpromoterelationshipswherepeopleworktogethercooperatively.

CreateaClimateofTrustTrustisthecentralissueinhumanrelationships.Withouttrust,youcan'tlead.Withouttrust,youcan'tgetpeopletobelieveinyouoreachother.Withouttrust,youcan'taccomplishextraordinarythings.Individualswhoareunabletotrustothersfailtobecomeleaders,preciselybecausetheycan'tbeartobedependentonthewordsandworksofothers.Theyendupdoingalltheworkthemselvesorsupervisingworksocloselythattheybecomemicromanagers.Theirlackoftrustinothersresultsintheirlackoftrustinthem.Tobuildandsustainsocialconnections,trustmustbereciprocalandreciprocated.Trustisnotjustwhat'sinyourhead;it'salsowhat'sinyourheart.

InvestinTrustStudiesdemonstratethattruststronglypredictspersonal,team,andorganizationalperformance.2Peoplewhoaretrustingaremorelikelytobehappyandpsychologicallyadjustedthanarethosewhoviewtheworldwithsuspicionanddistrust.3Peopleperceivedastrustingaresoughtoutmoreasfriends,morefrequentlylistenedto,andsubsequentlymoreinfluential.Drawingfrom112studies,representingover7,700teams,researchersfoundthattheextenttowhichteammemberstrustoneanothermadeanimportantdifferenceintheteam'sperformance.4KarenTwaronite,theglobaldiversityandinclusivenessofficerwithErnst&Young,concurs.Herfirm'ssurveyofapproximately9,800full-timeworkersinBrazil,China,Germany,India,Mexico,Japan,theUnitedKingdom,andtheUnitedStatesconcludedthat“trustisthecornerstoneforcreatingaworkplacewhereemployeesareengaged,productive,andcontinuallyinnovating.”5

Moreover,trustedcompaniessignificantlyoutperformtheircounterpartsinachievingkeybusinessgoals—includingcustomerloyaltyandretention,competitivemarketposition,ethicalbehaviorandactions,predictablebusinessandfinancialresults,andprofitgrowth.6Forexample,thestockpriceperformanceoftrustworthypubliccompaniesisroutinely1.8timesthatoftheS&P500.7IntheUnitedKingdom,outsourcingcontractsthatweremanagedbasedontrust,ratherthanonspecificagreementsandpenalties,wereshowntoaddasmuchas40percentmorevaluetothecontract.8Thevariableof“trust”comprisestwo-thirdsofthecriteriaforFortunemagazine'slistingofthe100BestCompaniestoWorkFor,andthesecompaniesconsistentlyoutperformtheir

peersinregardtofinancialperformance,alongwithdecreasedincidentsofabsenteeism,on-the-jobinjuries,voluntaryturnover,andsoon.9Furthermore,nearlytwo-thirdsofpeoplesurveyedaroundtheworldindicatedthattheyhadrefusedtopurchasefromacompanytheydidnottrust.10

Themosteffectiveleadershipsituationsarethoseinwhicheachmemberoftheteamtruststheothers.Whentrustisthenorm,decisionsaremadeefficientlyandswiftly,innovationishigher,andprofitabilityincreases.Inarole-playingexercise,severalgroupsofbusinessexecutivesweregivenidenticalfactsaboutadifficultmanufacturing-marketingpolicydecisionandthenaskedasagrouptosolveaproblemrelatedtothatinformation.Halfofthegroupswerebriefedtoexpecttrustworthybehavior(“Youhavelearnedfromyourpastexperiencesthatyoucantrusttheothermembersoftopmanagementandcanopenlyexpressfeelingsanddifferenceswiththem”);theotherhalfweretoldtoexpectuntrustworthybehavior.Afterthirtyminutesofdiscussion,allteammemberscompletedabriefquestionnaireabouttheirexperiences.11

Thosetoldthattheirrole-playingcolleaguescouldbetrustedreportedtheirdialogueanddecisionstobesignificantlymorepositivethandidthemembersofthelow-trustgrouponeveryfactormeasured.Themembersofthehigh-trustgroupsweremoreopenaboutfeelings,experiencedgreaterclarityaboutthegroup'sfundamentalproblemsandgoals,andsearchedmoreforalternativecoursesofaction.Theyalsoreportedhigherlevelsofmutualinfluenceonoutcomes,satisfactionwiththemeeting,motivationtoimplementdecisions,andclosenessasamanagementteambecauseofthemeeting.

Intheothergroups,genuineattemptstobeopenandhonestwereignoredordistorted.Themanagerswhoexperiencedrejectionrespondedinkind:“Whatabunchofturkeys.Iwastryingtobehonestwiththem,buttheywouldn'tcooperate.IfIhadmyway,Iwouldhavefiredtheentiregroup.”Theresponsesfromtheirteamwerenolesshostile:“Iwassickofworkingwithyou—andwehadonlybeentogetherfortenminutes.”Notsurprisingly,morethantwo-thirdsoftheparticipantsinthelow-trustgroupssaidthattheywouldseriouslyconsiderlookingforanotherposition.12

Keepinmindthatthiswasasimulation.Thesereal-lifeexecutivesrespondedastheydidbecausetheyhadbeentoldthattheycouldn'ttrusttheirrole-playingcolleagues.Itshowsthattrust,ordistrust,cancomewithameresuggestion—andinmereminutes.Askedafterthissimulationtothinkaboutwhatfactorsmighthaveaccountedforthedifferencesbetweentheoutcomesandfeelings

reportedbythevariousgroups,notonepersonperceivedthattrusthadbeenthedeterminingvariable.

Whenyoucreateaclimateoftrust,youcreateanenvironmentthatallowspeopletocontributefreelyandtoinnovate.Younurtureanopenexchangeofideasandanhonestdiscussionofissues.Youmotivatepeopletogobeyondcomplianceandinspirethemtoreachforthebestinthemselves.Youfosterthebeliefthatpeoplecanrelyonyoutodowhat'sineveryone'sbestinterests.Togetthesekindsofresults,youhavetoanteupfirstinthegameoftrust,youhavetolistenandlearnfromothers,andyouhavetoshareinformationandresourceswithothers.Trustcomesfirst;followingcomessecond.

BetheFirsttoTrustAkeylessonlearnedinthePersonal-BestLeadershipExperienceofJacobPhilpott,supplychainprogrammanagerwithGoogle,wasthat“toearnsomeone'strust,youhavetobeabletogivethemyourown.”Heexplained,“Ifyoucannottrustothers,thenyouwillfailtobecomealeaderpreciselybecauseyouarenotabletobedependentonthewordsandworksofothers.Youwillendupdoingalloftheworkyourselformicromanagingtheworksointenselythatyourconstituentswilldespiseyou.”Hetoldusaboutanexampleofjustsuchafailurebyonemanagerheworkedwithatanothercompany:

Whenthismanager(AJ)firststarted,hewassoeagertoprovetouppermanagementthathisteamcouldbesuccessfulthathewouldnottrustthemtodotheworkbythemselves.Hefeltthattoomuchwasridingontheoutcometogiveanylevelofautonomytohisreports.

AJwouldforcehistechniquesandmethodsonhisconstituentsandwhentheydidnotcomply,hewouldliterallysitovertheirshouldertoshowthemexactlywhathewantedtobedone.ThatendedupbeingtheonlyworktogetdoneandmostofitwasdonebyAJhimself,sittingatthedeskofhisreports.Mycolleaguescouldnotstandhisapproach.Theydidnothaveanyrespectortrustforhim,andtheycontinuouslytalkedbadlyabouthimbehindhisback.

AJ'sapproachisexactlytheoppositeofwhatexemplaryleadersdo.Buildingtrustisaprocessthatbeginswhensomeone(eitheryouortheotherparty)iswillingtoriskbeingthefirsttoopenup,toshowvulnerability,andtoletgoofcontrol.Leadersgofirst.Ifyouwantthehighlevelsofperformancethatcomewithtrustandcollaboration,youhavetodemonstrateyourtrustinothersbeforeaskingthemtotrustyou.

askingthemtotrustyou.

Goingfirstisascaryproposition.You'retakingachance.You'rebettingthatotherswon'tbetrayyourconfidenceandthatthey'lltakegoodcareoftheinformationyoucommunicate,theresourcesyouallocate,andthefeelingsyoushare.You'reriskingthatotherswon'ttakeadvantageofyouandthatyoucanrelyonthemtodowhat'sright.Thisrequiresconsiderableself-confidence,butthepayoffishuge.Trustiscontagious.Whenyoutrustothers,theyaremuchmorelikelytotrustyou.However,shouldyouchoosenottotrust,understandthatdistrustisequallycontagious.Ifyouexhibitdistrust,otherswillhesitatetoplacetheirtrustinyouandtheircolleagues.It'suptoyoutosettheexampleandbewillingtoovercometheneedforinvulnerability.AsKeniThomasreflectedonhisexperienceasaU.S.ArmyRanger,“Trustdoesn'tcomeissued.It'searned.”13

Self-disclosureisonewaythatyougofirst.Lettingothersknowwhatyoustandfor,whatyouvalue,whatyouwant,whatyouhopefor,andwhatyou'rewilling(andnotwilling)todorevealsinformationaboutyourself.Youcan'tbecertainthatotherpeoplewillappreciateyourcandor,agreewithyouraspirations,orinterpretyourwordsandactionsinthewayyouintend.Butonceyoutaketheriskofbeingopen,othersaremorelikelytotakeasimilarriskandworktowardmutualunderstanding.

ThisisexactlywhatMasoodFakharzadeh,managingdirectorforSemedsolConsulting,experiencedwhenheassembledanoffshoreproductdevelopmentteamaspartofhisPersonal-BestLeadershipExperience.Masoodbroughtthatteamtogether,and“earlyon,”hesaid,“Iaskedeveryonefortheirhelp.ItoldthemthatthisisthefirsttimethatI'mleadingsuchaproject,andIneededtheirhelpandexpertisetomaketheprojectsuccessful.IwantedtoshowthemthatIhadfulltrustinthembyaskingthemtohelpme.”Hisdemonstrationoftrustinthem,Masoodsaid,“resultedinpeopleopeningupandsharinglotsofinformation.Thisgotthemfullyengaged,andtheytookownership.”

Trustcan'tbeforced.Ifsomeonerefusestounderstandyou,viewingyouasneitherwellintentionednorcompetent,theremaybelittleyoucandotochangetheirperceptionsandbehavior.However,keepinmindthatplacingtrustinothersisthesaferbetwithmostpeoplemostofthetime.Humansarehardwiredtotrust,andwithoutitwouldbeunabletofunctioneffectivelyintheworld.14

ShowConcernforOthersTheconcernyoushowforothersisoneoftheclearestandmostunambiguous

signalsofyourtrustworthiness.Whenothersknowyouwillputtheirinterestsaheadofyourown,theywon'thesitatetotrustyou.15However,thisissomethingpeopleneedtoseeinyouractions—actionssuchaslistening,payingattentiontotheirideasandconcerns,helpingthemsolvetheirproblems,andbeingopentotheirinfluence.Whenyoushowyouropennesstotheirideasandyourinterestintheirconcerns,peoplewillbemoreopentoyours.Considertherelationshipwefoundbetweentheextenttowhichdirectreportsindicatethattheirleaderactivelylistenstodiversepointsofviewandhowtheyfeelabouttheirworkplace.Nearly100percentofdirectreportswhoagreeorstronglyagreethattheirleaderactivelylistensdescribethemselvesashavinga“strongsenseofteamspirit.”Lessthanone-thirdofdirectreportsexperienceintenseteamspiritwhentheyindicatethattheirleaderalmostnever,rarely,orevenseldomlistens.Theresultsforhowdirectreportsevaluatetheirlevelsofmotivationandproductivityarealsodirectlycorrelatedwiththeextenttheygaugetheirleader'sactivelylistening.

Activelisteninginvolvesmorethansimplypayingattention.Thebestlisteners,accordingtoastudyinvolvingnearly3,500participantsinacoachingskillsdevelopmentprogram,didmuchmorethanremainsilentwhiletheotherpersontalked.16Theydemonstratedthattheywerelisteningbyaskingquestionsthat“promoteddiscoveryandinsight.”Theactofactivelisteningislikehavingaconversation.Itrequiresmorethanjusthearingtheotherperson'swords.Itmeansbeingengagedinawaythatmakestheconversationapositiveexperience,causingthepersonyouarelisteningtofeelsupportedandvalued.Showingappreciationforanother'suniqueviewpointdemonstratesrespectforthemandtheirideas.Beingsensitivetowhatothersaregoingthroughcreatesbondsthatmakeiteasiertoacceptoneanother'sguidanceandadvice.Greatlistenersalsotendtooffersuggestions,andhavebeendescribedas“trampolines”inthatyoufeelyoucanbounceideasoffofthem.17

Theseactionsbuildmutualempathyandunderstanding,andthatinturnbuildstrust.AsSinisaLjujic,globalsupplymanageratCanada'sChristieDigitalSystems,explained,“Forthesakeofthepeopleyoulead,youneedtobeacceptingofothersastheyare.Weareallhuman,andweneedtotreatpeoplerespectfully.IlistentowhatpeoplehavetosaysothatIknowwhatisgoingonintheirheadsandhearts.OnlythencanIworkwiththemtoimprove.”18Hislisteningandattendingtotheneedsofothersareevidenteveryday.Youseeitwhenheencouragespeopletosolveproblemsontheirown,ratherthanjumpingintosolvethemhimself.Youseeitwhenhearrivesearlytogreeteveryoneand

inquireabouthowheorsheisdoing.Youseeitwhenhetakesthetimetocoachpeoplewhoareassumingnewjobsandresponsibilities.

Demonstratingempathygoesalongwayinbuildingtrust.19MegBear,groupvicepresident,SocialCloudatOracle,goessofarastosay,“Empathyisthecriticaltwenty-first-centuryskill.”20Empathymaynotbewhatyou'dexpecttohearfromatechnologyexecutive,butit'sbecomingincreasinglyevidentthatthemoretechnologyautomatesjobs,themorevaluablerelationshipskillswillbetoeveryone'swork,andespeciallytotheworkofleaders.Studiesrevealthatmanagerswhoshowthemostempathytowarddirectreportsareviewedbytheirmanagersasbetterperformers.21Showinginterestinothers,beingsensitivetoothers'problems,andconveyingcompassiontowardothersincreasesleaders'andconstituents'capacitiestodotheirjobs.RomanKrznaric,drawinguponmorethantenyearsofresearch,writesinhisbookEmpathy:WhyItMatters,andHowtoGetIt,thatempathy“isnotjustaboutseeingthingsfromanother'sperspective.It'sthecornerstoneofsmartleadership.Therealcompetitiveadvantageofthehumanworkerwillbetheircapacitytocreaterelationships,whichmeansempathywillcountmorethanexperience.”22

ConsiderhowMarkAnderson,financemanagerwithApple,describedtheempathyandconcernforothersintheactionsofhisnewsalesdirector.Eventhoughthatleaderhadoverfifteenyearsofexperience,Markrecounted,fromdayone,thatthedirectorplacedtrustintheteambylisteningtotheirguidanceandrecommendationsbeforeinsertinghimself.

Thissmallactionhadasignificantimpactonourviewofhim,aswebelievedhetrustedouranalysisandviewpoints.Inadditiontothis,hetookthetimetoscheduleluncheswithustogettoknowwhowewereasindividualsinsteadofjusttalkingaboutwork.Thisactionresultedinourteamdevelopingapersonalrelationshipwithhimbecauseheshowedconcernforwhowewereasindividuals.Theseinitialactionspiquedourinterestinhimasaleader,andwebegantoslowlylistentohisthoughtsandseekhisadvicemorefrequentlybecauseofthestrongfoundationalrelationshiphebuiltatthebeginning.

Actionslikethese,whichshowconcernforothers,fostercollaboration,because,asMarksays,“weviewedhimasapartnerthatwewantedtoworkwithratherthansomeonesimplyissuingdirectives.”

Exemplaryleadersknowthatyouneedtoseetheworldthroughothers'eyesandmakesurethatyouconsideralternativeviewpoints.WhichisexactlythelessonAndyCheng,worldwideproductmarketingmanageratApple,saidhewould

AndyCheng,worldwideproductmarketingmanageratApple,saidhewouldsharewithothersbasedonhisPersonal-BestLeadershipExperience:“Empathyiscritical.Youhavetounderstandhowothersfeelanddeterminewhatyoucandotohelpotherstobesuccessful.IwanttoberememberedforhowIservedmyteamandnotastheonebeingserved.”Therelationshipsyoubuild,Andysays,“makeallthedifference.”Peoplehavetofeelthattheycantalkfreelywithyouabouttheirchallenges.Forthemtobeopentosharingtheirideas,theirfrustrations,andtheirdreamswithyou,theyhavetobelievethatyou'llbecaringandconstructiveinyourresponses.Theyhavetofeelthatyoucareabouttheirbestinterests.

It'sinterestinghowthesesameskillsofnonjudgmentallisteningshowupinthepeoplereferredtoasfriends—andeverysuccessfulleadershiprelationshiphassomeelementoffriendshipinit.Althoughyouarenotexpectedtobeeveryone'sbestfriend,researchershavedemonstratedacrossavarietyofsettingsthathavingafriendatwork,andhavingafriendlyrelationshipwithyoursupervisor,contributesignificantlytohealthyandproductiveworkplaces.23Forexample,peopleassumingtheroleofCEOinamanagementsimulationwereinformedthattheirfinancialvicepresidentwasorwasnota“friend.”TheVP'sinfluencewaslessreadilyacceptedwhentheywerenotfriends—eventhoughinallcasesthe“information”thatindividualprovidedwasadequatetosolvethecompany'sproblem.24Whenpeoplebelievethatyouhavetheirinterestsatheart—thatyoucareaboutthem—they'remorelikelytobeopentoyourinfluence.

ShareKnowledgeandInformationCompetenceisavitalcomponentoftrustandconfidenceinaleader.Asourstudieshavedemonstrated,peoplewanttoknowthattheirleadersareindividualstheybelieveknowwhatthey'retalkingaboutandwhatthey'redoing.Onewaytodemonstrateyourcompetenceistosharewhatyouknowandencourageotherstodothesame.Youcanconveyyourinsightsandknow-how,sharelessonslearnedfromexperience,andconnectteammemberstovaluableresourcesandpeople.Leaderswhoplaythisroleofknowledgebuildersettheexampleforhowteammembersshouldbehavetowardeachother.Asaresult,teammembers'trustinoneanotherandtheleaderincreases,alongwiththeirperformance.25

ThatwasexactlytheapproachcompensationconsultantCathrynMeyerlearnedtotakewhenshesupervisedherfirstsummerinternatPivotalSoftware.Shesetupaseriesof“jobshadowing”daysinwhichherintern,Jenna,spentafulldayfollowingaroundotherteammemberswhohadrolesverydifferentfromCathryn's.TheintentwastoexposeJennatomanydifferentfacetsofthehuman

Cathryn's.TheintentwastoexposeJennatomanydifferentfacetsofthehumanresourcesorganization,enhancingherknowledgeofthecoreskillsofeachfunctionaswellashowthevariousfunctionscomplementedeachother.Cathrynalsoheldregularfeedbacksessions,whereshewouldgiveJennaconstructivefeedbackandreceivesomeinformativepointersfromJennainreturn.Actionslikethese,saysCathryn,“helpedstrengthenourrelationshipandcreatedmutualtrustbetweenus.”

Thefactthattrustamongteammembersgoesupwhenpeopleshareknowledgeandinformation,andthefactthatperformanceincreasesasaresult,underscoreshowimportantitisforleaderstostayfocusedontheneedsoftheirteam.Ifyoushowawillingnesstotrustotherswithinformation(bothpersonalandprofessional),constituentswillbemoreinclinedtoovercomeanydoubtstheymighthaveaboutsharinginformation.However,ifyoudisplayareluctancetotrust,andwithholdinformation—orifyou'reoverlyconcernedaboutprotectingyourturfandkeepingthingstoyourself—you'lldampentheirtrustandtheirperformance.Managerswhocreatedistrustfulenvironmentstendtotakeself-protectivepostures.They'redirectiveandholdtighttothereinsofpower.Thosewhoworkforsuchmanagersarelikelytopassonthedistrustbywithholdinganddistortinginformation.26Thisreinforceswhyit'ssoimportantforyoutogofirstwhenitcomestosharinginformation.

FacilitateRelationshipsPeopleworktogethermosteffectivelywhentheytrustoneanother.Askingforhelpandsharinginformationthencomenaturally.Settingacommongoalbecomesalmostinstinctive.ThesewerelessonsCristianNuñezlearnedfromhisexperienceasdeputymanager,businessdevelopmentatUltramar(Chile).Companygrowthhadstalled,andmarginswereindeclineprimarilybecausetheeighteenfairlyautonomousagenciesscatteredalongthecountry'sprincipalportswerefiercelycompetingwithoneanother.Moreover,theheadoffice'sdetachedmanagerialstylegeneratedmistrust,resultinginbothsidesthinkingtheotherwasnotdoingenoughtoimprovethebottomline.

Cristianrealizedthattheagenciesneededbettercooperativerelationships,startingwithmorecommunicationsatalllevelstopromotecommongoalsandcooperationbetweenunits.Bothheandhissupervisorwenttoeachoftheagencysitestovisitwiththepeopleinvolved.“Ilearned,”recallsCristian,“howmuchrelationshipscanimprovewhenpeoplemeetfacetoface,evenifthey'dbeentalkingonthephonealmosteveryday.Thepowerandlong-lastingeffectofdirectinteractioncanhardlybereplacedbyothermeansofcommunication.”

Theysubsequentlybroughtrepresentativesfromeachoftheagenciestogethertotalkabouttheproblemandproposesolutions.Theyquicklyrealizedthattherewasaneedtoalignincentivestofavoracommonwayofdoingbusinessandtheydesignedaprofit-sharingmethodforcollaborativedeals.Theyalsoagreedtohavealltheagentsparticipateinweeklytelephonemeetings,withanexpectationthattheywouldsharebusinessopportunities—intheirownaswellasothers'territories.Withnewlevelsofcooperation,revenuesfollowedanupwardtrajectory.

WhenDivyaParijoinedIndia'scentralbankinginstitution,sheimmediatelyappreciatedhowrelationshipsmatter.Divyawasinitiallyapprehensive;shehadnopriorbankingexperienceandwasn'tfamiliarwitheitherthelocalcommunityorlanguage.However,shetoldus,“Myfearswereputtorestontheveryfirstday,”beginningwiththegreetingfromhernewmanager.

ShecongratulatedmeforlandingthepositionandinquiredabouthowIwasfeelinginthisnewplaceandrole,whethertheaccommodationprovidedwascomfortable,aboutmyaspirations,interests,etc.Sheassuredmethatlanguagewouldnotbeaproblemandindeedmyco-workerscommunicatedinEnglishwhilespeakingtome.Shesharedvariousaspectsofthe

division'sworkandinformationoncriticalissuesfacingthedivision.Thefriendlyinteraction,sharingofinformation,concernformyproblemsandformycomfortabletransitiontothenewroleinthedivisiongeneratedtrustandIimmediatelyfeltpositiveandoptimisticaboutmywork.Italsohelpedmeopenup,whichinturngeneratedtrustwithmyboss.

Divya'sexperienceillustratesthatfacilitatingrelationshipsishowleadersbuildaclimateoftrustintheteam.Asshetoldus,“Itprovesthatshowingconcernforpeople'sproblemsandaspirationsandintentlylisteninggeneratestrustandfosterscollaboration.”

Tocollaborate,asdocumentedbybothCristianandDivya,peoplehavetobeabletorelyanddependononeanother.Theyhavetoappreciatethattheyneedeachothertobemostsuccessful.Tocreateconditionsinwhichpeopleknowtheycancountoneachother,aleaderneedstodevelopcooperativegoalsandroles,supportnormsofreciprocity,structureprojectstopromotejointefforts,andencourageface-to-faceinteractions.

DevelopCooperativeGoalsandRolesWhetherinsportsorhealthcare,ineducationormanagement,orinthepublicorprivatesector,forateamofpeopletohaveapositiveexperiencetheymusthavesharedgoalsthatprovideaspecificreasonforbeingtogether.Noonepersoncansingle-handedlyeducateachild,buildaqualitycar,makeamovie,createaworld-classguestexperience,connectacustomertothecloud,oreradicateadisease.Themostimportantingredientineverycollectiveachievementisacommongoal.Commonpurposebindspeopleintocooperativeefforts.Itcreatesasenseofinterdependence,aconditioninwhichallparticipantsknowthattheycannotsucceedunlesseveryoneelsesucceeds,oratleastthattheycan'tsucceedunlesstheycoordinatetheirefforts.Withoutthesensethat“we'reallinthistogether”—thatthesuccessofonedependsonthesuccessoftheother—it'svirtuallyimpossibletocreatetheconditionsforpositiveteamwork.Ifyouwantindividualsorgroupstoworkcooperatively,youhavetogivethemagoodreasontodoso,suchasagoalthatcanbeaccomplishedonlybyworkingtogether.

ThisisexactlywhatSaraBalducci,projectmanagerforaninternationalperformancemanagementservicesprovider,recallsaboutherPersonal-BestLeadershipExperience.Afterhergroupwasreorganized,shewaspromotedtoleadthedivision.Shortlythereafter,thedivisionmorethandoubledinheadcount.Withsomanynewpositionsandnewpeople,itwasn'tapparenthoweachperson'sday-to-dayjobactivitiesplayedanimportantpartintheoverall

eachperson'sday-to-dayjobactivitiesplayedanimportantpartintheoverallorganization.Sarawastednotimeincallingeveryonetogetherandexplaininghoweachofthenewmanagementpositionswouldsupporttheirwork.

IremindedtheagentsthatIknewhowcapableeachofthemwas,aswehadbeenworkingtogetherforquitesometime,andreiteratedwhatIhadalreadydiscussedwithmany:howwewouldleveragethestrengthsofoneanothertocontinuetoprovideexcellentservicetoourcustomers.

Thisimportantfirststepallowedmetocreateaclimateoftrustandfacilitaterelationshipswithmystaff.IwasshowingthemthatIwasconcernedaboutthemandhadfaithintheirskills.Thisactionfosteredtheteammembers'self-confidence.AndIwassupportingnormsofreciprocitybyrequestingthatcolleaguescountoneachothertoleveragethestrengthsofoneanothertogettheworkcompletedefficientlyandwithquality.

Tounderscoretheirinterconnectedness,Sarabrokethedivision'sworkintosegmentsandassignedpeopletooneofsixdifferentcrewsbasedontheirareasofexpertise.Forexample,theForeignCrewworkedwithbothEnglishandnon-English-speakingcustomersoutsidetheUnitedStates;theShippingCrewworkedwithcustomerswhohadquestionsregardingallaspectsofshipping;andaRefundsCrewhelpedcustomersneedingtoreturnitemsandreceivecreditforthem.Togiveteammembersachancetodemonstrateanddeveloptheirleadershipskills,SaracreatedanewpositioncalledCrewLead.Eachwouldensureworkwasspreadevenlyamongtheagents,completedontime,andmetqualitystandards.Shealsochanneledvitalinformationthroughthemtotherestofthecrew,andthey,inturn,wouldbetheliaisonforinformationfromtheircrewtoher.Thisstructurereinforcedhowtheywereateam,needingtoworktogethertoservetheircustomersbest,andgettheirworkcompletedmostefficientlyandeffectively.

Sara,likeotherleaderswestudied,realizedthatkeepingindividualsfocusedonacommongoalpromotesastrongersenseofteamworkthanemphasizingindividualobjectives.Forcooperationtosucceed,rolesmustbedesignedsothateveryperson'scontributionsarebothadditiveandcumulativetotheoutcome.Individualsmustclearlyunderstandthatunlesstheyeachcontributewhatevertheycan,theteamfails.Fortwopeopleinafishingboat,onecan'tsaytotheother,“Yoursideoftheboatissinking,butmysidelooksjustfine.”

ShubhagamGupta,asoftwaredevelopmentmanageratOracle,toldushowhehadtwoverycapableengineersonhisteam,buttheyweren'tworkingverywelltogether;eachwasquitecriticaloftheotherone.Hedecidedtoassignthemtoa

jointproject,onetheyneededtodelivertogether.Whathefoundwasthat“whentheybothworkedonacommongoal,itbuiltmutualrespect,theybothrecognizedeachother'sstrengthsandhowmuchtheyneededeachothertoexcel.”Shubhagamrealizedthat“leadersneedtoprovideacommonpurposeandbreakdownbarriersandfunctionstofostercollaborationintheteam.”Thedatashowsthattheoveralleffectivenessratingsofleadersbytheirdirectreportsaredirectlylinkedwiththeextenttowhichtheyareseenasdevelopingcooperativerelationshipsamongpeople,asillustratedinFigure9.1.

Figure9.1DevelopingCooperativeRelationshipsRaisesLeadershipEffectivenessRatings

SupportNormsofReciprocityInanyeffectivelong-termrelationship,theremustbeasenseofreciprocity.Ifonepartneralwaysgivesandtheotheralwaystakes,theonewhogiveswillfeeltakenadvantageof,andtheonewhotakeswillfeelsuperior.Insuchaclimate,cooperationisvirtuallyimpossible.UniversityofMichiganpoliticalscientistandNationalMedalofSciencerecipientRobertAxelroddramaticallydemonstratedthepowerofreciprocityinaseriesofstudiesinvolvingthePrisoner'sDilemma

paradigm.27Thedilemmaisthis:twoparties(individualsorgroups)confrontaseriesofsituationsinwhichtheymustdecidewhethertocooperate.Theydon'tknowinadvancewhattheotherpartywilldo.Therearetwobasicstrategies—cooperateorcompete—andfourpossibleoutcomesbasedonthechoicesplayersmake:win-lose,lose-win,lose-lose,andwin-win.Themaximumindividualpayoffcomeswhenthefirstplayerselectsanuncooperativestrategyandthesecondplayerchoosestocooperateingoodfaith.Inthis“Iwin,butyoulose”approach,onepartygainsattheother'sexpense.Ifbothpartieschoosenottocooperateandattempttomaximizeindividualpayoffs,thenbothlose.Ifbothpartieschoosetocooperate,bothwin,thoughtheindividualpayoffforacooperativemoveintheshortrunislessthanforacompetitiveone.

Bobinvitedscientistsfromaroundtheworldtosubmittheirstrategiesforwinninginacomputersimulationofthistestofwin-winversuswin-losestrategies.“Amazinglyenough,”hesays,“thewinnerwasthesimplestofallstrategiessubmitted:cooperateonthefirstmoveandthendowhatevertheotherplayerdidonthepreviousmove.Thisstrategysucceededbyelicitingcooperationfromothers,notbydefeatingthem.”28Simplyput,peoplewhoreciprocatearemorelikelytobesuccessfulthanthosewhotrytomaximizeindividualadvantage.

Thedilemmasthataresuccessfullysolvedbythisstrategyarebynomeansrestrictedtotheoreticalresearch.Similarpredicamentsariseeveryday:WhatpricemightIpayifItrytomaximizemyownpersonalgain?ShouldIgiveupalittleforthesakeofothers?WillotherstakeadvantageofmeifI'mcooperative?Reciprocityturnsouttobethemostsuccessfulapproachforsuchdailydecisions,becauseitdemonstratesbothawillingnesstobecooperativeaswellasanunwillingnesstobetakenadvantageof.Asalong-termstrategy,reciprocityminimizestheriskofescalation:Ifpeopleknowthatyou'llrespondinkind,whywouldtheystarttrouble?Ifpeopleknowthatyou'llreciprocate,theyknowthatthebestwaytodealwithyouistocooperateandbecomerecipientsofyourcooperation.

Reciprocityleadstopredictabilityandstabilityinrelationships;inotherwords,trust.It'slessstressfultoworkwithotherswhenyouunderstandhowtheywillbehaveinresponse—especiallytoyourownbehaviorinnegotiationsanddisagreements.29HarvardprofessorofpublicpolicyRobertPutnamexplains,“Thenormofgeneralizedreciprocityissofundamentaltocivilizedlifethatall

prominentmoralcodescontainsomeequivalentoftheGoldenRule.”30Treatpeopleasyou'dlikethemtotreatyou,andit'slikelythatthey'llrepayyoumanytimesover.Onceyouhelpotherssucceed,acknowledgetheiraccomplishments,andletthemshine,they'llneverforgetit.Thenormsofreciprocitycomesintoplay,andpeoplearemorethanwillingtoreturnthefavoranddowhattheycantomakeyousuccessful.Whethertherewardsofcooperationaretangibleorintangible,whenpeopleunderstandthattheywillbebetteroffbycooperating,they'reinclinedtorecognizethelegitimacyofothers'interestsinanefforttopromotetheirownwelfare.

StructureProjectstoPromoteJointEffortPeoplearemorelikelytocooperateifthepayoffsforworkingtogetheraregreaterthanthoseassociatedwithworkingbythemselves.ManypeoplewhogrowupinWesternizedcountriesthatemphasizeindividualisticorcompetitiveachievementhavetheperceptionthatthey'lldobetterifeveryoneisrewardedsolelybasedonhisorherindividualaccomplishments.They'rewrong.Inaworldthat'stryingtodomorewithless,competitivestrategieslosetostrategiesthatpromotecollaboration.31

Themotivationforworkingdiligentlyonone'sjob,whilekeepinginmindtheoverallcommonobjective,isreinforcedwhenitistheendresultthatgetsrewardedandnotmerelyindividualefforts.Mostprofit-sharingplans,forexample,arebasedonmeetingthecompany'sgoalsandnotjustthoseofseparateindependentunitsordepartments.Certainly,eachindividualwithinthegrouphasadistinctrole,butonworld-classteams,everyoneknowsthatiftheydoonlytheirseparatepartswell,theyareunlikelytoachievethegroup'sgoal.Afterall,ifyoucoulddoitalone,whywouldyouneedateam?

Cooperativebehaviorrequiresindividualstounderstandthatbyworkingtogethertheywillbeabletoaccomplishsomethingthatnoonecanaccomplishonhisorherown.AndrewZong,CEOatPHNIXinGuangzhou,China,hasputthisprincipleintopracticethroughthebusiness's“spin-offstartmode”bywhichnewindependentcompaniesaregeneratedundertheumbrellaoftheparentcompany.Everymanageroremployeewhohasagoodideaandavalidbusinessplancanpotentiallycreateanewstartupcompany.Eachstartupisstaffed,led,andeveninvestedindirectlybyPHNIXemployees,whichmeanstheyshareinboththeriskandtherewardofPHNIX'scontinuousmarketexpansion.Theparentcompanyprovidesinitialsupportintheformofknow-how,infrastructure,officesandlaboratories,butthenthenewlyfundedcompanyfunctionsasan

independententity,withitsownshareholders.Themanagersofthenewstartupshavecompletedecision-makingauthorityand,asowners,arefullyaccountablefortheirchoices.Afteradecade,morethantencompanieshavebeenlaunched;nonehaveclosed.TheyhaveextendedPHNIX'sproductportfolioorservedasbackwardintegration,producingcomponentsthatexternalsuppliersusedtoprovide.GeneralManagerForthZuobelievesthattheirsuccesscomesdowntoasystemthattransformsemployeesintobusinesspartnersthroughstructuringopportunitiesforinterdependententerpriseswithoverlappingobjectives.Thesuccessofanyoneventurerelatestothesuccessofthewholeenterprise.32

WhartonprofessorAdamGrantarguesinhisbookGiveandTake:ARevolutionaryApproachtoSuccessthatorganizationsfilledwith“givers”—thosewhohelpothers—areconsistentlymoreeffectivethanthoseloadedwith“takers.”Knowingabouttheamountofhelppeoplearewillingtogiveoneanother,itturnsout,isahighlyaccuratepredictoroftheteam'seffectiveness.33

Forexample,inaseriesofstudies,teamswererewardedforbeingthehighest-performingteamasawhole,promptingmemberstoworktogetherasgivers,whereasataker-culturewaspromptedinteamsinwhichtherewardswenttothehighest-performingindividualwithineachteam.Whilethecompetitiveteamsfinishedtheirtasksfasterthanthecooperativeteams,theywerelessaccuratebecausememberswithheldcriticalinformationfromeachother.34

Toboosttheaccuracyofthecompetitiveteams,theresearchersnexthadthemcompleteasecondtaskunderthecooperativerewardstructure—thatis,rewardingtheentireteamforhighperformance.Theresultthistime?Accuracydidn'tgoup,andspeeddroppedbecausepeoplestruggledtotransitionfromcompetitiontocooperation—thatis,shiftingfromtakingtogiving.Itseemsthatoncepeoplehadexperiencedtheircolleaguesascompetitors,theycouldn'ttrustthem.Completingevenasingletaskunderastructurethatrewardedtakingcreatedwin-losemind-sets,whichpersistedevenafterthestructurewasremoved.

Jointeffortsreinforcetheimportanceofworkingcollaborativelyandhelpingoneanotherout.Figuringouthowtotakeasmuchaspossiblefromothers,whilecontributingaslittleaspossible,hastheoppositeeffect.Youhavetomakecertainthatthelong-termbenefitsofjointeffortsaregreaterthantheshort-termbenefitsofworkingaloneorcompetingwithothers.Youneedtogetpeopletorealizethatbyworkingtogethertheycancompletetheprojectfasterthanbythinkingaboutanyshort-term(orindividual)victoriesresultingfromdoingtheirownthing,complaining,blaming,orcompetingwithothersforscarceresources.

EncourageFace-to-FaceandDurableInteractionsGroupgoalsandroles,sharedidentity,reciprocity,andpromotingjointeffortareallessentialforcollaborationtooccur.Alsovitalarepositiveface-to-faceinteractions.Peoplecanactasacohesiveteamonlywhentheycanhavesomeamountoffacetimewitheachother.Thisistruenotonlylocallybutalsoingloballydistributedrelationships.Gettingtoknowothersfirsthandisessentialtocultivatingtrustandcollaboration.Andthisneedforface-to-facecommunicationincreaseswiththecomplexityoftheissues.35AsWilsonChu,principalproductmanageratVMware,realized:“Untilyouseesomeone'sface,theyarenotarealpersontoyou.”

Thisiswhywhilemanaginganoffshoredevelopmentteam,Wilsonaskedpeopletoturnontheirwebcamssothateveryonecouldseeoneanother.Hefeltthatthispracticemade“everyonemorecomfortablewithexpressingtheirideasbecauseitmadetheinteractionsmorepersonal—weeachhadmorethanjustaname;wealsohadaface.”It'stheleader'sjob,asWilsonpointsout,toprovidefrequentandlastingopportunitiesforteammemberstoassociateandintermingleamongdisciplines,amongdepartments,andacrosscontinents.Technologyandsocialmediacancertainlyenhancecommunications.Virtualconnectionsabound,andinaglobaleconomy,noorganizationcouldfunctionifpeoplehadtoflyhalfwayaroundtheworldtoexchangeinformation,makedecisions,orresolvedisputes.Thatsaid,thestrokeofakey,theclickofamouse,ortheswitchofavideodoesn'tgetyouthesameresultsasanintimatein-personconversation.Therearelimitstovirtualtrust.Firsthandexperiencewithanotherhumanbeingisjustamorereliablewayofcreatingidentification,increasingadaptability,andreducingmisunderstandings.36

Virtualtrust,likevirtualreality,isonestepremovedfromtherealthing.Humanbeingsaresocialanimals;it'sinpeople'snaturetowanttointeract,andbitsandbytesorpixelatedimagesmakeforaveryfragilesocialfoundation.37It'scertainlytruethatworkrelationshipsintoday'sglobaleconomydependmoreandmoreonelectronicconnections,andmanywork“places”arevirtualinnature.Nevertheless,youhavetoreconciletherealityofvirtualorganizationswiththeknowledgethatbuildingtrustdependsongettingtoknowoneanotherdeeply.Inadditiontorelyingonemails,instantmessages,teleconferences,andvideoconferences,youneedtolooktoothertechnologiessuchasthebicycle,thecar,thetrain,andtheairplanetobringpeopletogether.

Peoplewhoexpecttheirinteractionstobemorethanasingleincident,who

Peoplewhoexpecttheirinteractionstobemorethanasingleincident,whobelievetheywillcontinuetointeractwithoneanotherinthefuture,andwholikebeinginarelationshiparemorelikelytocooperateinthepresent.Knowingthatyou'llhavetodealagainwithsomeonetomorrow,nextweek,ornextyearensuresthatyouwon'tquicklyforgetabouthowyou'vetreatedoneanother.Durablerelationshipsmaketheimpactoftoday'sactionsontomorrow'sdealingsthatmuchmorepronounced.Also,frequentinteractionsbetweenpeoplepromotepositivefeelingsonthepartofeachfortheotherparty.Encouragingpeopletotransferbetweenteamsitesensuresfamiliaritywiththecultureandpracticesoftheirpeers.Thisnotionofdurableinteractionsmayseemquaintandanachronisticinthisglobaleconomicenvironment,inwhichspeedisacompetitiveadvantageandloyaltyisnolongeravaluedvirtue.Butthatdoesn'tmaketherealitydisappear.Ifyouwishtomaximizeyourleadershipeffectiveness,beginwiththeassumptionthatyou'llbeinteractinginsomewaywiththispersonagaininthefuture,andthatthisrelationshipwillbecriticaltoyourmutualsuccess.

TakeAction

FosterCollaboration“Youcan'tdoitalone”isthemantraofexemplaryleaders—andforgoodreason.Youcan'tmakeextraordinarythingshappenbyyourself.It'scollaborationthatenablescorporations,communities,andevenvirtualclassroomstofunctioneffectively.Sustaincollaborationbycreatingaclimateoftrustandfacilitateeffectivelong-termrelationshipsamongyourconstituents.Promoteasenseofmutualdependence—thefeelingthateveryoneinthegroupknowsheorsheneedstheotherstobesuccessful.Withoutthatsenseof“we'reallinthistogether,”it'simpossibletokeepeffectiveteamworkgoing,stimulatingpeopletolookoutforoneanotheranddowhattheycantomakethewholeteamsuccessful.

Trustisthelifebloodofcollaboration.Tocreateandsustaintheconditionsforlong-lastingconnections,youhavetobeabletotrustothers,theyhavetotrustyou,andtheyhavetotrusteachother.Withouttrust,youcannotleadormakeextraordinarythingshappen.Shareinformationandknowledgefreelywithyourconstituents,showthatyouunderstandtheirneedsandinterests,openuptotheirinfluence,makewiseuseoftheirabilitiesandexpertise,and—mostofall—demonstratethatyoutrustthembeforeyouaskthemtotrustyou.

Thechallengeinfacilitatingrelationshipsismakingsurepeoplerecognizehowmuchtheyneedoneanothertoexcel—howtrulyinterdependenttheyare.Cooperativegoalsandrolescontributetoasenseofcollectivepurpose,andthebestincentiveforpeopletoworktoachievesharedgoalsistheknowledgethatyouandotherswillreciprocate,helpingtheminreturn.Helpbegetshelp,justastrustbegetstrust.Bysupportingnormsofreciprocityandstructuringprojectstorewardjointefforts,youenablepeopletounderstand

structuringprojectstorewardjointefforts,youenablepeopletounderstandthatit'sintheirbestinteresttocooperate.Getpeopleinteractingandencourageface-to-faceinteractionsasoftenaspossibletoreinforcethedurabilityofrelationships.

ExemplaryleadersFosterCollaborationbybuildingtrustandfacilitatingrelationships.Thismeansyoumust:

1. Extendtrusttoothers,eveniftheyhaven'talreadyextendedittoyou.

2. Spendtimegettingtoknowyourconstituentsandfindoutwhatmakesthemtick.

3. Showconcernfortheproblemsandaspirationsothershave.

4. Listen,listen,andlistensomemore.

5. Structureprojectssothatthereisacommongoalthatrequirescooperation,makingsurethatpeopleunderstandhowtheyareinterdependentwithoneanother.

6. Findwaystogetpeopletogetherfacetofaceandincreasethedurabilityoftheirrelationship.

Notes1.Weusecooperateandcollaboratesynonymously.Theirdictionarydefinitions

areverysimilar.IntheMerriam-WebsterUnabridgedonlinedictionary,thefirstdefinitionofcooperateis,“Toactorworkwithanotherorotherstoacommonend:operatejointly.”(http://unabridged.merriam-webster.com/unabridged/cooperate).Thefirstdefinitionofcollaborateis,“Toworkjointlywithothersortogetherespeciallyinanintellectualendeavor”(http://unabridged.merriam-webster.com/unabridged/collaborate).

2.K.T.Dirks,“TrustinLeadershipandTeamPerformance:EvidencefromNCAABasketball,”JournalofAppliedPsychology85,no.6(2000):1004–1012;J.A.ColquittandS.C.Salam,“FosterTrustThroughAbility,Benevolence,andIntegrity,”inJ.Locke(ed.),HandbookofPrinciplesofOrganizationalBehavior:IndispensableKnowledgeforEvidence-BasedManagement(2nded.)(Hoboken,NJ:JohnWiley&Sons,2009),389–404;R.S.SloymanandJ.D.Ludema,“That'sNotHowISeeIt:HowTrustintheOrganization,Leadership,Process,andOutcomeInfluenceIndividualResponsestoOrganizationalChange,”OrganizationalChangeandDevelopment18(2010):233–276;M.Mach,S.Dolan,andS.Tzafrir,“TheDifferentialEffectofTeamMembers'TrustonTeamPerformance:TheMediationRoleofTeamCohesion,”JournalofOccupationalandOrganizationalPsychology83,no.3(2010):771–794;R.F.Hurley,TheDecisiontoTrust:HowLeadersCreateHigh-TrustOrganizations(SanFrancisco:Jossey-Bass,2012);andS.Brown,D.Gray,J.McHardy,andK.Taylor,“EmployeeTrustandWorkplacePerformance,”JournalofEconomicBehavior&Organization116(2015):361–378.

3.K.M.Newman,“WhyCynicismCanHoldYouBack,”GreaterGood,June11,2015,http://greatergood.berkeley.edu/article/item/why_cynicism_can_hold_you_backAlsoseeG.D.GraceandT.Schill,“SocialSupportandCopingStyleDifferencesinSubjectsHighandLowinInterpersonalTrust,”PsychologicalReports59(1986):584–586;M.B.Gurtman,“Trust,Distrust,andInterpersonalProblems:ACircumplexAnalysis,”JournalofPersonalityandSocialPsychology62(1992):989–1002;andO.StavrovaandD.Ehlebracht,“CynicalBeliefsAboutHumanNatureandIncome:LongitudinalandCross-

CulturalAnalyses,”JournalofPersonalityandSocialPsychology110,no.1(2016):116–132.

4.B.A.De-Jong,K.T.Dirks,andN.Gillespie,“TrustandTeamPerformance:AMeta-analysisofMainEffects,Moderators,andCovariates,”JournalofAppliedPsychology101,no.8(2016):1134–1150.

5.K.Twaronite,“AGlobalSurveyontheAmbiguousStateofEmployeeTrust,”HarvardBusinessReview,July22,2016.

6.A.Atkins,BuildingWorkplaceTrust(BostonandSanFrancisco:InteractionAssociates,2014)andO.FaleyeandE.A.Trahan,“Labor-FriendlyCorporatePractices:IsWhatIsGoodforEmployeesGoodforStakeholders?”JournalofBusinessEthics101,no.1(2011):1–27.

7.B.B.Kimmel,“LeadersWakeUp!TrustIsaHardAsset,”June6,2016,http://www.trustacrossamerica.com/blog/?cat=400;B.B.Kimmel,“TheStateofTrustinCorporateAmerica:2016Report,”http://www.trustacrossamerica.com/blog/?p=3282.

8.L.P.WillcocksandS.Cullen,ThePowerofRelationships:TheOutsourcingEnterprise,2.LogicainassociationwiththeLondonSchoolofEconomics,London,UK.https://www.researchgate.net/publication/270573256_The_Outsourcing_Enterprise_The_Power_of_Relationships

9.M.BurchellandJ.Robin,NoExcuses:HowYouCanTurnAnyWorkplaceintoaGreatOne(SanFrancisco:Jossey-Bass,2013),5.

10.Edelman,2017EdelmanTrustBarometer:GlobalReport,http://www.edelman.com/trust2017/.

11.W.R.Boss,“TrustandManagerialProblemSolvingRevisited,”Group&OrganizationStudies3,no.3(1978):331–342.

12.Boss,“TrustandManagerialProblemSolvingRevisited,”338.

13.K.Thomas,“GetItOn!WhatItMeanstoLeadtheWay”(keynotepresentationatthe9thAnnualTheLeadershipChallengeForum,Nashville,TN,June16,2016).

14.P.Zak,TrustFactor:TheScienceofCreatingHigh-PerformanceOrganizations(NewYork:AMACOM,2017);F.Fukuyama,Trust:TheSocialVirtuesandtheCreationofProsperity(NewYork:FreePress,1996);andY.Benkler,“TheUnselfishGene,”HarvardBusinessReview,July–August2011,77–85.

15.P.S.Shockley-Zalabak,S.Morreale,andM.Hackman,BuildingtheHigh-TrustOrganization:StrategiesforSupportingFiveKeyDimensionsofTrust(SanFrancisco:Jossey-Bass,2010).

16.J.ZengerandJ.Folkman,“WhatGreatListenersActuallyDo,”HarvardBusinessReview,July14,2016.

17.Ibid.

18.WearegratefultoKellyAnnMcKnightforsharingthisexample.

19.M.MortensenandT.Neeley,“ReflectedKnowledgeandTrustinGlobalCollaboration,”ManagementScience58,no.12(December2012):2207–2224;E.J.WilsonIII,“EmpathyIsStillLackingintheLeadersWhoNeedItMost,”HarvardBusinessReview,September21,2015,https://hbr.org/2015/09/empathy-is-still-lacking-in-the-leaders-who-need-it-most;andS.Sinek,LeadersEatLast:WhySomeTeamsPullTogetherandOthersDon't(NewYork:Penguin,2014).

20.AsquotedbyG.Colvin,HumansAreUnderrated:WhatHighAchieversKnowThatMachinesNeverWill(NewYork:Portfolio/Penguin,2015),73.

21.R.S.WellinsandE.Sinar,“TheHardScienceBehindSoftSkills,”ChiefLearningOfficer,May2016;W.A.Gentry,T.J.Weber,andG.Sadri,EmpathyintheWorkplace:AToolforEffectiveLeadership(Greensboro,NC:CenterforCreativeLeadership,2007),http://insights.ccl.org/wp-content/uploads/2015/04/EmpathyInTheWorkplace.pdf;andG.Whitelaw,TheZenLeader:10WaystoGofromBarelyManagingtoLeadingFearlessly(PomptonPlains,NJ:CareerPress,2012).

22.R.Krznaric,Empathy:WhyItMatters,andHowtoGetIt(NewYork:PerigeeRandomHouse,2015).

23.T.Rath,VitalFriends:ThePeopleYouCan'tAffordtoLiveWithout(New

York:GallupPress,2006).

24.D.E.Zand,“TrustandManagerialProblemSolving,”AdministrativeScienceQuarterly117,no.2(1972),andJ.W.Driscoll,“TrustandParticipationinOrganizationalDecisionMakingasPredictorsofSatisfaction,”AcademyofManagementJournal21,no.1(1978):44–56.

25.P.Lee,N.Gillespie,L.Mann,andA.Wearing,“LeadershipandTrust:TheirEffectonKnowledgeSharingandTeamPerformance,”ManagementLearning41,no.4(2010):473–491.

26.C.A.O'ReillyandK.H.Roberts,“InformationFiltrationinOrganizations:ThreeExperiments,”OrganizationalBehaviorandHumanPerformance11(1974);P.J.Sweeney,“DoSoldiersReevaluateTrustinTheirLeadersPriortoCombatOperations?,”MilitaryPsychology22,suppl1(2010):S70–S88;andO.Özer,Y.Zheng,andY.Ren,“Trust,Trustworthiness,andInformationSharinginSupplyChainsBridgingChinaandtheUnitedStates,”ManagementScience60,no.10(2014):2435–2460.

27.R.Axelrod,TheEvolutionofCooperation:RevisedEdition(NewYork:BasicBooks,2006).

28.Ibid.,20,190.

29.R.B.Cialdini,“HarnessingtheScienceofPersuasion,”HarvardBusinessReview,October2001,72–79;J.K.ButlerJr.,“Behaviors,Trust,andGoalAchievementinaWin-WinNegotiatingRolePlay,”Group&OrganizationManagement20,no.4(1995):486–501;R.B.Cialdini,Influence:ScienceandPractice,5thed.(Boston:Pearson/Allyn&Bacon,2009),19–51;andA.Grant,GiveandTake:WhyHelpingOthersDrivesOurSuccess(NewYork:PenguinGroup2013).

30.R.Putnam,BowlingAlone:TheCollapseandRevivalofAmericanCommunity(NewYork:TouchstonebySimon&Schuster,2001),134.

31.H.IbarraandMt.T.Hansen,“AreYouaCollaborativeLeader?”HarvardBusinessReview,July–August2011,69–74;“SecretsofGreatness:Teamwork!”Fortune,June12,2006,64–152;A.M.BrandenburgerandB.J.Nalebuff,Co-Opetition:ARevolutionMindsetThatCombinesCompetitionandCooperation:TheGameTheoryStrategyThat'sChangingtheGameof

Business(NewYork:Currency,1997);P.HallingerandR.H.Heck,“LeadershipforLearning:DoesCollaborativeLeadershipMakeaDifferenceinSchoolImprovement?”EducationalManagementAdministration&Leadership38,no.6(2010):654–678;W.C.KimandR.Mauborgne,BlueOceanStrategy,ExpandedEdition:HowtoCreateUncontestedMarketSpaceandMaketheCompetitionIrrelevant(Boston:HarvardBusinessSchoolPublishing,2015);andD.TjosvoldandM.M.Tjosvold,BuildingtheTeamOrganization:HowtoOpenMinds,ResolveConflict,andEnsureCooperation(NewYork:PalgraveMacmillan2015).

32.WearegratefultoMichaelJanisandAndreaBerardoforsharingthisexample.

33.A.Grant,GiveandTake.

34.M.D.Johnson,J.R.Hollenbeck,S.E.Humphrey,D.R.Ilgen,D.Jundt,andC.J.Meyer,“CutthroatCooperation:AsymmetricalAdaptationtoChangesinTeamRewardStructures,”AcademyofManagementJournal49,no.1(2006):103–119.

35.M.MortesenandT.Neeley,“ReflectedKnowledge”andA.VandeVen,A.L.Delbecq,andR.J.Koenig,“DeterminantsofCoordinationModesWithinOrganizations,”AmericanSociologicalReview41,no.2(1976):322–338.

36.D.CohenandL.Prusak,InGoodCompany:HowSocialCapitalMakesOrganizationsWork(Boston:HarvardBusinessSchoolPress,2001),20;andB.J.Jones,SocialCapitalinAmerica:CountingBuriedTreasure(NewYork:Routledge,2011).

37.D.Brooks,TheSocialAnimal:HiddenSourcesofLove,Character,andAchievement(NewYork:RandomHouse,2011).

Chapter10StrengthenOthersCaseyMork,supplychainstrategyandtransformationadvisorwithDSV–GlobalTransportandLogistics,hasworkedwithavarietyoforganizationsandwitnessedmanytimeshowaleader'sactionscanmakeorbreakateam'seffectiveness.Hesharedatransitionalexperienceofanewmanagerwhotookoverthereinsfromtheirpreviousonewhobelievedhewassmarterthaneveryoneelsewas.

Fromtheoutset,whenthenewmanagertookover,hesharedinformationwithCasey'steam,involvedthemindiscussionsanddeliberations,allowedthemdiscretionovertheirdecisions,andprovidedsufficientlatitudetocreatetheirownboundaries.Asaresult,Caseyandhisteambegantorealizethattheywerenowaccountablefortheirownsuccessandfailure.Theybecamemoreself-determining,Caseysaid.

Ourteamsuddenlyfeltmuchmorepowerfulbecauseofthistransferofdecisionmaking.When[themanager]toldustheprojectlookedfantastic,itmadeusfeellikewecreatedsomething,insteadofexecutedonsomeoneelse'splan.Hesharedhispowerwithus,whichledtoanincreasedabilityanddesiretoexecute.Givenmoreopportunitiestobeself-directedandmakerealdecisions,webegantogainthisincrediblenewsenseofcompetenceandconfidence—becauseweknewoursuccessandfailurewasonusandusalone.

Lookingbackonthisexperience,Caseyreflectedonhow“reallatitudeandnotclosesupervisionallowedforthemostefficientmeansofcollaboration.”Transferringpowertogroupmembers,henoted,“alsoconveystrust,whichwillalmostalwaysleadtoabetterworkproduct.”Caseyrealizedthatthemosteffectiveleadershelppeoplebothfeelandbemorepowerfulandcapableofmakingthingshappenontheirown.

Casey'sexperienceillustrateshowexemplaryleadersmakeacommitmenttoStrengthenOthers.Theyenablepeopletotakeownershipofandresponsibilityfortheirgroup'ssuccessbyenhancingtheircompetenceandtheirconfidenceintheirabilities,bylisteningtotheirideasandactingonthem,byinvolvingtheminimportantdecisions,andbyacknowledgingandgivingcreditfortheircontributions.

Creatingaclimateinwhichpeoplearefullyengagedandfeelincontroloftheirownlivesisattheheartofstrengtheningothers.Exemplaryleadersbuildanenvironmentthatdevelopspeople'sabilitiestoperformataskandbolstertheirself-confidence.Inaclimateofcompetenceandconfidence,peopledon'thesitatetoholdthemselvespersonallyaccountableforresults,feelprofoundownershipfortheirachievements,anddoalltheycantomakeextraordinarythingshappen.

ToStrengthenOthers,exemplaryleadersengageintwoessentials.They

Enhanceself-determination

Developcompetenceandconfidence

Leaderssignificantlyincreasepeople'sbeliefintheirabilitytomakeadifference.Theymovefrombeingincontroltogivingovercontroltoothers,becomingtheircoach.Theyhelpotherslearnnewskills,developexistingtalents,andprovidetheinstitutionalsupportsrequiredforongoinggrowthandchange.Inthefinalanalysis,leadersturntheirconstituentsintoleaders.

EnhanceSelf-DeterminationLeadersacceptandactonthisparadoxofpower:youbecomemorepowerfulwhenyougiveyourpoweraway.Longbeforeempowermententeredthemainstreamvocabulary,exemplaryleadersunderstoodhowimportantitwasfortheirconstituentstofeelstrong,capable,andefficacious.Peoplewhofeelweak,incompetent,andinsignificantwillconsistentlyunderperform;theyaredisengaged,hopingtofleetheorganization,andareripefordisenchantment,evenrevolution.

Individualswhoarenotconfidentabouttheirpower,regardlessoftheirorganizationalpositionorplace,tendtohoardwhatevershredsofinfluencetheyhave.Powerlessmanagerstendtoadoptpettyanddictatorialstyles.Powerlessnessalsocreatesorganizationalsystemsinwhichpoliticalskillsareessential,and“coveringyourbackside”and“passingthebuck”arethepreferredmodesofhandlinginterdepartmentaldifferences.1

We'veaskedthousandsofpeopleoverthepastthirtyyearstotellusabouttheirownexperiencesoffeelingpowerlessaswellaspowerful.Thinkaboutactionsorsituationsthathavemadeyoufeelpowerless,weak,orinsignificant,likeapawninsomeoneelse'schessgame.Aretheysimilartowhatothershavereported?

RepresentativeActionsandConditionsThatPeopleReport

MakeThemFeelPOWERLESS“Noonewasinterestedin,listenedto,orpaidattentiontomyopinionorquestions.”

“IhadnoinputintoanimportantdecisionthataffectedthewayIdidmywork.”

“Mybossarguedwithmeinfrontofmycol-leagues—evencalledmenames.”

“Mydecisionswerenotsupported,eventhoughmymanagersaidhewouldbackmeup.”

“Someoneelsetookcreditformyhardworkandresults.”

“Informationessentialtomyworkwaswithheld,orIwasexcludedfromtheinformationloop.”

“Iwasgivenresponsibilitybutnoauthoritytoholdothersaccountable.”

Nowthinkaboutwhatit'slikewhenyoufeelpowerful—strong,efficacious,likethecreatorofyourownexperience.Areyourrecollectionssimilartowhatothersrecall?

RepresentativeActionsandConditionsThatPeopleReport

MakeThemFeelPOWERFUL“Alltheimportantinformationanddataweresharedwithme.”

“Iwasabletoexercisediscretionabouthowwewouldhandleasituation.”

“Imadedecisionsaboutkeyaspectsoftheproject.”

“Theorganizationinvestedresourcesinhelpingmetolearn.”

“Managementpubliclyexpressedgreatconfidenceinmyability.”

“ThesupervisortoldothersaboutthegreatworkIwasdoing.”

“MymanagertookthetimetoletmeknowhowIwasdoingandwhereIcouldbeimproving.”

Asyouexaminewhatpeoplesayaboutpowerlessandpowerfultimes,thereisoneclearandconsistentmessage:feelingpowerful—literallyfeeling“able”—comesfromaprofoundsenseofbeingincontrolofyourlife.Peopleeverywheresharethisfundamentalneed.Whenyoufeelabletodetermineyourowndestiny,whenyoubelieveyoucanmobilizetheresourcesandsupportnecessarytocompleteatask,thenyouwillpersistinyoureffortstoachieve.However,whenyoufeelcontrolledbyothers,whenyoubelievethatyoulacksupportorresources,younaturallyshowlittlecommitmenttoexcel.Eventhoughyoumaycomply,youstillrealizehowmuchmoreyoucouldcontribute,ifyouwantedto.

Instrengtheningothers,leadersshowtheybelievethatpeoplearesmartandcapableoffiguringthingsout.AsRiteshMehta,productmanagerandenterprisearchitectatSAPSuccessFactors,recalls:

WhenIwasgivenaleadershiproleforthefirsttime,Ijusttreateditaspowerfulposition.Iusedtofollowadictatorialstyle,andfoundthatIhadahardtimewinningmyteam'strust;andIsawresentmenteverywhere.Iquicklyrealizedmymistakeandthenstartedgivingawaymypowertomyteam.Asaresult,myteamstartedtrustingmyactions,theteam'sresultsprovidedushighvisibilityintheorganization,andIgotspecial

providedushighvisibilityintheorganization,andIgotspecialappreciationforbeingtheleaderofthishigh-performingteam.

Similarly,KinjalShah,asoftwareengineeringleaderwithQuisk,viewsleadershipas“notabouthavingmorepower,”but,hesays,“aboutempoweringandenablingothersaroundyoutobeleaders.Peoplefeelmoreempoweredwhentheyhavedecision-makingpowerthatcouldmakerealimpact.”Intheirdevelopmentofnewsoftwaredesigns,everymemberisexpectedtogivetheirinput,andifateammemberhasquestionsorconcerns,theyarefullyaddressedbeforemovingforwardwiththedevelopment.AccordingtoKinjal,thisservestwopurposes:“Becauseeveryone'sinputisconsidered,theyfeelempowered,andeveryoneisawareofwhatishappeninginotherpartsoftheQuisksystemandtheyhaveasayinhowitgetsdeveloped.”Asaresult,hesays,“teammembersfeelmoreresponsibleforthesystemasawhole.Andsincepeoplefeelpowerful,theyarewillingtotakeonleadershipresponsibilitiesinotherpartsoftheorganizationastheopportunitiespresentthemselves.”

Exemplaryleaders,likeRiteshandKinjal,givetheirpowerawaybyenhancingtheirconstituents'self-determination,basedonthecoreprinciplesofchoice,latitude,andpersonalaccountability.Theysoonrealizethatleadershipactionsthatincreaseothers'senseofself-determination,self-confidence,andpersonaleffectivenessmakethemmorepowerfulandsignificantlyenhancetheenergyandcommitmenttheyputforward.2

ProvideChoicesFreedomistheabilitytomakechoices.Peoplewhoperceivetheydon'thaveanychoicesfeeltrapped,andlikeratsinamaze,whenleftwithnoalternatives,theytypicallystopmoving,andeventuallyshutdown.Bygivingemployeesgenuineautonomy,leaderscanreducethesenseofpowerlessnessandstressthatpeoplefeelandincreasetheirwillingnesstoexercisemorefullytheircapabilities.ResearchersattheDelgadoLabforSocialandAffectiveNeuroscienceatRutgersUniversityreportthattheperceptionofincreasedchoiceinitselfactivatesreward-relatedcircuitsinthebrain,whichmakespeoplefeelmoreatease,enhancingtheirwillingnesstoexperimentandventureoutsideoftheircomfortzones.3High-performingorganizationsresultfrompeoplewillingtoworkbeyondtheirjobdescriptions,andthisisbecausetheyhavethelatitudeanddiscretiontomakechoicesaboutboththeworktheydoandhowtheydoit.

Inourresearch,weaskpeopleabouttheextenttowhichtheirleader“givespeopleagreatdealoffreedomandchoiceindecidinghowtodotheirwork,”and

weexaminehowthisleadershipbehavioraffectstheirattitudesabouttheworkplace.LookattheresultsinFigure10.1inregardtohowproudtheyfeeltotellotherstheyworkfortheirorganization.Noticethatlessthan1percentofdirectreportsstronglyagreethattheyfeelproudtotellotherstheyworkfortheirorganizationwhentheirleader“almostneverorrarely”givesthemmuchfreedomandchoice.Thissentimentimprovesverylittleevenwhentheleader“fairlyoftenorusually”engagesinthisleadershipbehavior.Thedramaticshiftinprideoccurs(risingtonearly80percent)whenpeoplereportthattheirleaderprovidesfreedomandchoice“veryfrequently”to“almostalways.”Theshapeofthiscurveissimilartothatproducedinregardtofeelingsofcommitment,motivation,andproductivitybydirectreportsasafunctionoffeelingfreedomandchoiceindecidinghowtodotheirwork.

Figure10.1People'sPrideinTheirWorkIncreasesWithTheFreedomandChoiceTheyHaveinDoingTheirJobs

Howdirectreportsevaluatetheoveralleffectivenessoftheirleaderisalsostronglyrelatedtohowfrequentlythatleadergivespeoplefreedomandchoice.Again,theincreaseintheslopeofthecurveisdramatic.Only20percentofdirectreportsagreeorstronglyagreethattheirleaderiseffectiveatthelowendofthecontinuumandthisincreasestonearly95percentagreementwhenthatleaderveryfrequentlyoralmostalwaysusesthisleadershipbehavior.

TimHaunisachiropractorandpersonaltrainer,affiliatedforoverthirtyyears

withtheBayClubSantaClara(California).He'sexperiencednumerouschangesinseniormanagement,andsomehaveworkedoutbetterthanothers.4Herecountedonerestructuringthatunderscoresthesignificanceofprovidingchoiceswhenexpectinghighperformanceinreturn.

Oneofthefirstorganizationalchangeswastheestablishmentofmonthlygroupgoalsforthenumberofhoursworked,whichgavetrainersthefreedomtobothsetindividualgoalsforthemselvesandtakeresponsibilityforrecruitingclientstofillthatnumberofhours.Thetrainers'goalsandtheactualnumberofhoursthateachworkedwereannouncedatmonthlymeetings,andthisaccountabilitymadethemallfeelinchargeoftheirowndestiny.Theyfeltasthougheachwasrunninghisorherownbusinesswithinthelargerbusiness,whichenhancedtheirsenseofcontrolandpower.What'smore,thecompanyhostedcontinuingeducationworkshops,freeofcharge,atvariouspointsduringtheyear.Trainerscouldchoosetoattendtheseeventsornot,butmostofthemdid.

Theresult,accordingtoTim,wasnotjustanincreaseintheiroveralltotalnumberofbillablehours(andthussalaries);greaterfreedomandchoicesaboutvariousaspectsofthetrainers'responsibilitiesbuilttheircommitmentandfosteredproductivity.Thisexampleshowshowleadersexerciseguidedautonomy:theysetstandardsandholdeveryoneaccountableforthesharedvaluesandvisionwhilegivingpeopletheopportunitytomakechoicesabouthowtheywillenactthem.

Youwantpeopletotakeinitiativeandbeself-directed.Youwantthemtothinkforthemselvesandnotcontinuallyasksomeoneelse,“WhatshouldIdo?”Youcan'tdevelopthisabilityifyoutellpeoplewhattodoandhowtodoit.Peoplecan'tlearntoactindependentlyunlesstheygettoexercisesomedegreeofchoice.Iftheycanactonlyinwaysprescribedbytheorganization,thenhowcantheyrespondwhenthecustomeroranotheremployeebehavesinwaysthataren'tinthescript?Iftheyhavetoaskthe“boss”whattodo—eveniftheythinktheyknowwhatneedstobedoneandfeeltheycoulddoit—thentheyaregoingtobeslowingdowntheentireorganization.Moreover,iftheirbossdoesn'tknow,thenthatpersonwillhavetoaskhisorhermanager;anduptheladderitgoes.Theonlywaytocreateanefficientandeffectiveorganizationistogivepeoplethechancetousetheirbestjudgmentinapplyingtheirknowledgeandskills.Thisimplies,ofcourse,thatyou'vepreparedthemtomakethesechoicesandthatyou'veeducatedthemintheguidingprinciplesoftheorganization.

Givepeoplechoices,andletthemmakedecisionsontheirown,andthenitbecomesquitedifficulttoblame“thecompany”(ormanagement)whenthingsdon'tgotheirwayorwhentheydon'tlikethewaythingsaregoing.Afterall,if

don'tgotheirwayorwhentheydon'tlikethewaythingsaregoing.Afterall,iftheydon'tlikethewaysomethingisdone,theycandosomethingaboutit—andtakinginitiativeisunerringlyoneofthethingsleadersdo.Byprovidingchoices,youareenablingpeopletoleadthemselves.

StructureJobstoOfferLatitudeIfyouwanthigherlevelsofperformanceandgreaterinitiativefromyourconstituents,youmustbeproactiveindesigningworkthatallowsthemlatitude,aclosecousinofchoice.Tofeelincontroloftheirownworklives,peopleneedtobeabletotakenonroutineaction,exerciseindependentjudgment,andmakedecisionsthataffecthowtheydotheirwork,withouthavingtocheckwithsomeoneelse.5Itmeansbeingcreativeandflexible—liberatedfromastandardsetofrules,procedures,orschedules—andthepayoffcanbeenormous.

Integratingglobaloperationsisachallengeformanycompanies,andGyanPatra'sexperienceasasoftwaredevelopmentmanageratWalmart.comwasnoexception.Gyanhadlearnedearlyinhiscareerthatmostissues“relatedtooffshoreteamintegrationarehardlyanythingabouttechnicalcompetency.”Hisownresearchrevealedthatthebestpracticesofsuccessfuloffshoreteamswerenotdifferentfromthoseofanyhighlysuccessfulteam,forexample,makingsureeveryonehasclarityabouttheirrolesandresponsibilitiesandclearlydefineddeliverables,wherecontributorshaveend-to-endresponsibility.AsGyanexplained:

Inthedesignphase,theoffshoreteammemberswereabletodoend-to-enddesignandtheirownresearchinsteadoftheonsitecoordinatorlookingovereveryone'sshouldersallthetime.Theoffshoreteammembersfelttheyhadthefreedomtobecreativeandhadownershipoftheproducttheydeveloped,goodorbad.Theoffshoredevelopersfelttheyhadthelatitudetodeveloptheproductandwereabletousetheirskillsetsatanoptimumlevel.Theystoppedfingerpointing,andtheensuingculturefosteredahighdegreeofaccountability.Theoffshoreteammembersnolongerfeltbossedaround.Now,theyspentmoretimefixingrealtechnicalissuesversusarguingwiththehomeoffice.

Responsivenessemerges,alongwithadditionaldiscretionaryefforts,whenpeoplehavethenecessaryleewaytomeetcustomerneeds(whetherinternalorexternal)andsufficientauthoritytotakeactiontomeetcustomerwants.

There'safundamentaldifferencebetweenbeinginanorganizationwherepeoplearetrustedandgiventhelatitudetousetheirjudgment,andonewherepeople

areseenmerelyascogsinsomemachine,neithertrustednorrespectedfortheircommonsense.Ofcourse,theremaybeacertainamountofriskingivingpeoplethelatitudetomakeimportantdecisions,butwithprovidingagreaterdegreeoftrustalsocomesalargerdegreeofaccountability,resultinginhigherlevelsofsatisfactionandprofitability.Researchershaveshown,forexample,thatincreasingbuyers'discretiononprocurementdecisionsincreasestheireffectiveness,aswellasfindingthatmanagerswhoavoidmakingdecisionshaveanegativeimpactonorganizationalperformance.6

Onlyadaptiveindividualsandorganizationswillthriveintoday'sdynamicglobalenvironment.Thismeansyouneedtosupportmoreandgreaterindividualdiscretiontomeetthechangingdemandsofcustomers,clients,suppliers,andotherstakeholders.Withincreaseddiscretioncomesanincreasedabilitytouseandexpandone'stalents,training,andexperience.Thepayoffisimprovedperformance.

FosterAccountabilityIfyouweretoaskpeoplethequestion,“Doyouwasharentalcarbeforereturningit?”theywouldlaughandthinkyoumustbecrazyforasking.“Ofcoursenot,”they'llsay.Why?Becausetheydon'townthatcar,they'reonlyrentingit;theyknowtherentalcompanywillwashthecarwhentheyreturnit.Askthosesamepeopleiftheywashtheirowncarortakeittoalocalcarwashandmosteveryonewillsay,“Yes.”Why?Becauseit'stheircar;theyownit.Whenpeoplefeeltheyownsomething,thatit'stheirs,theywilltakecareofit.However,whentheyfeelthey'reonlyrentingit,theyaremuchlesslikelytotreatitwiththesamecareastheywouldsomethingtheyown.Peoplejustdonotstrivetomaintain,protect,andtakeresponsibilityforthingstheyfeeltheydon'townorforwhichtheyhavenoaccountability.

Howmanypeopleinyourorganizationwouldsaytheydon'ttakeresponsibilityforsomethingbecauseit'snottheirs?Figurativelyspeaking,howmanywouldsaythattheyaren'taccountablefor“washingthecar”—orfortakingsafetyprecautions,fixingsoftwareglitches,attendingtosomeoneelse'scustomer,orthelike?Howmanyarejustrentingtheirworkspaces?Forthosewhofeelthatway,theeffectontheirengagementintheorganizationisquitenegative.Whilepeoplemaynotowntheirworkintheformalorlegalsenseoftheword,researchindicatesthatwhentheyfeelpsychologicalownershipofit,theyaresignificantlymorelikelytobecommittedtotheirorganizations.7Exemplaryleadersappreciatethattheyhavetocreatethissenseofpsychologicalownershipifthey

aregoingtomakeextraordinarythingshappen.

JustinDepenhartadmittedthatwhenhefirstbecameamanager,hedidn'tappreciatehowimportantitwastofosteraccountability.Heconfessed:

Ioftenwouldleadbytellingmyteamwhatneededtobedoneandthenessentiallystandingovertheirshoulderensuringthatitwasbeingdonecorrectly.IthoughtIwasdoingagreatjobprovidingsupportformyteamandvalueforthecompany.Manyofthemembersofmyteamwereinexperiencedandatfirst,theylikedthisstyleofleadership.However,aftergainingsomeexperience,theybegantoshowtheirfrustrationwithmystyle.IrealizedIwasnotallowingtheteamthefreedomtoperformtheirjobsanddevelop.Afterthefirstsixorsomonths,IrealizedIneededtochangemybehavior.

AsoperationsleaderforOwensCorning'sSantaClara(California)plantandregionaltechnicalleaderwiththeirTorontoandEdmonton(Canada)plants,Justinrealizedheneededtobehavedifferently.Hisexperiencetaughthimmanythings,“butonestandsoutaboveall,”hesaid.

ItisastatementthatImaketotheteam:“Themorealeaderdevelopshisorherteam,thestrongertheteammembersandthebettertheresultswillbe.”However,todevelopateam,youhavetoallowthemtotakeonnewchallengesandrisks.Ifyouonlyfocusontoday'sresultandpaynoattentiontothepotentialoftomorrow,youandyourteamwillnevergrow.

Whenpeopletakepersonalresponsibilityandareheldaccountablefortheiractions,theircolleaguesaremuchmoreinclinedtowanttoworkwiththemandaremoremotivatedtocooperateingeneral.Individualaccountabilityisacriticalelementofeverycollaborativeeffort.Everyonehastodohisorherpartforagrouptofunctioneffectively.

WhileleadingaprocessimprovementinitiativeforCitibankPhilippines,AnaAboitizDelgadorealizedthatshewouldhavetogetmanypeopleinvolvedandresponsiblefortheproject'ssuccess.However,dividingtasksandassigningresponsibilitiesweredifficultforherbecause,Anaexplained,“Ihadfullresponsibilityfortheproject'ssuccess,andIdidnotknowhowtopassonthissenseofaccountabilitytoteammemberswhodidnotreporttomedirectly.Iwasafraidthattheywouldfail,andthiswouldreflectonme.”Shestartedbyacknowledgingtoherteamthatshedidn'thavemuchknowledgeabouttheparticularsofthebank'sstatementrenditionprocessandrecognizedthattheyhadthetechnicalexpertise.Asaresult,sheproposedthatherrolewouldbetoprovideguidance,SixSigmatraining,andsupportforeliminatingobstaclesthe

provideguidance,SixSigmatraining,andsupportforeliminatingobstaclestheteammightencounteralongtheway.Justassheproposedherrole,shedecidedtogiveteammembersachancetoidentifyresponsibilitieswhereeachfelttheycouldaddthemostvaluebasedontheirexpertiseorinterests.Giventheopportunitytomoldtheirroleintheproject,theybecamemoreengagedintheproject.Rightaway,theybegantobrainstormaloudandinteractwitheachother.

Anasharedherpower(inthiscase,herknowledge)withtheteamandvalidatedthembyhighlightingthattheyweretheexperts.Sheprovidedchoicesandthelatitudetotakeonresponsibilitybecausetheywerethestakeholdersinthisprocess.Shemadethempowerfulbyfollowingthroughonherpromisetoimplementontheoperationsfloortheideastheycameupwith.“Ilearned,”saidAna,“thattofosteraccountability,youneedtodelegateauthorityandgiveothersachancetotakeresponsibility.Bytrustingotherswithresponsibility,youarelettingthemknowyoubelieveinthemandthatyouhaveconfidencethattheycanachieveit.”

Anaunderstoodsomethingveryfundamentalaboutstrengtheningothers:thepowertochooserestsonthewillingnesstobeheldaccountable.Shelearnedthatthemorefreedomofchoicepeoplehave,themorepersonalresponsibilitytheymustaccept.There'salsoabonus:themorethatpeoplebelievethateveryoneelseistakingresponsibilityforhisorherpartoftheproject—andhasthecompetencetodoit—themoretrustingandthemorecooperativethey'regoingtobe.Peoplewillbemoreconfidentindoingtheirpartwhentheybelieveotherswilldotheirs.Thisinterconnectednessbetweenchoiceandaccountabilitytakesonincreasingimportanceinvirtuallylinkedandglobalworkplaces.Anotherbenefitisthatasothersassumemoreresponsibility,leaderscanexpendmoreenergyinotherareas,enhancingtheirspheresofinfluence,andbringingadditionalresourcesbacktotheirunits.

Somebelievethatteamsandothercooperativeendeavorsminimizeindividualaccountability.Theyarguethatifpeopleareencouragedtoworkcollectively,somehowthey'lltakelessresponsibilityfortheiractionsthaniftheyareencouragedtocompeteortodothingsontheirown.Theevidencedoesn'tsupportthispointofview.8It'struethatsomepeoplebecomesocialloaferswhenworkingingroups,slackingoffwhileothersdotheirjobsforthem.However,thisdoesn'tlastforlong,becausetheircolleaguesquicklytireofcarryingtheextraload.Eithertheslackerstepsuptotheresponsibility,ortheteamwantsthatpersonremoved—providedtheteamhassharedgoalsandsharedaccountability.

Enhancingself-determinationmeansgivingpeoplecontrolovertheirlives.Itmeansyouhavetogivethemsomethingofsubstancetocontrolandforwhich

meansyouhavetogivethemsomethingofsubstancetocontrolandforwhichtheyareaccountable.Herearesomeexamplesonhowtofosterindividualaccountability:

Makecertainthateveryone,nomatterthetask,hasacustomer.

Substantiallyincreasesignatureauthorityatalllevels.

Removeorreduceunnecessaryapprovalsteps.

Broadlydefinejobs(e.g.,asprojects,nottasks).

Providegreaterfreedomofaccess,verticallyandhorizontally,insideandoutsidetheorganization.

Remembertoprovidethenecessaryresources—forexample,materials,money,time,people,andinformation—forpeopletoperformautonomously.There'snothingmoredisempoweringthantohavelotsofresponsibilityfordoingsomethingbutnothingtodoitwith.People'sincreasedsphereofinfluenceshouldberelevanttothepressingconcernsandcoretechnologyofthebusiness.Choosingthecolorofthepaintforthehallwaysmaybeaplacetostart,butyou'dbettergivepeopleinfluenceovermoresubstantiveissuesintime.Forexample,ifqualityisthetoppriority,findwaystoexpandpeople'sinfluenceanddiscretionoverissuesofqualitycontrolandprocessimprovements.

DevelopCompetenceandConfidenceChoice,latitude,andaccountabilityfuelpeople'ssenseofpowerfulnessandcontrolovertheirlives.However,asnecessaryasenhancingself-determinationis,it'sinsufficient.Withouttheknowledge,skills,information,andresourcestodoajobexpertly,andwithoutfeelingcompetenttoexecuteskillfullythechoicesrequired,peoplefeeloverwhelmedanddisabled.Eveniftheyhavetheresourcesandskills,theremaybetimeswhenpeopledon'thaveconfidencethatthey'reallowedtousethemorthatthey'llbebackedupifthingsdon'tgoaswellasexpected.Theremaybetimeswhentheyjustlacktheself-confidencetodowhattheyknowtheyneedtodo.

Developingcompetenceandbuildingconfidenceareessentialtodeliveringontheorganization'spromisesandmaintainingthecredibilityofleadersandteammembersalike.Tomakeextraordinarythingshappen,youmustinvestinstrengtheningthecapacityandtheresolveofeveryoneintheorganization.Thisisespeciallyimportantduringtimesofgreatuncertaintyandsignificantchange.

Thinkaboutatimewhenthechallengeyoufacedwasgreaterthantheskillsyouhad.Howdidyoufeel?Ifyou'relikemostpeople,youfeltanxious,nervous,scared,andthelike.Nowthinkofatimewhenyourlevelofskillwasgreaterthanthelevelofchallengeinthejob.Howdidyoufeel?Boredandapatheticismostlikely.Doyoudoyourbestworkwhenyou'reanxiousorbored?Ofcourseyoudon't.Youdoitwhenthechallengeyoufaceisjustslightlygreaterthanyourcurrentlevelofskill.That'swhenyoufeelstretchedbutnotstressedout.

Peopleoftenrefertobeing“intheflow”whentheyfeelthattheyareperformingeffortlesslyandexpertlydespitethedifficultyoftheexperience.Theyareconfidentthattheirskillsmatchthelevelofchallengeintheexperience,eventhoughitmightbeabitofastretch.ClaremontGraduateUniversityprofessorofpsychology,founderandco-directoroftheQualityofLifeResearchCenter,MihalyCsikszentmihalyihasspenthisentireacademiccareerstudyingtherelationshipofchallengeandskilltooptimalperformance.Hefindsthat“whenhighchallengesarematchedwithhighskills,thenthedeepinvolvementthatsetsflowapartfromordinarylifeislikelytooccur.”9Figure10.2showsagraphicillustrationofthisrelationship.

Figure10.2OptimalPerformance,Challenge,andSkillSource:M.Csikszentmilhalyi,FindingFlow:ThePsychologyofEngagementwithEverydayLife,NewYork:BasicBooks,1997,p.31.ReprintedwithpermissionofBasicBooks,amemberofPerseusBookGroup.

Althoughflowisnotpossiblewitheverysingletaskineverysituation,itcharacterizespeakperformances.Exemplaryleadersstrivetocreatetheconditionsthatmakeflowpossible.Thatmeansyouneedtoassesscontinuouslyyourconstituents'capacitytoperforminthecontextofthechallengestheyface.Suchassessmentrequiresattentiontothewillpowerandtheskillsofeachpersontheylead.JeffAllison,directorofoperationsforPWEnterprises,confrontedpreciselythissituationwhenherelocatedthecompany'soperationscenterinFargo,NorthDakota,totheresearchanddevelopmentcenterinSantaCruz,California.ThischangemeanttheFargooperationsstaffnolongerhaddailyinteractionswithhim,andasJeffexplained,“theyhadtolearntotrustthemselvesandeachother,andbecomemoreindependentinsolvingproblemsontheirown.”Herealized,“thatifIbuiltuptheircompetenciesandhadthemtakeownershipofoperations,theirconfidencewouldincreaseandthattheywoulddoagreatjob.”Intakingtheseactions,Jeffwasintuitivelymakinguseofthe“flow”paradigm.

EducateandShareInformationPeoplecan'tdowhattheydon'tknowhowtodo.Therefore,whenyouincreasethelatitudeanddiscretionofyourconstituents,youalsohavetoincreaseexpendituresontraininganddevelopment.Whenpeoplearen'tsureabouthowtoperformcriticaltasksorarefearfulofmakingmistakes,theymaybereluctanttoexercisetheirjudgment.“Ensuringthatemployeesaregiventhetrainingtheyneedandinvolvingthemindecisionsthatimpacttheirworkcreatesbothcompetenceandcommitment,”observeresearchersMichaelBurchellandJenniferRobinfromtheirstudiesof“greatworkplace”companies.Thoseorganizations“understandthatasthebusinesscontinuestogrow,theywillneedemployeeswhocanreadilystepintotomorrow'sjobsratherthanhavingthemdevelopnecessaryskillsonthefly,hiringfromtheoutside,orsimplylosingmarketopportunity.”10

InJeffAllison'ssituation,hetookaboutamonthwiththeFargostafftowalkthroughalistoftwentytothirtyproblemshehadaddressedoverthepastyear,thereby,inhiswords,“ensuringthattheyhadthecorecompetenciestosolvetheseorsimilarsituationsinthefuture.”Forexample,Jeffaskedthemiftheycouldthinkofbetterwaystosolvetheproblem,orbetteryet,thinkofwaystopreventtheseproblemsfromhappening.

Mygoalwastogetthemactivelyinvolvedinsolvingissuesandproposingideas.Myhopewasthatthemoretheythoughtthroughtheprocess,themoretheywouldunderstandtheprocess.Operationsaretheheartofthecompany,andIwantedthegrouptotrustthemselvesandbelievewithconfidencethattheywerecapableofanything.Theyneededtoknowthatanyideastheyhadwerevaluabletothecompanyandthatwewantedtohearthem.

OnceJeffcouldseethemdevelopingthecorecompetenciesandtheconfidencethatcomeswithknowledge,hetookthetrainingastepfurther.Hegaveeachemployeeasetofhypotheticalproblemsandputtheminchargeoffiguringouthowtosolvethem.Hewantedthemtousetheircompetenciesbuiltupfromthetrainingtohelpinstillconfidence,hetoldus.

Byproblemsolving,theycouldusetheirskillsanddevelopnewideasonhowtomakeoperationsbetter.Oncetheywereconfidentandhadsolvedaproblem,Ihadthemteachtheentireteamhowtosolvethatproblem.ThistrainingexerciseturnedouttobethebestactivityIcouldhavedoneanddidmuchmorefortheteamthanIeverimagined.Whilewalkingthroughtheproblemswiththeteam,otherteammemberswereveryengaged,andyou

problemswiththeteam,otherteammemberswereveryengaged,andyoucouldseetheirconfidencerise.Theyknewthattheycouldrelyoneachother,andtheyknewthattheywerecapableofsolvinganyproblemthrowntheirway.

Strengtheningothers,asJeff'sexperiencedemonstrates,requiresup-frontinvestmentsininitiativesthatdeveloppeople'scompetenciesandfostertheirconfidence.Suchinvestmentsproduceprofits.Studiesfindthatthosecompaniesthatspendabove-averageamountsontraininghaveahigherreturnontheirinvestmentthancompaniesthatarebelow-averagespenders.Theformeralsoenjoyhigherlevelsofemployeeinvolvementandcommitment,betterstandardsofcustomerservice,alongwithgreaterunderstandingof,andalignmentwith,companyvisionsandvalues.11Furthermore,studiesreportthat40percentofemployeeswhoreportreceivingpoortrainingleavetheirpositionswithinthefirstyear.Thelackofskillstraininganddevelopmentwasthedeterminingfactorcitedintheirleaving.12

Sharinginformationisanotherimportanteducationaltactic,andrecallthatthisfactorshowedupprominentlyonthelistofwhatmadepeoplefeelpowerful,andwhenabsentmadethemfeelpowerless.SiliconValleyauthorandglobalstrategistNiloferMerchantechoesthisobservation:“Everyoneisbetteroffwhentheyknowwhydecisionsaremadewithasmuchaccuracyaspossible.Itgivesthemanunderstandingofwhatmattersandprovidesinformationonwhichtobasethetrade-offsbeingmadeconstantlyateverylevel.Whenreasonsbehinddecisionsarenotshared,thedecisionsseemarbitraryandpossiblyself-serving.”13

Forleaders,developingthecompetenceandconfidenceoftheirconstituentssothattheyaremorequalified,morecapable,andmoreeffective,andsothattheyareleadersintheirownright,reflectstheirappreciationofthetruththattheycan'tgetanythingextraordinaryaccomplishedallbythemselves.Makingpeoplesmarteristhejobofeveryleader.Intoday'sworld,ifyourconstituentsaren'tgrowingandlearningintheirjobs,they'rehighlylikelytoleaveandfindbetteropportunities.

OrganizeWorktoBuildCompetenceandOwnershipPeopleconfrontedcriticalorganizationalissuesintheirPersonal-BestLeadershipcasestudies.Althoughitmayseemobviousthatpeopledotheirbestwhentheworkisessentialtosuccess,thisprincipleisoftenlostintheday-to-daydesignofwork.Doasexemplaryleadersdoandorganizeassignmentssothatpeoplefeelthattheirworkisrelevanttothepressingconcernsofthe

thatpeoplefeelthattheirworkisrelevanttothepressingconcernsofthebusiness.Moreover,ensurethatpeopleexperiencevarietyintheirtasksandhaveopportunitiestomakemeaningfuldecisionsabouthowtheirworkgetsaccomplished.Findopportunitiestoinvolveyourteamonthetaskforces,committees,teams,andproblem-solvinggroupsdealingwiththecriticalfunctionsandissues.Engagetheminprograms,meetings,anddecisionsthathaveadirectimpactontheirjobperformance.Actionslikethesebuildcompetenceandpromoteasenseofownershipandaccountability.

Rememberthatyourconstituentscan'tactlikeownersandprovideleadershipiftheylackafundamentalunderstandingofhowtheorganizationoperates.Tofullycomprehendcriticalorganizationalissuesandtasks,theyneedtobeabletoanswersuchquestionsas“Whoareourmostvaluablecustomers,clients,suppliers,andstakeholders?Howdotheyperceiveus?”“Howdowemeasuresuccess?”“Whathasourtrackrecordbeenoverthepastfiveyears?”“Whatnewproductsorserviceswillweinitiateinthenextsixmonths?”Ifyourconstituentscan'tanswercriticalquestionslikethese,howcantheyworktogethertotransformsharedvaluesandcommonpurposesintoreality?Howcantheyknowhowtheirperformanceaffectsotherteams,units,divisions,andultimatelythesuccessoftheentireenterpriseorendeavor?Howcantheyfeelverystrongorcapableiftheydon'tknowtheanswerstothesamequestionsevery“owner”orCEOwouldknow?14

PennyMayoistheaccountingsupervisorofalocalgovernmentagencythathasbeenconsolidatingservices.Asaresult,Pennyhadtotakeonmoreresponsibility,andfoundherselfstrugglingtoletgoofsomeofherpayrollduties.Whileshewascommittedtoensuringthatnopayrollmistakesweremade,shealsorecognizedthatitwasatime-consumingtaskthatotherpeoplecouldlearntodo.“Theproblemwasme,nottheteam,”shesaid.“Severalpeopleweregoodcandidatestotakeontheseresponsibilities.Itoccurredtomethatbynotlettinggo,Iwasn'tdemonstratingthetrustItrulyhadformyteam.”Shefinallyrealizedthatthiswasanopportunitytocollaborateandstrengthenothers,andshebuiltownershipinstages.First,sheaskedforavolunteerwho'dbewillingtolearnpayroll;thensheofferedtrainingandcoachingopportunitiesforthatindividualtolearnandimprove.Itdidn'ttaketoolongbeforethatnewpersonwasupandrunningonherown,takingresponsibilityandassumingownershipofthepayrollfunction.15

LikePenny,exemplaryleaderscarefullylookatwhatconstituentsaredoingintheirjobsandfigureoutwhereandhowtoenrichtheirtasksandpositions.Theyprovidesufficientinformationsothatpeoplefeelthattheyhavetheperspectiveofownersinmakingdecisions,whichfostersgreatercompetenceandenhances

ofownersinmakingdecisions,whichfostersgreatercompetenceandenhancestheirself-confidence.

FosterSelf-ConfidenceEvenifpeopleknowhowtodosomething,alackofconfidencemaystopthemfromdoingit.Strengtheningothersisanessentialstepinapsychologicalprocessthataffectstheintrinsicneedforself-determination.Peoplehaveaninternalneedtoinfluenceotherpeopleandlife'seventstoexperiencesomesenseoforderandstabilityintheirlives.Feelingconfidentthattheycanadequatelycopewithevents,situations,andpeoplepreparesthemtoexerciseleadership.Withoutsufficientself-confidence,peoplelacktheconvictiontotakeontoughchallenges.Thelackofself-confidencemanifestsitselfinfeelingsofhelplessness,powerlessness,andcripplingself-doubt.Bybuildingpeople'sbeliefinthemselves,youarebolsteringtheirinnerstrengthtoforgeaheadinunchartedterrain,tomaketoughchoices,tofaceoppositionandthelikebecausetheybelieveintheirskillsanddecision-makingabilities.

Self-confidenceaffectspeople'sperformance.Inaclassicstudy,researcherstoldonegroupofmanagersthatdecision-makingwasaskilldevelopedthroughpractice:themoreoneworkedatit,themorecapableonebecame.Intheothergroup,theytoldthemanagersthatdecision-makingreflectedtheirbasicintellectualaptitude:thegreaterone'sunderlyingcognitivecapacities,thebetterhisorherdecision-makingability.Workingwithasimulatedorganization,bothgroupsofmanagersdealtwithaseriesofproductionordersrequiringvariousstaffingdecisionsandtheestablishmentofdifferentperformancetargets.Whenfacedwithdemandingperformancestandards,thosemanagerswhobelievedthatdecision-makingwasanacquirableskillcontinuedtosetchallenginggoalsforthemselves,usedgoodproblem-solvingstrategies,andfosteredorganizationalproductivity.Theircounterparts,whothoughtthatdecision-makingabilitywaslatent(thatis,youeitherhaveitoryoudon't),lostconfidenceinthemselvesovertimeastheyencountereddifficulties.Theyloweredtheiraspirationsfortheorganization,theirproblemsolvingdeteriorated,andorganizationalproductivitydeclined.16

Inarelatedsetofstudies,researcherstoldmanagerseitherthatpeopleareeasilychangeable,orthat“workhabitsofemployeesarenotthateasilychangeable,evenbygoodguidance.Smallchangesdonotnecessarilyimproveoveralloutcomes.”Thosemanagerswiththeconfidencethattheycouldinfluenceorganizationaloutcomesthroughtheiractionsmaintainedahigherlevelof

performancethanthosewhofeltthattheycoulddolittletochangethings.17Stillanotherstudy,involvingentry-levelaccountants,foundthatthosewiththehighestself-confidencewereratedtenmonthslaterbytheirsupervisorsashavingthebestjobperformance.Theirlevelofself-confidencewasastrongerpredictorofjobperformancethantheactuallevelofskillortrainingtheyhadreceivedbeforebeinghired.18Inapplyingthesesameconceptstoteenagers,researchersfoundthatinnationalfieldhockeychampionshipcompetitioninTurkey,thosewiththestrongestself-confidencewerethemosthighlymotivated,asevidenced,forexample,bytheirintensivepracticeroutines.19

Thesestudiesdocumentwhatexperienceunderscores:havingconfidenceandbelievinginyourabilitytohandlethejob,nomatterhowdifficult,areessentialtopromotingandsustainingconsistenteffort.Bycommunicatingtoconstituentsthatyoualsobelievethattheycanbesuccessful,youhelpthemextendthemselvesandperseverethroughchallengingcircumstances.

CoachAlthoughit'struethatexemplaryleaderscommunicatetheirconfidenceinothers,youcan'tjusttellpeopletheycandosomethingiftheyactuallycan't.Leadersneedtoprovidecoaching,becausenooneevergottobethebestwithouttheconstructivefeedback,probingquestions,andactiveteachingbyrespectedcoaches.20Amongsalesmanagers,forexample,developingtheirstaffisthecompetencymostfrequentlyfoundamongthoseatthetopoftheirfield.Inathree-yearstudyoftheimpactoftraining,high-improvementlearnerswerefourtimesmorelikelytohavehadcoachingconversationswiththeirmanagersthanindividualswhoshowedlittleornoimprovement.21Inotherwords,improvementisn'tmerelyaboutthetraining;it'sthecoachingassociatedwithit.Youhavetomakeyourselfavailabletoofferadviceandcounselaspeopleapplywhattheyhavelearnedinreal-timesituations.

MarkSoden,theleadperformancecoachfortheHarlequins,aPremiershipRugbyUnionteamintheUnitedKingdom,andaseniorfacilitatorwithamanagementconsultancyfirm,MissionPerformance,takestheviewpointthat“coacheshavetoempowereachplayer'sdream.”Heviewsthecoach'srole—whetherworkingwithathletesorwould-beleaders—asneedingtomovefrompushing(thecoach'sagenda),whichoperatesfromafixedmindset,topulling(theplayer'sagenda),whichgeneratesagrowthmindset.22TheTravelersCompanieshavefoundthattheiremployeesareeighttimesmoreengagedwhen

theirleadersareevaluatedaseffectivecoaches.Theseemployeesdemonstrateimprovedcapacity,efficiency,andcommitment,andtheyfeelmoststronglysupportedbythecompany.23

AbhijitChitnis,themanagerforbusinessexcellencewithIndia-basedTataConsultancyServices,experiencedeffectivecoachingandbenefittedfromthedifferenceitmadeinhisdevelopment.Hewasjuststartingoutinthecorporateworldwhenhewasfacinghisfirst“reallytough”consultingassignment.Thepressureonlyincreasedwhenhewaschosentomakethesolutionproposalpresentationtotheirclient.Sincethiswashisfirstclientpresentationinfrontofasizableandsenioraudience,hewasunderstandablytenseandanxious.Abhijitsaidthathismanager,however,tookhimaside,toldhimthathewasfullyconfidentinhisabilityandtheproposal,andcoachedAbhijittotakeadvantageofthisopportunity.Atdeliverytime,hetoldAbhijitduringashortbreakthatitwasgoinggreat,nottoworry,andtheclientlovedtheproposal.Theseactions,Adhijitsaid,boosted“myconfidence,andIfinishedthepresentationtogreatapplause.”Reflectingonthisexperience,Abhijitappreciatedhow“leadershavetocoachtheirteamsandkeepthemotivationandenergyflowingsothatpeoplecanreachtheirfullpotential.”

Whenattheirbest,leadersnevertakecontrolawayfromothers.Theyleaveittotheirconstituentstomakedecisionsandassumeresponsibilityforthem.Whenleaderscoach,educate,enhanceself-determination,andotherwisesharepower,they'redemonstratingdeeptrustinandrespectforothers'abilities.Whenleadershelpothersgrowanddevelop,thatassistanceisreciprocated.Peoplewhofeelcapableofinfluencingtheirleadersaremorestronglyattachedtothoseleadersandmorecommittedtoeffectivelycarryingouttheirresponsibilities.Theyowntheirjobs.Goodcoachesunderstandthatstrengtheningothersrequirespayingattentionandbelievingthatpeoplearesmartenoughtofigurethingsoutforthemselveswhengiventheopportunitytomakechoices,providedwithsupport,andofferedfeedback.Coachingstretchespeopletogrowanddeveloptheircapabilities,anditprovidesthemwithopportunitiestobothhoneandenhancetheirskillsinchallengingassignments.

Goodcoachesalsoaskgoodquestions.ThispracticeissummedupinthemottoofFrancesHesselbein,formerCEOoftheGirlScoutsoftheU.S.A.andthefoundingpresidentandCEOoftheFrancisHesselbeinLeadershipInstitute:“Ask,don'ttell.”ShelearnedthisfromrenownedmanagementguruPeterDrucker,whonoted,“Theleaderofthefutureasks;theleaderofthepasttells.”24Thebenefitsofaskingquestionsarenumerous.Forone,itgivesothers

theroomtothinkandtoframeissuesfromtheirperspective.Second,askingquestionsindicatesanunderlyingtrustinpeople'sabilitiesbyshiftingaccountability,andithasthebenefitofcreatingalmostimmediatebuy-inforthesolution.(Afterall,it'stheiridea.)Askingquestionsalsoputsleadersinacoachingposition,moreofaguidingrole,whichfreesthemuptothinkmorefreelyandstrategically.

Thesuccessofeveryorganizationisasharedresponsibility.AswesaidinChapterNine,youcan'tdoitalone.Youneedacompetentandconfidentteam,andtheteamneedsacompetentandconfidentcoach.Whileyou'reatit,thinkaboutgettingacoachyourself.There'snobetterwaytomodelthebehavioryouexpectfromothersthanbydoingityourself.

TakeAction

StrengthenOthersStrengtheningothersisessentiallytheprocessofturningthemintoleaders—makingpeoplecapableofactingontheirowninitiative.Createavirtuouscyclebyextendingmorepowerandresponsibilitytoothersastheyrespondsuccessfully.Leadersstrengthenotherswhentheymakeitpossibletoexercisechoiceanddiscretion,whentheydesignoptionsandalternativestothewaysthatworkandserviceareconducted,andwhentheyfosteraccountabilityandresponsibilitythatcompelaction.

Leadersdevelopinothersthecompetence,aswellastheconfidence,toactandtoexcel.Theymakecertainthatconstituentshavethenecessarydataandinformationtounderstandhowtheorganizationoperates,getsresults,makesmoney,anddoesgoodwork.Theyinvestinpeople'scontinuingcompetence,andtheycoachthemonhowtoputwhattheyknowintopractice,stretchingandsupportingthemtodomorethantheymighthaveimaginedpossible.Exemplaryleadersusequestionstohelppeoplethinkontheirown,andactivelycoachpeopleonhowtobeattheirbest.

ToEnableOtherstoAct,youmuststrengthenothersbyincreasingtheirself-determinationanddevelopingcompetence.Thismeansyoumust:

1. Takeactionsthatmakepeoplefeelpowerfulandincontroloftheircircumstances.

2. Providepeopleopportunitiestomakechoicesabouthowtheydotheirworkandservetheircustomers.

3. Structurejobssothatpeoplehaveopportunitiestousetheirjudgment,developingbothgreatercompetenceandself-confidence.

4. Findabalancebetweenpeople'sskillsandthechallengesassociatedwiththeirwork.

5. Demonstrateyourconfidenceinthecapabilitiesofconstituentsandcolleagues.

6. Askquestions;stopgivinganswers.

Notes1.R.M.Kanter,TheChangeMasters:InnovationforProductivityintheAmericanCorporation(NewYork:Simon&Schuster,1983);R.B.Cialdini,Influence:ThePsychologyofPersuasion,rev.ed.(NewYork:WilliamMorrow,2006);andJ.A.Simpson,A.K.Farrell,M.M.Orina,andA.J.Rothman,“PowerandSocialInfluenceinRelationships,”inM.MikulincerandP.R.Shaver(eds.),APAHandbookofPersonalityandSocialPsychology:Volume3InterpersonalRelations(Washington,DC:AmericanPsychologicalAssociation,2015),393–420.

2.A.Bandura,Self-Efficacy:TheExerciseofControl(NewYork:Freeman,1997);C.M.SheaandJ.M.Howell,“CharismaticLeadershipandTaskFeedback:ALaboratoryStudyofTheirEffectsonSelf-EfficacyandTaskPerformance,”LeadershipQuarterly10,no.3(1999):375–396;M.J.McCormick,J.Tanguma,andA.S.Lopez-Forment,“ExtendingSelf-EfficacyTheorytoLeadership:AReviewandEmpiricalTest,”JournalofLeadershipEducation1,no.2(2002):34–49;D.L.Feltz,S.F.Short,andP.J.Sullivan,Self-EfficacyinSport(Champaign,IL:HumanKinetics,2007);J.HagelandJ.S.Brown,“DoYouHaveaGrowthMindset?”HarvardBusinessSchoolBlog,November23,2010,http://blogs.hbr.org/bigshift/2010/11/do-you-have-a-growth-mindset.html;F.C.Lunenburg,“Self-EfficacyintheWorkplace:ImplicationsforMotivationandPerformance,”InternationalJournalofManagement,Business,andAdministration14,no.1(2011):1–6;andJ.E.Maddux,“Self-Efficacy:ThePowerofBelievingYouCan,”inS.J.Lopez,andC.B.Synder(eds.),TheOxfordHandbookofPositivePsychology,2nded.(NewYork:OxfordUniversityPress,2011),335–344.

3.M.R.Delgado,“Reward-RelatedResponsesintheHumanStriatum,”AnnalsoftheNewYorkAcademyofScience1104(2007):70–88;D.S.Fareri,L.N.Martin,andM.R.Delgado,“Reward-RelatedProcessingintheHumanBrain:DevelopmentalConsiderations,”Development&Psychopathology20,no.4(2008):1191–1211;M.R.Delgado,M.M.Carson,andE.A.Phelps,“RegulatingtheExpectationofReward,”NatureNeuroscience11,no.8(2008):880–881;M.R.DelgadoandJ.G.Dilmore,“SocialandEmotionalInfluencesonDecision-MakingandtheBrian,”MinnesotaJournalofLaw,Science&Technology9,no.2(2008):899–912;andB.W.Balleine,M.R.

Delgado,andO.Hikosaka,“TheRoleofDorsalStriatuminRewardandDecision-Making,JournalofNeuroscience27(2007):8159–8160.

4.WearegratefultoNicoleMatoukforsharingthisexample.

5.A.Wrzeniewski,andJ.Dutton,“CraftingaJob:RevisioningEmployeesasActiveCraftersofTheirWork,”AcademyofManagementReview26,no.2(2001):179–201;andM.S.Christian,A.S.Garza,andJ.E.Slaugher,“WorkEngagement:AQuantitativeReviewandTestofItsRelationswithTaskandConceptualPerformance,”PersonnelPsychology64(2011):89–136.

6.D.Coviello,A.Guglielmo,andG.Spagnolo,“TheEffectofDiscretiononProcurementPerformance,”ManagementScience(2017),availableonlineathttp://pubsonline.informs.org/doi/abs/10.1287/mnsc.2016.2628.

7.M.G.Mayhew,N.M.Ashkanasay,T.Bramble,andJ.Gardner,“AStudyoftheAntecedentsandConsequencesofPsychologicalOwnershipinOrganizationalSettings,”TheJournalofSocialPsychology147,no.5(2007):477–500;H.PengandJ.Pierce,“Job-andOrganization-BasedPsychologicalOwnership:RelationshipandOutcomes,”JournalofManagerialPsychology30,no.2(2015):151–168;andR.B.Bullock,“TheDevelopmentofJob-BasedPsychologicalOwnership,”(unpublisheddoctoraldissertation,SeattlePacificUniversity,2015).

8.Evolutionarypsychologydemonstratesthatinecosystems,collaborationiswhatassistsspeciestosurviveratherthanbecomeextinct;thegroupendsuperadicatingbadorinefficientbehavior.SeeR.Wright,TheMoralAnimal:WhyWeAretheWayWeAre:TheNewScienceofEvolutionaryPsychology(NewYork:Vintage,1995)andA.Fields,AltruisticallyInclined?TheBehavioralSciences,EvolutionaryTheory,andtheOriginsofReciprocity(AnnArbor,MI:UniversityofMichiganPress,2004).

9.M.Csikszentmilhalyi,FindingFlow:ThePsychologyofEngagementwithEverydayLife(NewYork:BasicBooks,1997),30;alsoseeM.Csikszentmihalyi,FindingFlow:ThePowerofOptimalExperience(NewYork:HarperCollins,2008).

10.M.BurchellandJ.Robin,TheGreatWorkplace:HowtoBuildIt,HowtoKeepIt,andWhyItMatters(SanFrancisco:Jossey-Bass,2011),66.

11.L.J.BassiandM.E.VanBuren,“The1998ASTDStateoftheIndustry

Report,”Training&Development,January1998:21+;B.SugrueandR.J.Rivera,2005StateoftheIndustryReport(Alexandria,VA:ASTDPress,2005);andE.Rizkalla,“NotInvestinginEmployeeTrainingIsRiskyBusiness,”TheHuffingtonPost,August30,2014,http://www.huffingtonpost.com/emad-rizkalla/not-investing-in-employee_b_5545222.html.

12.“EmployeeTrainingIsWorththeInvestment,”May11,2016,https://www.go2hr.ca/articles/employee-training-worth-investment.

13.N.Merchant,TheNewHow:CreatingBusinessSolutionsThroughCollaborativeStrategy(SanFrancisco:O'ReillyMedia,2010),63.

14.A.Bryant,TheCornerOffice:IndispensableandUnexpectedLessonsfromCEOsonHowtoLeadandSucceed(NewYork:TimesBooks,2011).

15.WearegratefultoBethHighforsharingthisexample.

16.R.E.WoodandA.Bandura,“ImpactofConceptionsofAbilityonSelf-RegulatoryMechanismsandComplexDecisionMaking,”JournalofPersonalityandSocialPsychology56(1989):407–415.

17.A.BanduraandR.E.Wood,“EffectsofPerceivedControllabilityandPerformanceStandardsonSelf-RegulationofComplexDecisionMaking,”JournalofPersonalityandSocialPsychology56(1989):805–814.

18.A.M.Saks,“LongitudinalFieldInvestigationoftheModeratingandMediatingEffectsofSelf-EfficacyontheRelationshipBetweenTrainingandNewcomerAdjustment,”JournalofAppliedPsychology80(1995):211–225.

19.H.Sari,S.Ekici,F.Soyer,andE.Eskiller,“DoesSelf-ConfidenceLinktoMotivation?AStudyinFieldHockeyAthletes,”JournalofHumanSport&Exercise10,no.1(2015):24–35.

20.J.M.KouzesandB.Z.Posner,LearningLeadership:TheFiveFundamentalsofBecominganExemplaryLeader(SanFrancisco:TheLeadershipChallenge—AWileyBrand,2016).

21.P.Leone,“TakeYourROItoLevel6,”TrainingIndustryQuarterly,Spring2008,14–18,http://www.cedma-europe.org/newsletter%20articles/TrainingOutsourcing/Take%20Your%20ROI%20to%20Level%206%20(Apr%2008).pdf

22.M.Soden,“LeadershipintheMoment—LessonsfromEliteRugby”(presentationatthe6thAnnualTheLeadershipChallengeForum,Scottsdale,AZ,July26,2013).

23.F.ColonandD.Clifford,“MeasuringEnablingOtherstoAct:TheTravelersCoachingQuestionnaire”(presentationatthe8thAnnualTheLeadershipChallengeForumSanFrancisco,CA:June18,2015).

24.F.Hesselbein,“BrightFuture,”LeadertoLeader,no.60(Spring2011):4.

Practice5EncouragetheHeart

Recognizecontributionsbyshowingappreciationforindividualexcellence.

Celebratethevaluesandvictoriesbycreatingaspiritofcommunity.

Chapter11RecognizeContributionsAnitaLim,managerofHRandOperationsatWavefront,saysthatshe'sexperiencedfirsthandtheimpactofapositiveleaderonherproductivityandsatisfaction.Shehasalsoexperiencedhowexhaustingandmiserableanenvironmentcanbeundertheguidanceofapersonwhoisnotsupportiveofthosesheismanaging.Thisbreadthofexperiencehasmadehersensitivetotheimportanceofrecognizingandappreciatingpeoplesothateveryonecangetbehinddrivingtheorganizationtohigherlevels.

Whensheworkedatanupscalefashionretailer,Anitatoldus,thestoremanager“ruledbyinstillingfearinherteammembers,threateningourjobsifwedidnotmeetourquotas.”

Hermoodschangeddailyandwereespeciallyworsewhenwehadsuboptimalperformancethedaybefore.Sheexpectedustocometoherofficeeverymorningwhenwearrivedandtostopbyagainbeforeleavingsothatshecouldtrackthehoursweworkedeachday.Wewereexpectedtoanswerspecificquestionsonthespot,suchas“Howmanyofxitemhadwesoldinthelastweek?”withoutbeinggiventheopportunitytopullupreports.Whenbusinesswastough,shemadeitveryclearhowdisappointedshewasinus,andthatweneededtostepitup.Whenweachievedresults,however,wereceivednothingmorethananinsinceresmileandweretoldtomakesurewedidthesamethenextday.

OnemonthAnitaachievedadouble-digitsalesincreaseinherdepartment,arareeventforthestore.“Ireceivednopublicrecognitionforthisachievement,”shetoldus,“nordidmystoremanagerevercongratulatemedirectly.”Instead,themanagerwroteacursorythank-youletterandleftitinAnita'smailbox.ThenexttimeAnitaspoketoher,therewasnomentionofheraccomplishment.“Itwasbacktobusinessasusual,”Anitasaid.“Itcastashadowonmyachievement,and

backtobusinessasusual,”Anitasaid.“Itcastashadowonmyachievement,andIdidnotfeelparticularlymotivatedtoexceedperformanceexpectationsasecondtime.Thismanager'sapproachdiscouragedtheentireteamandresultedinanextremelyhighturnoverrate.”Intheend,Anitadecidedshecouldnolongertakethemanager'stemperamentalanddistantbehaviorandleftforanothercompany.

ContrastthisexperiencewithAnita'snextoneworkingasthestoremanagerforanationalcoffeehousechain.

Mydistrictmanagerwasacompleteturnaroundfrommypreviousmanager.Shewaswarm,welcoming,andencouragingofallherteammembers.Shebelievedthatweallhadthepotentialtodogreatthingsandsoalwaysexpectedthebestofus.Shemadesuretomakethetimetositwithusandwalkusthroughourbusinessopportunitiesandweaknessessothatwecouldbettertackletheproblemsathand.Sheknewwhatitwasliketobeinourshoesandunderstoodthechallengeswefacedonadailybasis.

Ratherthanberateherteamwhentheyhadbelowaverageresults,thedistrictmanagerwouldoffermethodsshehadusedinthepasttohelpovercomeobstacles.Shevisitedthestoremanagersregularlyintheirrespectivestoresandwouldspendtheentiredaywiththem,workingalongsidestorestaffinareasthatneededadditionalhelp,getting“personallyinvolved.”Whenastorehadaweekwithgreatresults,shewouldshowuptocongratulatetheteaminperson.Ifshecouldnotmakethetrip,shewouldcalltotelltheteamhowproudshewas.

“Atourquarterlymanagers'meeting,”Anitatoldus,“shewoulddeliverawardstothestoremanagerswhohadproventhemselvestohavegoneaboveandbeyondintheirduties.”

Shedidnotbasetheseawardsonsalesquotasalone—rather,shefoundwaystorewardpeopleforsteppingoutsidethebox.Forexample,therewereawardsformostimproved,mostsupportive,andevenmostcourageous.Whenpresentingtheseawards,shewouldaccompanythemwithapersonalizedspeechfortherecipientandhighlightalltheachievementsthisindividualhadmadeintheirtimewiththecompany.Onetime,heremotionsgotthebestofher,andshebecameteary-eyedduringthespeech.Seeingthismademerealizehowmuchshecaredaboutherteammembers.Ratherthanfeelenvyovermyco-workergettingarewardwhenIdidnot,IinsteadfeltjoyfulthatIwasapartofsuchahighcaliberteam.

Becausethedistrictmanagercreatedaspiritofcommunity,Anitaandherfellow

Becausethedistrictmanagercreatedaspiritofcommunity,Anitaandherfellowstoremanagerswerehighlymotivatedtodotheirbest.AsAnitasummedupherexperience:“Beingundertheleadershipofanindividualwhofoundwaystoconnectpersonallywithallherteammembersmademerealizehowmuchmoreyoucanaccomplishasateamwhenyouaresurroundedbypositivityandencouragementeverystepoftheway.”

LikeAnita'sdistrictmanager,exemplaryleadersknowhowimportantitistoconnectwiththepeoplearoundthem,nottakinganyoneforgranted,andappreciatingfolksforbothwhotheyareandwhattheydo.AllexemplaryleadersmakethecommitmenttoRecognizeContributions.Theydoitbecausepeopleneedencouragementtofunctionattheirbestandcontinuetopersistovertimewhenthehoursarelong,theworkishard,andthetaskisdaunting.Gettingtothefinishlineofanydemandingjourneydemandsenergyandcommitment.Peopleneedemotionalfueltoreplenishtheirspirits.

ToRecognizeContributions,youneedtoutilizethesetwoessentials:

Expectthebest

Personalizerecognition

Byputtingtheseessentialsintopractice,youupliftpeople'sspiritsandarousetheinternaldrivetostrive.Youstimulatetheireffortstoreachforhigherlevelsofperformanceandtoaspiretobefaithfultothevisionsandvaluesoftheorganization.Youhelppeoplefindthecouragetodothingsthattheyhaveneverdonebefore.

ExpecttheBestBeliefinpeoples'abilitiesisessentialtomakingextraordinarythingshappen.Exemplaryleaderselicithighperformancebecausetheyfirmlybelieveintheabilitiesoftheirconstituentstoachieveeventhemostchallenginggoals.That'sbecausepositiveexpectationsprofoundlyinfluencenotonlyyourconstituents'aspirationsbutalso,oftenunconsciously,howyoubehavetowardthem.Youbroadcastyourbeliefsaboutpeopleinwaysyoumaynotevenbeawareof.Yougiveoffcuesthatsaytopeopleeither“Iknowyoucandoit”or“There'snowayyou'lleverbeabletodothat.”Youcan'trealizethehighestlevelofperformanceunlessyouletpeopleknowinwordanddeedthatyouareconfidentthattheycanattainit.

Socialpsychologistsrefertothisasthe“PygmalionEffect,”fromtheGreekmythaboutPygmalion,asculptorwhocarvedastatueofabeautifulwoman,fellinlovewithit,andappealedtothegoddessAphroditetobringittolife.Aphroditegrantedhisprayers.LeadersplayPygmalion-likerolesindevelopingtheirconstituents.Askpeopletodescribethebestleadersthey'veeverhad,andtheyconsistentlytalkaboutindividualswhobroughtoutthebestinthem.Researchonself-fulfillingpropheciesprovidesampleevidencethatpeopleactinwaysthatareconsistentwithothers'expectations.1Whenyouexpectpeopletofail,theyprobablywill.Ifyouexpectthemtosucceed,theyprobablywill.AsSumayaShakir,ITstrategydirectoratAmtrak,explainedinherPersonal-BestLeadershipExperience:“Itrustedintheteam'sabilities.Iknewtheywerecapableofdelivering,andImadethemawareofthathighlevelofexpectations.Mybeliefinthemultimatelyturnedintotheirbeliefinthemselvesofbeingabletoachieveextraordinarythings.”

Exemplaryleadersbringotherstolife,figurativelyspeaking.Theybringoutthebestintheirconstituents,andifthepotentialexistswithinsomeone,theyalwaysfindawaytoreleaseit.Theseleadersdramaticallyimproveothers'performancebecausetheycaredeeplyforthemandhaveanabidingfaithintheircapacities.Theynurture,support,andencouragepeopleinwhomtheybelieve.Inaseriesofstudies,psychologistsshowedthatbystartingwiththestatement“I'mgivingyouthesecommentsbecauseIhaveveryhighexpectations,andIknowthatyoucanreachthem,”thefeedbacktheyprovidedprovedtobe40percentmoreeffectiveinsubsequentlychangingtargetedbehaviors.2

Thelevelsofmotivation,commitment,teamspirit,andproductivityreportedby

directreportscorrelatesignificantlywiththeextenttowhichtheirleadersmakeitapointtoletpeopleknowabouthowconfidenttheyareintheirabilities.Whatcomesaroundgoesaround,asshowninFigure11.1,becausethedegreetowhichdirectreportstrusttheirleaderrelatesdirectlytohowoftentheyobservetheindividualsharinghisorherconfidenceinpeople'sabilities.

Figure11.1HowExpressingConfidenceinDirectReports'AbilitiesIncreasesTheirTrustinTheLeader

ShowThemYouBelieveLeaders'positiveexpectationsaren'tfluff.3They'renotjustaboutkeepingapositiveoutlookorgettingotherspsychedup.Theexpectationsyouholdasaleaderprovidetheframeworkintowhichpeoplefittheirrealities.Theyshapethewayyoubehavetowardothersandhowtheybehaveonthetask.Maybeyoucan'tturnamarblestatueintoarealperson,butyoucandrawoutthehighestpotentialofyourconstituents.

WhenBarbaraWangjoinedoneofthelargestandfastestgrowingsocialsectororganizationsinChina,thebeliefsandactionsofherleaderhelpedherbelieveinherself.Withinmonthsofjoiningthefirm,Barbara'smanagerassignedhertheresponsibilityfortheorganization'sbusinessplan,andshetoldus:“ThisfreakedmeoutbecauseIwascomingfromanentirelydifferentsetting,havingworkedpreviouslyinITasaprogrammeranalyst.”Whenshetoldhermanagerthatthisresponsibilitymadehernervous,hesaidthathehadbeenwatchingthewayshe

responsibilitymadehernervous,hesaidthathehadbeenwatchingthewaysheworkedforthepastfewmonthsandthatifhehadanydoubts,hewouldnothaveassignedtheprojecttoher.“HisbeliefinmyskillsandtalentwaswhatmademebelievethatIcouldhandletheprojectonmyownandmademepsychologicallystrongerandmotivatedmetogoaheadwithapositiveattitude.Hebroughtoutthebestinmebyexpectingthebestandshowingmethatbelief.HebelievedthatIwasalreadyawinner.”

ThemanageractedtowardBarbaraasifshewereawinner.Forexample,whenevershehadanyslightproblemsordoubts,hermanagerwassupportiveandreassuring,answeringherquestionsandidentifyingmethodsforimprovement.“Thismademefeelrespected,”shetoldus,and“encouragedmetodobetterratherthansulkingaboutthefactthatmyworkwasnotuptothestandardshewasexpecting.”

Believinginothersisanextraordinarilypowerfulforceinpropellinggreaterperformance.Ifyouwantyourconstituentstohaveawinningattitude,youneedtodowhatBarbara'sleaderdid:showthatyoubelieveyourconstituentsarealreadywinners.It'snotthattheywillbewinnerssomeday;theyarewinnersrightnow!Whenyoubelievethatpeoplearewinners,youbehaveinwaysthatcommunicatetothemthattheyarepreciselythat—notjustinyourwordsbutalsothroughtoneofvoice,posture,gestures,andfacialexpressions.Noyelling,frowning,cajoling,makingfun,orputtingthemdowninfrontofothers.Instead,it'saboutbeingfriendly,positive,supportive,andencouraging.Offerpositivereinforcement,sharelotsofinformation,listendeeplytotheirinput,provideresourcessufficienttodotheirjobs,givethemincreasinglychallengingassignments,andlendyoursupportandassistance.

“Iusethreepenniestohelpmepracticeencouragement,”saidRaviGandhi,chieffinancialofficer,UnitedAutoCreditCorporation.4Whenhegetsintowork,hesetsthreepenniesontheleftsideofhiscomputer,andduringtheday,hesays,“Ilookforopportunitiestorecognize,thank,andencouragegoodworkthatpeoplearedoingaroundme.”Afterencouragingsomeone,hemovesapennyfromtheleftsideofthecomputertotherightside.Whennotathisdesk,heputsthepenniesinhisleftpocketandmovesthemtotherightpocketasheencouragespeopleduringtheday.Thissmallreminder,explainsRavi,“keepsmemindfulofthefactthatweliveinanencouragement-starvedworld—Iamjusttryingtodomysmallparttofixthat—atleastwithmyworkteam.”IfRavigetstotheendofthedaywithpenniesinhisleftpocket,hecallshiskidsandfriendsonthewayhomeandoffersthemsomeencouragement!

Putyourselfinthissituation:Ifyouknewsomeonewascomingaroundtocheck

Putyourselfinthissituation:Ifyouknewsomeonewascomingaroundtocheckuponyou,howwouldyoubehave?Conventionalwisdomholdsthatassoonastheyspotthebosscoming,peopleputontheirbestbehavior.Wrong.Theymayputondifferentbehavior,butit'snottypicallytheirbest.Infact,itcanbetheirworstbecausetheygetnervousandtense.Also,whenyouknowthatpeoplearecomingaroundtolookforproblems,you'remorelikelytohidethemthantorevealthem.Peoplewhoworkforhighlycontrollingmanagersaremorelikelytokeepinformationtothemselves,concealthetruth,andbedishonestaboutwhatisgoingon.Counterintuitively,aswepointedoutinChapterEight,organizationswherelotsofmistakesarereportedmaysimplybebecausepeoplefeelsafetoshareproblemsandobstaclesandgettheassistanceneededtosolvethem,andcontinuouslymoveforward.

It'savirtuouscircle:youbelieveinyourconstituents'abilities;yourfavorableexpectationscauseyoutobemorepositiveinyouractions;andthoseencouragingbehaviorsproducebetterresults,reinforcingyourbeliefthatpeoplecandoit.Anothervirtuouscirclebeginsaspeopleseethattheyarecapableofextraordinaryperformance,theydevelopthatexpectationofthemselves.

BeClearAbouttheGoalsandtheRulesPositiveexpectationsarenecessarytogeneratehighperformance,butthatlevelofperformanceisn'tsustainableunlesspeopleareclearaboutthegroundrulesandexpectedoutcomes.5Whenyouwereakid,youmighthavereadLewisCarroll'sAlice'sAdventuresinWonderland.Doyourememberthecroquetmatch?Theflamingoswerethemallets,theplaying-cardsoldierswerethewickets,andthehedgehogsweretheballs.Everyonekeptmoving,andtheruleskeptchangingallthetime.Therewasnowayofknowinghowtoplaythegameorwhatittooktowin.Youdon'thavetofalldowntherabbitholetoknowhowAlicefelt.

AdamHarmon,M.D.,isacardiacsurgeonwhoshowsthatheexpectsthebestfrompeoplebybeingclearaboutaimsandexpectations.6Hetakesthetimetogettoknowhispatientsandtheirfamiliespersonally,andheexplainswhattheycanexpectinwhatisoftenatraumaticsurgicalexperience.Hedoesthesameforhiscardiacteam.Heexpectsthebestoutofthem,andhedemonstratesitbywhatonememberdescribedas“hishabitofpraisingexceptionalteammembers[that]createsanatmospherewhereeveryoneimprovestheirperformance,seekingtobethenextrecipientofhisgraciousrecognition.”

Foranyteammemberswhodonotperformtohighstandards,Adamclearlyoutlineswhattheyneedtodotoimprove.Hetakesthisastepfurther,forexample,byalsosayingtotheteammemberhehasjustcoached,“Iknowyou

example,byalsosayingtotheteammemberhehasjustcoached,“Iknowyoucandoitbecauseyou'vedoneitbefore!”Hereassuresteammembersthattheycandothejobandconnectstheirperformancetotheoutcomeforthepatient,enablingteammemberstodevelopanemotionalbondwiththeirwork.Heconsistentlyfocusesattentiononthemajorgoal:“Thebetterwedo,thebettertheoutcomeforthepatient,”hesaystotheteam.“Heshowsushowtobethebestwecanbe,”saidonemember,“andweloveworkingunderhisleadership.”

Believingthatpeoplecansucceedisonlypartoftheequation.Ifyouwantpeopletogivetheirall,toputtheirheartsandmindsintotheirwork,youmustalsomakecertainthatpeopleknowwhattheyaresupposedtobedoing.Youneedtoclarifywhattheexpectedoutcomeslooklikeandmakesurethattherearesomeconsistentnormsgoverninghowtothegameisplayedandpointsarescored.

Goalsandvaluesprovidepeoplewithasetofstandardsthatconcentratestheirefforts.Goalsaretypicallyshort-term,whilevalues(orprinciples)aremoreenduring.Valuesandprinciplesserveasthebasisforgoals.They'reyourstandardsofexcellence,yourhighestaspirations,andtheydefinethearenainwhichyoumustsetgoalsandmetrics.Valuesmediatethepathofaction.Goalsreleasetheenergy.

Theidealstate—onthejob,insports,andinlifegenerally—isoftencalled“flow.”“Flowexperiences,”asdescribedinChapterTen,arethosetimeswhenyoufeelpureenjoymentandeffortlessnessinwhatyoudo.Toexperienceflow,youneedtohavecleargoals.Goalshelpyouconcentrateandavoiddistractions.Goalsgiveyouractionsintentionandmeaning;theyprovideapurposefordoingwhatyoudo.Actionwithoutgoals,atleastinanorganizationalcontext,isjustbusywork.It'sawasteofprecioustimeandenergy.

Butwhatdogoalshavetodowithrecognition?WhatdotheyhavetodowithEncouragingtheHeart?Goalsgiverecognitioncontext.Theygivepeoplesomethingtostrivefor,somethingimportanttoattain—forexample,cominginfirst,breakingarecord,settinganewstandardofexcellence.Goalsenhancethesignificanceofrecognitionbecausetheacknowledgmentisforsomethingapersonaccomplishesorexemplifies.Whileit'svitaltoaffirmtheworthofeveryoneofyourconstituents,recognitionismostmeaningfulwhenyourewardappropriatebehaviorsandachievementofsomethingeveryoneknowsishighlydesirable.

Goalsfocuspeople'sattentiononsharedvaluesandstandards.Theyhelppeoplekeeptheireyesonthevision.Theyhelpkeeppeopleontrack.Goalsenablepeopletochoosethekindsofactionstheyneedtotake,knowwhentheyare

peopletochoosethekindsofactionstheyneedtotake,knowwhentheyaremakingprogress,andseewhentheyneedtocoursecorrect.Theyhelppeopleputthephoneindo-not-disturbmode,appropriatelyscheduletheirtime,andfocustheirattentiononwhatmattersmost.

Goalsettingalsoaffirmstheperson.Whetheryourealizeitornot,goalscontributetowhatpeoplethinkaboutthemselves.AsClaremontGraduateUniversityprofessorMihalyCsikszentmihalyipointsout,“Itisthegoalsthatwepursuethatwillshapeanddeterminethekindofselfthatwearetobecome....Withoutaconsistentsetofgoals,itisdifficulttodevelopacoherentself.”7

ProvideandSeekFeedbackPeopleneedtoknowifthey'remakingprogresstowardthegoalorsimplymarkingtime.Theirmotivationtoperformataskincreasesonlywhentheyhaveachallenginggoalandreceivefeedbackontheirprogress.8Goalswithoutfeedback,orfeedbackwithoutgoals,havelittleeffectonpeople'smotivationandwillingnesstoputdiscretionaryeffortintothetask.Aglobalstudyofover1,000organizationsinmorethan150countriesfoundthatmorethanone-thirdofallemployeeshadtowaitmorethanthreemonthstogetfeedbackfromtheirmanager;nearlytwo-thirdswishtheyreceivedmorefeedbackfromtheircolleagues.9

WhileaseniormanageratW.L.ButlerConstruction,EddieTaiwasresponsiblefortherecruiting,training,careerdevelopment,promotion,andretentionofprojectengineersandinterns.Eddiepointsoutthat“givingregularfeedbackhelpspeopleself-correctandunderstandtheirrespectiveroleinthebiggerpicture.Settinggoalswithoutfeedbackonachievementandperformancetowardthesegoalsiswoefullyincomplete.”Andwhatdohisconstituentssayaboutthis?Onetoldus,“ReceivingfeedbackisthemostimportantthinginmygrowthbecausewithoutknowingwhereIam,howcanIplanwhereIneedtogo?”Shewentontosay,“IalsoenjoygettingfeedbackwhenImakeamistakebecauseItakenoteandtrytoimproveforthenexttime.Withoutmakingmistakes,itishardtolearn,andwithoutacolleaguewhocanpointoutyourmistakes,theycansometimesbeoverlookedandnotcorrected.”

Feedbackisatthecenterofanylearningprocess.Forexample,considerwhathappenstoself-confidencewithoutfeedback.Inonestudy,researcherstoldpeoplethattheireffortswouldbecomparedwithhowwellhundredsofothershaddoneonthesametask.Theysubsequentlyreceivedpraise,criticism,orno

feedbackontheirperformance.Thosewhoheardnothingabouthowwelltheydidsufferedasgreatablowtotheirself-confidenceasthosecriticized.Onlythosewhoreceivedpositivefeedbackimprovedtheirperformance.10Sayingnothingaboutaperson'sperformancedoesn'thelpanyone—nottheperformer,nottheleader,nottheorganization.Peoplehungerforfeedback.Theyprefertoknowhowtheyaredoing,andnonewshasthesamenegativeimpactasbadnews.Infact,peopleactuallywouldprefertohearbadnewsratherthannonewsatall.AsoneofEddieTai'sconstituentssaid,“Itsharpenspeople'sskillswhentheygetfeedback.Ibelievethemoreyouknowaboutyourperformance,andhowyouaredoing,thebetter.ItletsmeknowwhatIneedtoworkon.”

Learningdoesn'thappenwithoutfeedback—it'stheonlywayforyoutoknowwhetheryou'regettingclosetoyourgoalandwhetheryou'reexecutingproperly.Feedbackcanbeembarrassing,evenpainful.Whilemostpeoplerealizeintellectuallythatfeedbackisanecessarycomponentofself-reflectionandgrowth,theyareoftenreluctanttomakethemselvesopentoit.Theywanttolookgoodmorethantheywanttogetgood!Researchersconsistentlypointoutthatthedevelopmentofexpertiseormasteryrequiresreceivingconstructive,evencritical,feedback.11

Inthisregard,WhartonProfessorAdamGrantsuggests“stopservingthefeedbacksandwich,”atraditionaltechniqueforgivingfeedbackwhereyouputasliceofpraiseonthetopandbottomandstickthemeatofanycriticisminbetween.Thedata,heargues,showsthatthe“feedbacksandwichdoesn'ttasteasgoodasitlooks,”andheoffersseveralsuggestionsformakingfeedbackmoreconstructive.First,explainwhyyouaregivingthefeedback.Peoplearemoreopentocriticismwhentheybelieveit'sintendedtohelpthemandyoushowthatyoucarepersonally.Second,becausenegativefeedbackcanmakepeoplefeelinferior,herecommendslevelingtheplayingfieldbysharinghowfeedbackhasbeenhelpfulinyourcareer.Third,askifthepersonwantsfeedbackbecauseoncetheytakeownershipofthisdecision,they'relessdefensiveaboutwhateveryouhavetooffer.12Framingfeedbackinthismannergoesalongwaytowardtransformingfeedbackintoguidance,whichiswhatmostpeoplehungerfor.13

Feedbackandguidancearevitaltoeveryself-correctingsystem,andessentialtothegrowthanddevelopmentofleaders.However,we'vefoundinourresearchthatseekingfeedbackisnotthateasyforleaderstodo.OntheLeadershipPracticesInventory—our360-degreeleadershipassessmenttool—thestatementonwhichleadersconsistentlyreportengaginginleastfrequentlyis“asksforfeedbackonhowmyactionsaffectotherpeople'sperformance.”Inotherwords,

thebehaviorthatleadersandtheirconstituentsconsiderbeingthemostuncomfortablewithisthebehaviorthatmostenablesleaderstoknowhowthey'redoing!Howcanyoulearnverymuchifyou'reunwillingtofindoutmoreabouthowyouractionsareaffectingthebehaviorandperformanceofthosearoundyou?Theshortansweris“Youcan't.”It'syourjobasaleadertokeepaskingothers,“HowamIdoing?”Ifyoudon'task,they'renotlikelytotellyou.

Opennesstofeedback,especiallynegativefeedback,ischaracteristicofthebestlearners,andit'ssomethingallleaders,especiallyaspiringones,needtocultivate.Remainingopentofeedback,HilaryHall,strategicmarketingandtechnologydirectoratCargill,tolduswasthekeylessonfromherPersonal-BestLeadershipExperience.“Itcanbesomewhatofapainfulandembarrassingexperience,”shesaid,“toadmitthattherearepartsofusthatareunflattering,butitisanecessarycomponentofself-reflectionandgrowth.”Sheappreciatedhow“becomingagreatleadertakespracticeandthewillingnesstoviewoneselfwithacriticaleye.”

Whenleadersprovideaclearsenseofdirectionandfeedbackalongtheway,theyencouragepeopletoreachinsideanddotheirbest.Informationaboutgoalsandprogresstowardthosegoalsstronglyinfluencespeople'sabilitiestolearnandtoachieve,andalsoappliestoleadersthemselves.14Encouragementismorepersonalandpositivethanotherformsoffeedback,andit'smorelikelytoaccomplishsomethingthatotherformscannot:strengtheningtrustbetweenleadersandtheirconstituents.Encouragement,inthissense,isthehighestformoffeedback.

PersonalizeRecognitionOneofthemorecommoncomplaintsaboutrecognitionisthatit'sfartoooftenhighlypredictable,mundane,andimpersonal.Aone-size-fits-allapproachtorecognitionfeelsinsincere,forced,andthoughtless.Bureaucraticandroutinerecognition,alongwithmostincentivesystems,doesn'tmakeanyoneveryexcited.Overtime,theycanevenincreasecynicismanddamagecredibility.Moreover,generalizedstatementsofencouragementfailtogenerateasignificanteffectbecausenooneisverycertainabouteithertowhomthecommentsaredirectedorforwhatparticularactions.

NathalieMcNeil,HRdirectorinAustraliaforNovartis,contendsthatpersonalizingrecognitionispreciselywhatmakesitgenuine.Thatgenuinenesscomesfromactuallyknowingpeopleonapersonallevelandsincerelycaringaboutthem.“Ifyoucan'trecognizesomethingspecific,”shesays,“you'renotpayingattention.Andgoodleaderspayattention.Theyknowtheirpeople.Whenyoutrulyknowsomeone,notonlydoyourecognizethemforthingsthey'vedone,butyoualsodoitinawaythattheypersonallyvalue,becauseit'srelevanttowhattheycareabout.”AtYum!Brands,theworld'slargestrestaurantcompanybyunits,theyrequirethateveryrecognitionawardhastobepersonal—itmustcarryahandwrittenmessage.15

Tobeabletodelivertheappropriatetypeofrecognition,leadersneedtolearnaboutthemotivationsofeachconstituent.LuisZavaleta,acorporatebankermanagerwithWellsFargo,recallsonemanagerheworkedforwhowassimplynotinterestedingettingtoknowthepeopleonhisteam.Asaresult,Luisexplained,thatmanagerreliedsolelyuponfinancialmeansforencouragement,whichhadtheoppositeeffectfromwhathedoubtlesslyintended.

Mostmembersoftheteamviewedthefinancialrewardthatwereceivedfromourmanagerwithindifference.Wewouldgetanonymousbonusesattachedtoourpaycheckswithoutanywarningorknowledgeofwhereitcamefrom,orwhatwasthereasonbehindthereward.Thelackofimmediateacknowledgmentforourworkleftpeopleunhappywithmanagement.Thelackoffeedbackleftmostmembersunabletodetermineiftheyweredoingagoodjob,whichfurtherdecreasedmoraleandproductivity.

Becausethemanagerwasnotinterestedinlearningaboutthegoalsorneedsofhisconstituents,Luistoldus,“Thislackofcareledtoadecreaseinsatisfactionandretentionlevels.”

andretentionlevels.”

Whenpeopletellusabouttheir“mostmeaningfulrecognition,”theyconsistentlyreportthatit'spersonal.Theysaythatitfeelsspecial.Yougetalotmoreemotionalbangforyourbuckwhenyoumakerecognitionandrewardspersonal.That'swhyit'ssoimportantforleaderstopayattentiontothelikesanddislikesofeachindividual.AlexeyAstafev,deputyheadoftheInternationalCooperationDepartmentatRussianRailways,observed,“Toencouragepeopletodotheirbest,youshouldbeabletorecognizetheirachievementsandmakethemfeeltrustedandvalued.Ithastobepersonal,precise,andvisible.Evenifitisagreatreward,ifyoudon'tgiveitoutright—orgetitright—itwillbeforgottensoonwithoutachievingthepurposeofbringingoutthebestinpeople.”DougConant,whileworkingtodramaticallyimprovetheperformanceoftheCampbellSoupCompany,spentuptoanhoureachdayscanninghisemailsandthecompanyintranetfornewsofemployeeswhowere“makingadifference.”Heestimatesthathewroteatleasttennoteseachday,over30,000notestoemployeesatalllevels,duringhisten-yeartenureasCEO.Hesays,“Imadesurethenoteswentastepbeyondgratuitousgreetingsandwerefocusedoncelebratingcontributionsfromthem.”16

GettoKnowConstituentsAsoneofthecoachesforthegirl'sdevelopmentalteamassociatedwithMajorLeagueSoccerclubSanJoseEarthquakes,StephanieSorgrecognizedthatmanyofheractionswere“unintentionallyblandandrepetitive,andasaresult,myplayersfailedtofeelappreciatedorfullymotivated.”Shetoldus,“Ineededtomakeitaprioritytostoketheindividualfiresineachpersoninordertofosterahealthyatmospherethatencouragedimprovement.”

Stephaniestartedpayingmoreattentiontotheneedsoftheplayersandlesstimeonthegamefundamentals,dedicatingmoretimetowardrecognizingtheireffortsandmeetingwitheachindividualtoexpresshersatisfactionwiththeirefforts.Shehadtogetclosertotheplayerssothatshecouldcommentonspecificthingstheyweredoing,aswellasgenuinelyexpresshercommitmenttoandinterestinthem.Forexample,Stephaniemadeaspecialefforttopullasideoneoftheplayersafteradrillandcommentonherexemplaryefforts.

Inotedhowitwasobviousthatshededicatedherselftofullyembracingthepracticedrillandpointedoutthetacticaldecisionsshemadethathelpedhersucceedincompletingthetasktothebestofherability.Inadditiontomeetingwiththisplayer,Iwouldalsomakeanefforttostopdrillswhenthegroupmadeanexcellentplayandpointedoutthespecificteammatesthat

groupmadeanexcellentplayandpointedoutthespecificteammatesthatmadeitsuccessful.Afterafewpracticesessionsandgames,Ibegantonoticeadifferenceinthewaysomeoftheplayersregardedandinteractedwithme.WhenIgavefeedback,IsawthegirlsgivetheirfullattentiontomeandevenprovidedvisualfeedbackthattheyunderstoodandappreciatedthepointsImade.

AsStephanie'sstoryillustrates,tomakerecognitionpersonallymeaningful,youfirsthavetogettoknowyourconstituents.Ifyou'regoingtopersonalizerecognitionandmakeitfeelgenuinelyspecial,you'llhavetolookpasttheorganizationaldiagramsandrolespeopleplayandseethepersoninside.Youneedtogettoknowwhoyourconstituentsare,howtheyfeel,andwhattheythink.Youneedtorepeatedlywalkthehallsandplantfloors,regularlymeetwithsmallgroups,andfrequentlyhittheroadforvisitswithassociates,keysuppliers,andcustomers.Payingattention,personalizingrecognition,andcreativelyandactivelyappreciatingothersincreasestheirtrustinyou.Thiskindofrelationshipisevenmorecriticalasworkforcesarebecomingincreasinglyglobalanddiverse.Ifothersknowthatyougenuinelycareaboutthem,they'remorelikelytocareaboutyou.Showingthatyoucareisoneimportantwayyoubridgeculturaldivides.

Becauseproximityisthesinglebestpredictorofwhethertwopeoplewilltalktooneanother,youhavetogetclosetopeopleifyou'regoingtofindoutwhatmotivatesthem,whattheylikeanddon'tlike,andwhatkindsofrecognitiontheymostappreciate.Yet,managerialmythsaysthatleadersshouldn'tgettooclosetotheirconstituents,thattheycan'tbefriendswithpeopleatwork.17Let'ssetthismythaside.

Overafive-yearperiod,researchersobservedgroupsoffriendsandgroupsofacquaintances(peoplewhokneweachotheronlyvaguely)performingmotor-skillanddecision-makingtasks.Theresultswereunequivocal.Thegroupscomposedoffriendscompleted,onaverage,morethanthreetimesasmanyprojectsasthegroupsmadeupofacquaintances.Regardingdecision-makingassignments,groupsoffriendswere20percentmoreeffectivethangroupsofacquaintances.18Thereisanimportantcaveat,however.Friendshavetobestronglycommittedtothegroup'sgoals.Ifnot,thenfriendsmaynotdobetter.Thisispreciselywhywesaidearlierthatitisnecessaryforleaderstobeclearaboutstandardsandtocreateaconditionofsharedgoalsandvalues.Whenitcomestoperformance,commitmenttostandardsandgoodrelationsbetweenpeoplegotogether.Furthermore,employeeswhoreporthavingafriendly

relationshipwiththeirmanageraretwo-and-a-halftimesmoresatisfiedwiththeirjob.19Peoplearejustmorewillingtofollowsomeonethattheyfeelknowswhotheyareandwhattheyneed.Feelingaconnectionwithothersmotivatespeopletoworkharderforthesimplereasonthatpeopledon'tliketodisappointorletdownindividualstheyconsiderfriends.Peoplealsostickaroundlongerattheircompanieswhentheyfeeltheyhavefriendsattheirworkplace.

BeCreativeAboutIncentivesYoucan'tbeabrokenrecordwhenitcomestorecognizingandappreciatingothers,praisingpeoplethesamewayagainandagain.Makingsuretoacknowledgepeoplecreativelyfortheircontributionsiscriticaltoboththeeffectivenessassessmentsofleadersandtohowtheirpeoplefeelabouttheworkplace.Forexample,lessthan8percentofdirectreportsstronglyagreethattheirleadersareeffectivewhentheyalmostnevermakesurethatpeoplearecreativelyrecognized.Contrastthatpercentagewithover82percentwhoratetheirleaderaseffectivewhentheyobservethatindividualengagingalmostalwaysinthisleadershipbehavior.Levelsofcommitmentandmotivationareovertwotimeshigherbetweendirectreportsatthetwoendsofthecontinuumonthisleadershipbehavior.

DonnaWilsonshowedcreativityinhereffortstopersonalizerecognition.AstheVPandgeneralmanagerofstationKJRH,theNBCaffiliateinTulsa,Oklahoma,shefiguredthatifshetook$300ofherownmoneyandspentitonrecognitionefforts,itprobablywouldnottouchthatmanypeople.Instead,shesplitthatmoneyamongfifteenpeopleandaskedthemtospenditoverthecourseofamonthtoencouragetheheartsofothers.20

Donnabelievedthiswouldbegreatfun—anditsurewas.Somegavegascardstophotographers(toeasetheburdenofrisingpricesatthepump),orboughtiTunescardsforITfolks(sothatthesongfitthepersonratherthanbeingsomethinggeneric),ortooksomeoneouttolunch.Somegaveunusualmementostopeopleoutsidetheirdepartment.Oneexamplewasthe“BigFish”award—agiantplasticfishhungoverthecubicleofthe“starperformer”insaleseachmonth.Itwascreative,fun,andawayforrecognitiontogoonandonlongafterthemonthhadpassed.

AsDonna'sexperienceunderscores,leadersdon'tneedtorelyexclusivelyontheorganization'sformalrewardsystem,whichoffersonlyalimitedrangeofoptions.Afterall,promotionsandraisesarescarceresources.Don'tmakethemistakeofassumingthatindividualsrespondonlytomoney.Althoughsalaryincreasesandbonusesarecertainlyvalued,individualneedsforappreciationand

increasesandbonusesarecertainlyvalued,individualneedsforappreciationandrewardsextendbeyondcash.Spontaneous,unexpectedrewardsareoftenmoremeaningfulthanpredictable,formalones.

Rewardsarethemosteffectivewhenthey'rehighlyspecificandgivensoonaftertheappropriatebehavior.Oneofthemostsignificantconsequencesofbeingoutandaboutasaleaderisthatyoucanpersonallyobservepeopledoingthingsrightandthenrewardthemeitheronthespotoratthenextpublicgathering.“Theformofrecognitionthathasthemostpositiveinfluence,andthatshouldbeusedmostoften,ison-the-spotrecognition,”saysSoniaClark,chiefhumanresourceofficerwithOportun.“Whensomethingreallyterrifichappens,Icommentonitrightawayandtoanyonewhomightbecloseenoughtohear.”

BiswajitSahoo,managerofanalyticswithWalmartGlobaleCommerce,admitsthathewasinitiallyreservedaboutpraisingateammember,assumingitmightmakethemcomplacent.Hesaidthatheoftenwaiteduntilthecompletionofataskbeforeheprovidedanypositivefeedback.Havingreflectedontheimpactofreceivingpositiveencouragementhimself,Biswajitnowmaintainsthathepassesalong“feedbackaboutajobwelldoneinstantly.Irealizethatevenasmallmeasureofpositiveappreciationgivenrightawayhasmuchmoremeaningthangivingthatfeedbackatalaterpointoftime.Intheweeklystatusmeetingswithinourteam,Itaketheopportunitytorecognizethegoodworkdonebyanyteammember.Thisalsoencouragesotherteammemberstorecognizeeachother'sworkopenly.”Inmanyorganizations,thetimelagbetweenperformanceandrecognitionistypicallytoolongtobemeaningful.It'stoughtoremembermuchaboutwhatyoudidwhenthefeedbackfollowsmanymonthslater.

Whileitistruethatmoneymaygetpeopletodoajob,itdoesn'tgetthemtodoparticularlyoutstandingwork.21Youroptionsarealsoquitelimitedifyourelyexclusivelyontheorganization'sformalrewardsystem.Thetruthisthatpeoplerespondtoallkindsofinformalrecognitionandrewards,whichisthebeautyofbeingcreativeandpersonalizingthem.We'veseenpeoplegiveoutstuffedgiraffes,rainbow-stripedzebraposters,mugswithteamphotos,crystalapples,classiccarrides,andhundredsofotherimaginativeexpressionsofappreciation.We'veseenrecognitiondoneverballyandnonverbally,elaboratelyandmodestly.Therearenolimitstokindnessandconsideration.22

It'simportanttounderstandthatgenuinerecognitiondoesnothavetoincludeanythingtangible.Exemplaryleadersmakeextensiveuseofintrinsicrewards—rewardsbuiltintotheworkitself,includingsuchfactorsasasenseofaccomplishment,achancetobecreative,andthechallengeofthework—all

directlytiedtoanindividual'seffort.Theserewardsarefarmoreimportantthansalaryandfringebenefitsinimprovingjobsatisfaction,commitment,retention,andperformance.23

It'sallaboutbeingconsiderate.Thetechniquesthatyouusearelessimportantthanyourgenuineexpressionofcaring.Peopleappreciateknowingthatyouhavetheirbestinterestsatheart,andtheyaremorecaringaboutwhattheyaredoingasaresult.Whenyougenuinelycare,eventhesmallestofgesturesreaphugerewards.

JustSay“ThankYou”Notenoughpeoplemakesufficientuseofthemostpowerfulbutinexpensivetwo-wordreward:“thankyou.”Thatis,infact,preciselywhattheyfoundatSullivanandCromwell,oneoftheoldestandmostrespectedlawfirmsintheUnitedStates.Foryears,theynoticedthattheywereroutinelylosinghigh-valuefirst-yearassociatesrecruitedfromthetoplawschools,sotheyconductedasurveytofindoutwhy.Whattheyfoundwasashock:itwasn'tbecauseofthemoney,thehours,orthework.Itwasbecausetheyounglawyersdidn'tfeelappreciatedbythepartners.Consequently,thefirminstitutedaverysimplepolicy:Everypartnerwasrequiredtosay,“Please”and“Thankyou”wheneverheorshemadearequest.Inoneyear,attritionwasreversed,andSullivanandCromwellwasvotedthebestlawfirmtoworkforbyAmericanLawyermagazine.24Surveysrevealthattheclearmajorityofpeople(81percent)indicatethatthey'dbemorewillingtoworkharderiftheyhadanappreciativemanager,and70percentreporttheywouldfeelbetteraboutthemselvesandtheireffortsiftheirmanagerthankedthemmoreregularly.25

AtTFEHotels,aleadingaccommodationprovideracrossAustralia,NewZealand,andEurope,CEORachelArgamanisquiteadamantinsayingthat“peoplewanttobepartofanencouragingworkplace,wherewhattheydomakesadifferenceandisrecognized.”26Leaders,shebelieves,mustmakesurethatpeopleseethedifferencetheymake,andoneway,shesays,isjusttotellthem:“Thankingpeopleletsthemknowwhatleadersfeelarethecoretriggersthatdriveperformance.”Forexample,Rachelwritesapersonalnoteoneachperson'sannualbonusletter,ataskthattakesheroverfourfulldays.Foreachemployee,shereferencesaparticularevent,action,orbehaviorthroughwhichtheymadeadifference,andthenwrites,“I'msayingthankyou.”Indescribingwhatkepthergoingthroughaparticularlydifficultsituation,oneTFEassociatesaiditwas“thelittlehandwrittenpersonalnotes”shereceivedfromRachelthathelpedher

carryon.“Thosehandwrittennotesarewhatkeptmehere.”

Therearefewbasicneedsmoreimportantthantobenoticed,recognized,andappreciatedforone'sefforts.Personalcongratulationsrankatthetopofthemostpowerfulnonfinancialmotivatorsidentifiedbyemployees.27Extraordinaryachievementsbloommorereadilyinclimatesmarkedwithahighvolumeofappreciativecomments.Researchshowsthatperformancerecognitionsignificantlyimpactsemployeeengagementatarateofmorethantwotoone.Thesameresearchfindsthatemployeeswhoreceivestrongrecognitionaremoreinnovative,generatingtwotimesthenumberofideaspermonthcomparedtothosewhoreceiveweakrecognition.28

Inourstudies,thosedirectreportswhoratedtheirleadersaboveaverageontheleadershipbehavior“praisespeopleforajobwelldone”weresignificantlyprouder,moremotivated,andmorecommittedtotheorganization'ssuccessthanthedirectreportswhoseleadersareratedbelowaverageonthisbehavior.Researchershavefoundthatmembersoftop-performingteamsprovideatleastthree,andasmanyassix,timesthenumberofpositivecommentsforeverynegativeonetheymake.Medium-performingteamsaverageabouttwiceasmanypositivecommentstonegativesones,buttheaverageforthelow-performingteamsisalmostthreenegativecommentsforeverypositiveone.29

Itisalwaysworththetimetorecognizesomeone'shardworkandcontributions.Alltoooften,peopleforgettoextendahand,asmile,orasimple“thankyou.”Peoplenaturallyfeelalittlefrustratedandunappreciatedwhentheirmanageroracolleaguetakesthemforgranted.Sometimestheyoverlookthisbecausepeopleareunderthepressureofdeadlines,andthemandatetodeliverontimeovertakesexpressinggratitude.However,it'scriticalthatyoustickaroundforthatextraminutetosaythanks.OliviaLairecalledthatwhenmanagingthecustomerserviceteamatKimberly-Clark,itgenuinelymatteredtoherconstituentsthatshesaid“Thankyou”and“Ireallyappreciateyourhelp.”“Youshouldseethesmilethatitgenerates,”shesays.“Itgivesthemawarmfeelingknowingthattheirworkwaswelcomedandrecognizedbyothers.”Oliviaunderstandsthatforleaders,it'snotjustaboutachievingfinancialresultsanddeliveringonannualobjectives.It'salsoaboutcreatingawinningteamthroughtrustandapersonalconnection.Itincludesextendingasimplepatontheback,ahandshake,asmile,anda“Thankyouforyourhardwork.”

Expressingyourthanksalsohasanother,morepersonalbenefit.RobertEmmons,professorofpsychologyattheUniversityofCalifornia,Davis,findsthatpeoplewhopracticegratitude,comparedtothosewhodonot,arehealthier,

moreoptimistic,morepositive,andbetterabletocopewithstress.Theyarealsomorealert,moreenergized,moreresilient,morewillingtooffersupporttoothers,moregenerous,andmorelikelytomakeprogresstowardimportantgoals.30Fromasimilarperspective,DavidNovak,asco-founderandformerchiefexecutiveofficerofYum!Brands,observedthatthepathtosuccesswasn'tabouttastyfood,excellentservice,innovativemenus,andvalue;itwasinthepowerofrecognition.“Theimportantthingtounderstandaboutrecognition,”hemaintains,“isthatit'ssimplygoodforpeople—allpeople—nomatterwhotheyare,whattheydo,orwheretheycomefrom.”31

Thewonderfulthingaboutexpressinggratitudeandprovidingrecognitionisthattheyaren'thardtodo,andyoudon'tneedtobeinahierarchicalperchtodispensethem.Theycostyounexttonothing,andyetpaydailydividends.Youcan'taskforabetterinvestmentthanthat.

TakeAction

RecognizeContributionsExemplaryleadershavepositiveexpectationsofthemselvesandtheirconstituents.Theyexpectthebestofpeopleandcreateself-fulfillingpropheciesabouthowordinarypeoplecanproduceextraordinaryactionsandresults.Exemplaryleaders'goalsandstandardsareunambiguous,helpingpeoplefocusonwhatneedsdoing.Theyprovideclearfeedbackandreinforcement.Bymaintainingapositiveoutlookandprovidingmotivatingfeedback,theystimulate,rekindle,andfocuspeople'senergiesanddrive.

Exemplaryleadersrecognizeandrewardwhatindividualsdotocontributetothevisionandvalues.Theyexpresstheirappreciationfarbeyondthelimitsoftheorganization'sformalsystems.Theyenjoybeingspontaneousandcreativeinsayingthankyou.Personalizingrecognitionrequiresknowingwhat'sappropriateindividuallyandculturally.Althoughrecognizingsomeone'seffortsmaybeuncomfortableorembarrassingatfirst,itbeginsbymakingapersonalconnectionwitheachperson.Learnfrommanysmallandoftencasualactsofappreciationwhatworksforeachofyourconstituentsandhowbesttopersonalizerecognition.

ToEncouragetheHeart,youmustrecognizecontributionsbyshowingappreciationforindividualexcellence.Thismeansyoumust:

1. Maintainhighexpectationsaboutwhatindividualsandteamscanaccomplish.

2. Communicateyourpositiveexpectationsclearlyandregularly.

3. Createanenvironmentthatmakesitcomfortabletoreceiveandgivefeedback.

4. Findoutthetypesofencouragementthatmakethemostdifference.Don'tassumeyouknow.Ask.Takethetimetoinquireandobserve.

5. Becreativewhenitcomestorecognition.Bespontaneous.Havefun.

6. Makesaying“thankyou”anaturalpartofyoureverydaybehavior.

Notes1.S.Madon,J.Willard,M.Guyll,andK.C.Scherr,“Self-FulfillingProphecies:

Mechanisms,Power,andLinkstoSocialProblems,”SocialandPersonalityPsychologyCompass5,no.8(2011):578–590;D.Eden,“Self-FulfillingProphecyandthePygmalionEffectinManagement,”inR.W.Griffin(ed.),OxfordBibliographiesinManagement(NewYork:OxfordUniversityPress,2014);andD.Eden,“Self-FulfillingProphecy:ThePygmalionEffect,”inS.G.Rogelberg(ed.),EncyclopediaofIndustrialandOrganizationalPsychology,2nded.(ThousandOaks,CA:SAGEPublications,2016),711–712).

2.D.S.Yeager,V.Purdie-Vaughns,J.Garcia,N.Apfel,P.Brzustoski,A.Master,W.T.Hessert,M.E.Williams,andG.L.Cohen,“BreakingtheCycleofMistrust:WideInterventionstoProvideCriticalFeedbackAcrosstheRacialDivide,”JournalofExperimentalPsychology143,no.2(2014):804–824.

3.D.WhitneyandA.Trosten-Bloom,ThePowerofAppreciativeInquiry:APracticalGuidetoPositiveChange,2nded.(SanFrancisco:Berrett-Koehler,2010);M.E.Seligman,Flourish:AVisionaryNewUnderstandingofHappinessandWell-Being(NewYork:FreePress,2011);andA.GostickandC.Elton,AllIn:HowtheBestManagersCreateaCultureofBeliefandDriveBigResults(NewYork:FreePress,2012).

4.WearegratefultoTomPearceforsharingthisexample.

5.H.G.Halvorson,Succeed:HowWeCanReachOurGoals(NewYork:HudsonStreetPress,2010).

6.WearegratefultoCrisWedekindforsharingthisexample.

7.M.Csikszentmihalyi,FindingFlow:ThePsychologyofEngagementwithEverydayLife(NewYork:BasicBooks,1997),23.

8.J.E.Sawyer,W.R.Latham,R.D.Pritchard,andW.R.BennettJr.,“AnalysisofWorkGroupProductivityinanAppliedSetting:ApplicationofaTimeSeriesPanelDesign,”PersonnelPsychology52(1999):927–967;A.GostickandC.Elton,ManagingwithCarrots:UsingRecognitiontoAttractandRetaintheBestPeople(Layton,UT:GibbsSmith,2001);andA.Fishbach

andS.R.Finkelstein,“HowFeedbackInfluencesPersistence,Disengagement,andChangeinGoalPursuit,”inH.AartsandA.J.Elliot(eds.),Goal-DirectedBehavior(NewYork:PsychologyPress,2012),203–230.

9.J.Shriar,“TheStateofEmployeeEngagementin2016,”November1,2016,https://www.officevibe.com/blog/employee-engagement-2016.

10.P.A.McCarty,“EffectsofFeedbackontheSelf-ConfidenceofMenandWomen,”AcademyofManagementJournal20(1986):840–847.SeealsoHalvorson,Succeed,andFishbachandFinkelstein,“HowFeedbackInfluences.”

11.K.A.Ericsson,M.J.Prietula,andE.T.Cokely,“TheMakingofanExpert,”HarvardBusinessReview,July-August2007,114–121.

12.A.Grant,“StopServingtheFeedbackSandwich,”https://medium.com/@AdamMGrant/stop-serving-the-feedback-sandwich-bc1202686f4e#.fa0jxbczp.

13.K.Scott,FirstRoundReview,“RadicalCandor:TheSurprisingSecrettoBeingaGoodBoss,”http://firstround.com/review/radical-candor-the-surprising-secret-to-being-a-good-boss/,accessedJune13,2016.

14.J.M.KouzesandB.Z.Posner,TheTruthAboutLeadership:TheNo-Fads,Heart-of-the-MatterFactsYouNeedtoKnow(SanFrancisco:Jossey-Bass,2010),especiallyTruthNine.

15.G.Colvin,“GreatJob!OrHowYUMBrandsUsesRecognitiontoBuildTeamsandGetResults,”Fortune,August12,2013,62–66.

16.D.Conant,“This1ThingIstheKeytoLeadershipSuccess,”August4,2016,www.linkedin.com/pulse/1-thing-key-leadership-success-douglas-conant.

17.J.M.KouzesandB.Z.Posner,ALeader'sLegacy(SanFrancisco:Jossey-Bass,2006),especiallyChapter7,“LeadersShouldWanttoBeLiked,”56–61.

18.J.A.Ross,“DoesFriendshipImproveJobPerformance?”HarvardBusinessReview,March–April1977,8–9;K.A.JehnandP.P.Shah,“InterpersonalRelationshipsandTaskPerformance:AnExaminationofMediating

ProcessesinFriendshipandAcquaintanceGroups,”JournalofPersonalityandSocialPsychology72,no.4(1997):775–790;and,D.H.FrancisandW.R.Sandberg,“FriendshipwithinEntrepreneurialTeamsandItsAssociationwithTeamandVenturePerformance,”Entrepreneurship:TheoryandPractice25,no.2(Winter2000):5–15.

19.T.Rath,VitalFriends:ThePeopleYouCannotAffordtoLiveWithout(NewYork:GallupPress,2006).

20.WearegratefultoSteveCoatsforsharingthisexample.

21.J.PfefferandR.I.Sutton,HardFacts,DangerousHalf-Truths,andTotalNonsense:ProfitingfromEvidence-BasedManagement(Boston:HarvardBusinessSchoolPublishing,2006).

22.E.Harvey,180WaystoWalktheRecognitionTalk(Dallas:WalktheTalkCompany,2000);B.Nelson,1501WaystoRewardEmployees(NewYork:Workman,2012);L.Yerkes,FunWorks:CreativePlacesWherePeopleLovetoWork(SanFrancisco:Berrett-Koehler,2007);C.Ventrice,MakeTheirDay!EmployeeRecognitionThatWorks,2nded.(SanFrancisco:Berrett-Koehler,2009);J.W.Umlas,GratefulLeadership:UsingthePowerofAcknowledgmenttoEngageAllYourPeopleandAchieveSuperiorResults(NewYork:McGraw-Hill,2013);andB.KayeandS.Jordan-Evans,Love'emorLose'em:GettingGoodPeopletoStay,5thed.(SanFrancisco:Berrett-Koehler,2014).

23.K.Thomas,IntrinsicMotivationatWork:WhatReallyDrivesEmployeeEngagement,2nded.(SanFrancisco:Berrett-Koehler,2009);A.B.Thompson,“TheIntangibleThingsEmployeesWantfromEmployers,”HarvardBusinessReview,December3,2015,https://hbr.org/2015/12/the-intangible-things-employees-want-from-employers;T.Smith,“5ThingsPeopleWhoLoveTheirJobsHaveinCommon,”FastCompany,November3,2015,https://www.fastcompany.com/3052985/5things-people-who-love-their-jobs-have-in-common;andJ.Stringer,“7CommonMisconceptionsEmployersHaveAboutEmployees,”NationalBusinessResearchInstitute,https://www.nbrii.com/employee-survey-white-papers/7-common-misconceptions-employers-have-about-their-employees/.

24.L.K.ThalerandR.Koval,ThePowerofSmall:WhyLittleThingsMakeAlltheDifference(NewYork:BroadwayBooks,2009),36–37.

25.WearegratefultoMichaelBuntingforsharingthisexample.

26.J.Kaplan,TheGratitudeDiaries:HowaYearLookingattheBrightSideCanTransformYourLife(NewYork:PenguinPublishingGroup,2016).

27.A.M.GrantandF.Gino,“ALittleThanksGoesaLongWay:ExplainingWhyGratitudeExpressionsMotivateProsocialBehavior,”JournalofPersonalityandSocialPsychology98,no.6(June2010):946–955.

28.TheROIofEffectiveRecognition,O.C.TannerInstitute,2014,www.octanner.com/content/dam/octanner/documents/white-papers/O.C.-Tanner_Effective-Recognition-White-Paper.pdf.SeealsoC.Chen,andY.Chen,P.Hsu,andE.J.Podolski,“BeNicetoYourInnovators:EmployeeTreatmentandCorporateInnovationPerformance,”JournalofCorporateFinance,June7,2016.AvailableatSSRN:https://ssrn.com/abstract=2461021orhttp://dx.doi.org/10.2139/ssrn.2461021.

29.M.LosadaandE.Heaphy,“TheRoleofPositivityandConnectivityinthePerformanceofBusinessTeams:ANonlinearDynamicsModel,”AmericanBehavioralScientist47,no.6(2004):740–765.AlsoseeT.RathandD.O.Clifton,HowFullIsYourBucket?PositiveStrategiesforWorkandLife(NewYork:GallupPress,2004),andB.Fredrickson,Positivity:To-NotchResearchRevealsthe3-to-1RatioThatWillChangeYourLife(NewYork:ThreeRiversPress,2009).

30.R.A.Emmons,Thanks!HowPracticingGratitudeMakesYouHappier(NewYork:HoughtonMifflinHarcourt,2008).AlsoseeN.Lesowitz,LivingLifeasaThankYou:TheTransformativePowerofDailyGratitude(NewYork:MetroBooks,2009).

31.D.Novak,OGreatOne!ALittleStoryAbouttheAwesomePowerofRecognition(NewYork:Penguin,2016),xiii.

Chapter12CelebratetheValuesandVictories“Lifeistooshorttobemiserable,”saysCharlesAmbelang.“Youwanttohaveaworkexperiencethatallowsyoutoengagewithothers,sharealaugh,seethehumorinasituation,andthankpeoplefordoingagoodjob.”1Officially,Charlieistheassistantvicepresidentforhumanresources,SantaClaraUniversity.Unofficially,heisHR'sCEO—chiefencouragementofficer.

WhenCharlietookthehelmoftheHRworkgroup,itwasdemoralizedandfearful.Theteamwasusedtoanenvironmentwheretherewaslittlerecognitionofsuccesscoupledwithsevereconsequencesforfailure.Asoneofhisconstituentstoldus,“TheHRteamneededsomeonetoappreciateourindividualandcollectiveefforts.Charliefocusedonencouragingeveryonetobeacontributingmemberoftheteamandtoworktowardacollectivecommitmenttodeeplyheldvaluesandservicetothecampuscommunity.”

Charlieregularlyencouragesmembersofthedepartmentbylettingthemknowthathebelievesinthemandhasconfidencethattheywillbesuccessful.Charliealsodoescrazy,spur-of-the-momentthingstocelebratetheteam'saccomplishments,likegoingtothelocalgrocerystoreandbuyingboxesofpopsiclesandicecreambars.He'llreturntotheofficewithhisbootyoficygoodness,emptythemailcart,loaditupwithtreats,andthenplayicecreamtruckmusiconhissmartphonewhilecruisingthroughtheofficegivingeveryonetheirpickofacooldelight.

Charliesetsupcelebratoryoutingsfortheteam,suchasan“HRatthemovies”night.Whenarecentblockbustermoviewasreleased,heboughtenoughticketssoeachHRstaffmembercouldaskafamilymemberorfriendtojointhemforthefilmandthendinnerafterwardtodiscusswhattheysawandhowittranslatedbacktotheirwork.HeorganizesanannualFriday-nighttriptothelocalminor-leaguebaseballgameforHRstaffandtheirfamilies.“It'safunandrelaxingway

leaguebaseballgameforHRstaffandtheirfamilies.“It'safunandrelaxingwaytoendtheweekandspendtimegettingtoknowmoreaboutourfellowteammembersaswellastheirfamilies,”anotherofhisconstituentstoldus.ThentherearethepersonaltouchesCharlieputsonthewayheexpressesgratitudefortheteam'swork.Forexample,onarecent“EmployeeAppreciationDay”Charliehandwroteoverthirtythank-younotestothestaffandstudentemployeesandgaveoutsmall,personalizedtoysthathehadselectedasareminderofhowhighlyheregardedeachindividual.

CharlietookHRfromaworkgroupthatwasscaredtosayordoanythingoutsideofnormalchannelstoateamthatworkswelltogetherandsupportsoneanother.Asindividualsandworkteams,everyoneisempoweredandencouragedtoinnovateandofferupideas,andthentotakethetimetocelebrateindividualandteamaccomplishments.Thereismoreteamcohesionandcooperationthaneverexistedbefore.Here'showoneconstituentsummedupCharlie'sapproach:

AstheChiefEncouragementOfficerofHR,Charliehasshownusthatweallcontributetothesuccessoftheentireteam,andheregularlyandrepeatedlycomesupwithenjoyableanduniquewaystokeepusfullyengagedanddoinggreatwork.Hehasatalentformakingworkrewardingandfun!

TheactionsofCharlieAmbelangandtheexperienceoftheHRdepartmentconfirmourresearch.Performanceimproveswhenleaderspubliclyhonorthosewhohaveexcelledandbeenanexampletootherswhentheydemonstratethat“weareallinthistogether,”andwhentheymaketheworkenvironmentaplacewherepeoplewanttobothbeandstay.ThatiswhyexemplaryleadersmakeacommitmenttoCelebratetheValuesandVictoriesbymasteringtheseessentials:

Createaspiritofcommunity

Bepersonallyinvolved

Whenleadersbringpeopletogether,rejoiceincollectivesuccesses,anddirectlydisplaytheirgratitude,theyreinforcetheessenceofcommunity.Beingpersonallyinvolvedmakesitclearthateveryoneiscommittedtomakingextraordinarythingshappen.

CreateaSpiritofCommunityToomanyorganizationsoperateasifsocialgatheringswereanuisance.Theyaren't.Humanbeingsaresocialanimals—hardwiredtoconnectwithothers.2Peoplearemeanttodothingstogether,toformcommunities,andinthiswaydemonstrateacommonbond.

Whensocialconnectionsarestrongandnumerous,there'smoretrust,reciprocity,informationflow,collectiveaction,andhappiness—and,bytheway,greaterwealth.3Someofthefastest-growingandmostsuccessfulbusinessesthesedaysareevidenceoftheneedforsocialconnection.Facebook,WhatsApp,QQ,WeChat,QZone,Instagram,Twitter,andSkypeareonlyafewofthesocialnetworkingsiteswithoveronehundredmillionusers.4Researchershavefoundthat“socialnetworkingsiteusershavemorefriendsandmoreclosefriends”thannonusers.5Socialcapitalisassignificantasourceofsuccessandhappinessasarephysicalandintellectualcapital.

Corporatecelebrationsareamongthebestwaystocapitalizeontheneedtoconnect,tosocialize,andtocreateafeelingofcommunity.Researchoncorporatecelebrationshasfoundthatthey“infuselifewithpassionandpurpose....Theybondpeopletogetherandconnectustosharedvaluesandmyths.Ceremoniesandritualscreatecommunity,fusingindividualsoulswiththecorporatespirit.Wheneverythingisgoingwell,theseoccasionsallowustorevelinourglory.Whentimesaretough,ceremoniesdrawustogether,kindlinghopeandfaiththatbettertimeslieahead.”6Thegapinlevelsofpride,motivation,andcommitmentamongemployeeswefoundiswide—almost25percent—betweenthosepeoplewhoreporttheirmanagersalwaysfindwaystocelebrateaccomplishmentsandthosewhosemanagersseldomdoso.Withcelebrations,leaderscreateasenseofteamspirit,bothbuildingandmaintainingthesocialsupportnecessarytothrive,especiallyinstressfulanduncertaintimes.

Sometimescelebrationscanbeelaborate,butmoreoften,theyareaboutconnectingeverydayactionsandeventstothevaluesoftheorganizationandtheaccomplishmentsoftheteam.Exemplaryleadersseldomletanopportunitypasstomakesurethatconstituentsknowwhythey'rethereandhowtheyshouldactinserviceofthatpurpose.Forexample,KurtRicharz,executivevicepresidentofsalesatSeagateTechnology,usesregularmonthlyconferencecallswiththeentiresalesorganizationtoshinethespotlightonpeoplewhohavebeengiven

“StandingOvations.”7Thisprogramisverysimple:peersnominatecolleaguesbyfillingoutabriefformhighlightingtheircontributionsoranachievement.Monthlysalescallsfeaturetherecipient'sphotoandasummaryofaccomplishments,andKurtreservestimetohighlightandcongratulatethe“heroicefforts”ofpeopleinsupportingthesalesorganization.Afterward,Kurtgoesbacktothankthenominators,because,afterall,hesays,thesefolksareallverybusy,andheappreciatesthemtakingthetimetodothis.Thispublic,enthusiastic,andheartfeltrecognitiongoesalongwayinmakingboththerecipientsandbystandersfeelthattheyarevaluedandbuildingapositive,empoweringcommunity.ActionsliketheseareespeciallyimportantthesedayswhensevenintenAmericanswishtheyreceivedmorerecognition,while83percentreadilyadmittheycoulddomoretorecognizeothers.8

Whetherthey'retohonoranindividual,group,ororganizationalachievementortoencourageteamlearningandrelationshipbuilding,celebrations,ceremonies,andsimilareventsofferleaderstheperfectopportunitytoexplicitlycommunicateandreinforcetheactionsandbehaviorsthatareimportantinrealizingsharedvaluesandcommongoals.Exemplaryleadersknowthatpromotingacultureofcelebrationfuelsthesenseofunityessentialforretainingandmotivatingtoday'sworkforce.Besides,whowantstoworkinaboringplacethatneitherremembersnorcelebratesanything?DavidCampbell,aformerseniorfellowattheCenterforCreativeLeadership,saiditwell:

Aleaderwhoignoresorimpedesorganizationalceremoniesandconsidersthemasfrivolousor“notcost-effective,”isignoringtherhythmsofhistoryandourcollectiveconditioning.[Celebrations]arethepunctuationmarksthatmakesenseofthepassageoftime;withoutthem,therearenobeginningsandendings.LifebecomesanendlessseriesofWednesdays.9

CelebrateAccomplishmentsinPublicAsnotedinChapterEleven,individualrecognitionincreasestherecipient'ssenseofworthandimprovesperformance.Publiccelebrationshavethiseffectaswell,andtheyaddotherlastingbenefitsforindividualsandorganizationsthatprivateindividualrecognitioncan'taccomplish.

Foronething,publiceventsareanopportunitytohighlightactualexamplesofwhatitmeanstodemonstratethatwe“dowhatwesaywewilldo.”Whenthespotlightshinesoncertainpeople,andotherstellstoriesaboutwhattheydid,theybecomerolemodels.Theyvisiblyrepresenthowtheorganizationwouldlikeeveryonetobehave,andconcretelydemonstratethatitispossibletodoso.

likeeveryonetobehave,andconcretelydemonstratethatitispossibletodoso.Publiccelebrationsofaccomplishmentalsobuildcommitment,bothamongtheindividualsrecognizedaswellasamongthoseintheaudience.Whenyoucommunicatetoindividuals,“Keepupthegoodwork;it'sappreciated,”youarealsosayingtothelargergroup,“Herearepeoplejustlikeyouwhoareexamplesofwhatwestandforandbelievein.Youcandothis.Youtoocanmakeasignificantcontributiontooursuccess.”

Thedatashowsthattheextenttowhichleaderspubliclyrecognizepeoplewhoexemplifycommitmenttosharedvaluescorrelatessignificantlywiththedegreetowhichtheyfeeltheirorganizationvaluestheirworkandthattheyaremakingadifference.RaymondYu'sexperienceunderscoresthisfinding.RayisamanagerinthenewproductintroductionengineeringteamatIntuitiveSurgical,andhisdivisionisresponsibleforsurgicalstaplerinstruments.Hethoughtitwouldbefitting,creative,andfuntopresentaredpaperstaplerasanaward.Hetooktheinitiativetoorderbotharedstaplerandadisplaycase.Ataweeklyteamstaffmeeting,RayannouncedtheRedStaplerAwardandspokeaboutwhatitmeant:“Iexplainedthatthiswasameanstofosterexpressionandcommunicationofvalues;torecognizepeerswhohavedemonstratedvaluesthatweadmire.”

Bothhismanagerandtheteamlovedtheconceptsomuchthattheysuggestedthatheopenuptheawardtootherdepartmentswithinthestaplerbusinessunit.Atthemonthlystaplermanufacturingreviewmeeting,alargepublicforum,RayagainexplainedtheRedStaplerAward:

TheRedStaplerAwardisamechanismtoappreciateandrecognizepeers,toencouragebehaviorsthatmodelsharedvalues,andtofostercommunication.Tothegrantor,itisastatementof“Thesearemyvalues,andthisishowIseeyourvalues.”Itshowspublicsupportforthecontributionsbeingmade.AmonthafterreceivingtheRedStaplerawardtherecipientwillthenpayitforwardandrecognizesomeoneelse.

ThisisnotmanagementdictatingwhatyourvaluesshouldbefromsomeDOP[departmentoperatingprocedure].Thisisforyouandbyyou.Makeitaboutwhatyouwant,whatyouvalue,andwhyyouarehere.

Andsoforthismonth,IwanttogivetheRedStaplertoSunnyRanufortakingtheinitiativeinthedataanalysistoolseffortusingmodernsearchtoolseventhoughtheinternalgroupisheadinginanotherdirection.Itshowsownershipandcouragetodowhatisbestforthecompany,nottobeabystander;andtodowhatisrightandnotsimplyacceptwhatothershavedecided.

decided.

Sunnythencameuptothestagetoreceivetheaward.Henotonlyshowedthedataanalysistoolhehadcreated,buthealsothankedmanyotherpeopleintheorganizationwhohadhelpedhimonthisskunkworksproject.Theaudience,Raysaid,“wasblownawaybywhattranspired.”

TheRedStaplerwasacreativeawardthatcircumventedthelimitationsoftheexistingcorporaterecognitionschemes.Itmeantmoretotheteammembers,accordingtoRay,thananyofthecompany'smonetaryawards:“AfterIhadawardedtheRedStapler,Sunnytoldtheassembledgroupthatreceivingitmeantmoretohimbecauseitwasfromapeerandnotfrommanagementthroughavettedapprovalprocess.Itwasreal,sincere,andfromtheheart.”

Publicceremonies,liketheoneRaydescribed,serveasacollectivereminderofwhypeopleremainwithanorganization,andofthevaluesandvisionstheyshare.Bymakingcelebrationsapublicpartoforganizationallife,leaderscreateasenseofcommunity.Theprocessofbuildingcommunityhelpsensurethatpeoplefeelthattheybelongtosomethinggreaterthanjustthemselvesandthattheyareworkingtogetheronacommoncause.Celebrationsservetostrengthenthebondofteamworkandtrust.

Somepeoplearereluctanttorecognizeothersinpublic,fearingthatitmightcausejealousyorresentment.Forgetthesefears.AllwinningteamshaveMVPs(MostValuablePlayers),usuallyselectedbytheirteammates.Publiccelebrationsaremeaningfulopportunitiestoreinforcesharedvaluesandtorecognizeindividualsfortheircontributions.Theygiveyouachancebothtosaythankstospecificindividualsfortheiroutstandingperformanceandtoremindeveryoneofexactlywhatitisthattheorganizationstandsfor,andthesignificanceoftheworkorservicetheyprovide.

Privaterewardsmayworkfinetomotivateindividuals,buttheyhavelittleimpactontheteam.Researchershaveshownthatpeopletendtopickuponthemoodandattitudesofthosearoundthem,called“emotionalcontagion,”andofteninwaystheydon'tconsciouslyrealize.10Circuitsinthebrainareactivatedwhenpeopleseeothersactinacertainway;it'sasiftheyhadtakenactionthemselves.Watchingsomeoneelsecanimpactthebraininwaysthatmirrorexperiencingitdirectly.11

Togeneratecommunity-wideenergyandcommitmentforthecommoncause,youneedtocelebratesuccessesinpublic.Ceremoniesandcelebrationsareopportunitiestobuildhealthiergroups,toenablemembersoftheorganizationtoknowandcareabouteachother.Also,asBrianDalton,financemanagerwithRocketFuel,observed,“itsetsupanexpectationthateverythingelsethatisdone

RocketFuel,observed,“itsetsupanexpectationthateverythingelsethatisdonewillbeatthatlevelorabove.”Whichiswhyherealizedthatin“publiclyacknowledgingsomeonefordoingagoodjob,youhelptosetastandardofwhatisjudgedtobegoodwork.Youwanttherecipientofthepraisetofeelvaluedandrecognizedfortheircontributions,butyoualsowanttopubliclycelebratethosevaluesandvictoriessothatotherscanseeandreplicatethem.”

ProvideSocialSupportSupportiverelationshipsatwork—relationshipscharacterizedbyagenuinebeliefinandadvocacyfortheinterestsofothers—areessentialinmaintainingpersonalandorganizationalvitality.12Peoplewhodon'tlikethefolksthey'reworkingwithdon'tdotheirbestworkorstickaroundverylong.Considerwhatstudieshavefoundaboutthedifferencesbetweenthetaskperformancesofgroupsoffriendsversusacquaintances.Ingroupscomposedofacquaintances,individualsprefertoworkalone,andspeakwithothersinthegrouponlywhennecessary.Consequently,theyarereluctanttoseekhelporpointoutmistakesbeingmadebyothers.Groupsmadeupoffriends,ontheotherhand,talkwithoneanotherrightfromtheproject'sget-go.Theyevaluateideasmorecritically,givetimelyfeedbackwhenothersareveeringoffcourse,andofferteammatespositiveencouragementeverystepoftheway.13Feelingasenseofconnectionwithco-workersfostersgreateraccountability,engagement,andcommitmenttotheorganization.

Employeeswithabestfriendatworkareseventimesmorelikelytoengagefullyintheirworkthanthosereportingnosuchfriendships.14Longitudinalstudies,intheUnitedStatesandEurope,alsorevealthatpeoplewhomakeuseofsocialsupporthavehigherincomescomparedtothosepeoplewhodon'ttapintothepowerofasocialnetwork.Thiswastruebothtwoandnineyearsafterthestudy'sbaselineperiod.15Lackingsocialsupport,individualsregularlyignoredcooperativeopportunities,distrustingotherpeopleandtheirmotives.Studiesinvolvingmorethanthreemillionpeoplearoundtheworldshowthatsocialisolationisworseforpeople'shealththanobesity,smoking,oralcoholism.16

Ourdatashowsthatpeoplefeelconnectedandexperienceastrongsenseofteamspiritwhentheirleadersprovidelotsofappreciationandsupportfortheircontributions.Inturn,thosesamepeoplereportfeelinghighlyvalued,andfirmlybelievetheirworkismeaningfulandmakingadifference.Thesesentimentstranslateintopeoplewhoarewillingtogotheextrasteptomeetorganizationalchallengesanddemands.Engaginginthisleadershipbehavioralsogenerates

favorableevaluationsoftheleaderfromtheirdirectreports.Figure12.1showstheserelationshipsgraphically.

Figure12.1HowAppreciationandSupportAffectsTeamSpirit,FeelingValued,andExperienceofMeaningfulWork

ThesefindingsareaptlyillustratedbywhatFerhatZortoldusabouthisexperienceworkingonaperformancemanagementprojectwithBorusanLogisticsinTurkey.TheTuzlawarehousemanagerreviewedtheperformanceofthevariousoperationalunitsathismonthlymeetingsandmadethepointthattheyneededtosupportandhelponeanother.Thesemeetingsalwaysendedwithcelebratinganyaccomplishmentsasanentiregroup.Aftersuccessfullycompletingoneverychallengingproject,thecompanycongratulatedeachemployeebyhostinga“spontaneous”surpriseparty,where,Ferhatobserved,“happinessandpridewereevident.”Lotsofphotographsweretaken,whichwerelatersharedontheWebandinthecompany'snewsletter,“inorder,”saidFerhat,“toshowthateachpersonmakesanimportantcontributionandeach

Ferhat,“toshowthateachpersonmakesanimportantcontributionandeachdoingtheirbestmakesthecompanyasuccess.”

Researchacrossabroadvarietyofdisciplinesconsistentlydemonstratesthatthiskindofsocialsupportenhancesproductivity,psychologicalwell-being,andevenphysicalhealth.17Socialsupportnotonlyimproveswellnessbutalsobuffersagainstdisease,particularlyduringtimesofhighstress.Thisfindingistrueirrespectiveofanindividual'sage,gender,orethnicgroup.Forexample,evenafteradjustingforsuchfactorsassmokingandhistoriesofmajorillness,peoplewithfewclosecontactsweretwotothreetimesmorelikelytodieatayoungeragethanthosewhohadfriendstoturntoregularly.18

Socialsupportisalsovitaltooutstandingperformance.ConsiderwhatresearchersfoundwhenanalyzingthespeechesmadebybaseballplayerswheninductedintotheNationalBaseballHallofFame.Aseliteathletes,theyhadachievedthehighestrecognitioninafielddemandingtopphysicalskills.Yetforalmosttwo-thirdsofthem,theirwordsofappreciationwerenotsomuchabouttechnicalorpracticalassistanceastheywereaboutemotionalsupportandfriendship.19

What'strueathome,inthecommunity,andontheplayingfieldisjustastrueatwork.Researchershavefoundthatpeoplewhoindicatehavingabestfriendintheworkplace,comparedtothosewhodonot,“aresignificantlymorelikelytoengagecustomers,getmoredoneinlesstime,havemorefunonthejob,haveasafeworkplacewithfeweraccidents,innovateandshareideas,feelinformedandknowthattheiropinioncounts.”20Friendsarenotonlygoodforyourhealthbutalsogoodforbusiness.Andthereareplentyofprospectsforstrengtheningtheserelationships,becauselessthanoneinfivepeopleindicatethattheyworkfororganizationsthatprovideopportunitiestodevelopfriendshipsintheirworkplace.21

Ourfilesarefullofpersonal-bestleadershipcasesinwhichstronghumanconnectionsproducedspectacularresults.Whenpeoplefeelastrongsenseofaffiliationandattachmenttotheircolleagues,they'remuchmorelikelytohaveahighersenseofpersonalwell-being,tofeelmorecommittedtotheorganization,andtoperformathigherlevels.Whenpeoplefeeldistantanddetached,they'reunlikelytoaccomplishmuchofanything.22Whenpeoplearepersonallyinvolvedwiththetaskandfeelconnectedwiththeircolleagues,theycanachieveextraordinaryfeats.

Leadersunderstandthatcelebrationsprovideconcreteevidencethatindividualsaren'taloneintheirefforts,thatotherpeoplecareaboutthem,andthattheycan

aren'taloneintheirefforts,thatotherpeoplecareaboutthem,andthattheycancountonothers.Celebrationsreinforcethefactthatpeopleneedeachotherandthatittakesagroupofindividualswithacommonpurposeworkingtogetherinanatmosphereoftrustandcollaborationtogetextraordinarythingsdone.Bymakingachievementspublic,leadersbuildacultureinwhichpeopleknowthattheiractionsanddecisionsarenotbeingtakenforgranted.Theyseethattheircontributionsarerecognized,appreciated,andvalued.“Publiccelebrationsinmyexperience,”AndreaBerardo,formertechnicalprojectmanageratAlstom(Switzerland),explained,“arecrucialtotheself-esteemoftheemployees,andtheyareessentialinbuildingthatsenseofcommunitythatallowspeopletoseethemselvesaspartofoneteam.”Inaddition,hepointsout,“Publiceventsareperfectoccasionstoreiteratethesharedvaluesandcommongoals.”

HaveFunTogetherFunisn'taluxuryatwork.EveryPersonal-BestLeadershipExperiencewasacombinationofhardworkandfun.Infact,mostpeopleagreedthatwithouttheenjoymentandthepleasuretheyexperiencedinteractingwithothersontheteam,theywouldn'thavebeenabletosustainthelevelofintensityandhardworkrequiredtodotheirpersonalbest.Peoplejustfeelbetterabouttheworkthey'redoingwhentheyenjoythepeoplethey'reworkingwith.23OnekeyleadershiplessonthatShawnMcKenna,theco-founderandmanagingdirectorofachainofAmerican-stylerestaurantsinRussia,sharedwithus:“Makesurethatyouandtheteamarehavingfun.”

Similarly,MikeSawyer,vicepresidentofmarketingwithPerimeterX,explainedthathisPersonal-BestLeadershipExperienceinvolvedensuringthathisteamhadfunwhilenotconsuminglotsoftheiroutside-of-worktime.Oneexamplewaschangingthecharacterofdepartment-wideplanningmeetings.“Wesetupaninformalmeetingareainthemarketingdepartment,”Mikeexplained,“withcouches,aTV,andotherthingsthatallowedbothstandingandad-hocmeetingstoseemmorelikeafriendlyenvironment.Thisareawasinthemiddleofwhereeveryonesat,soevenifjustafewpeopleweremeeting,itleteveryoneknowwhatwasgoingon,andtheycouldfreelyjoinothersiftheywanted.Wealsodidgroup‘fun’dinnerssemi-regularlyaroundmilestonestoencouragecamaraderieaswellastorewardprogress.”

Havingfunsustainsproductivity,creatingwhatresearchersrefertoas“subjectivewell-being.”Moreover,it'snotallaboutparties,games,festivities,andlaughter.WayneTam,acertifiedfinancialplannerandprincipalofGenerationWealth&Investments,describedaformermanagerassomeonewhoreallyhadfundissectingcomplexcomputercodeortranslatingbusiness

reallyhadfundissectingcomplexcomputercodeortranslatingbusinessprocessesintofunctionalspecifications.Waynesaidthatthesetaskscouldbequitedifficult,buthismanager“wasalwayspositiveandbuiltupourskillssothatwecouldmeetthesechallengeswiththesameattitudehehadandshowedushowtohavefunwiththiswork.”Waynewentontosay,“Ilearnedthatthoughyougetpaidtodoajob,it'sbettertobeabletoenjoywhatyoudoandhavefun.”

Researchdemonstratesthathavingfunenhancespeople'sproblem-solvingskills.Theyaremorecreativeandproductive,whichfosterslowerturnover,highermorale,andastrongerbottomline.Forexample,theGreatPlacetoWorkInstituteannuallyaskstensofthousandsofemployeestoratetheirexperienceofworkplacefactors,including,“Thisisafunplacetowork.”OnFortune's100BestCompaniestoWorkForlist,whichtheGreatPlacetoWorkInstituteproduces,employeesinthebestorganizationsrespondedoverwhelmingly—anaverageof81percent—thattheyareworkingina“fun”environment.24“Laughter,”saysRobertProvine,aneuroscientistattheUniversityofMarylandandauthorofLaughter:AScientificInvestigation,“isnotprimarilyabouthumor,butaboutsocialrelationships.Infact,thehealthbenefitsoflaughtermayresultfromthesocialsupportitstimulates.”25

Leaderssetthetone.Whentheyopenlydemonstratethejoyandpassiontheyhavefortheirorganizations,teammembers,clients,andevenchallenges,leaderssendaverypowerfulmessagetoothersthatit'sperfectlyacceptableforpeopletomakepublicdisplaysofplayfulness.Theyknowthatintoday'sorganizationsworkisdemanding,andconsequentlypeopleneedtohaveasenseofpersonalwell-beingtosustaintheircommitment.Itworksforeveryonewhenleadersshowenthusiasmandexcitementabouttheworkperformed.AsJeanetteChickles,directoroftelecomoperationswithPolarisWireless,sharedwhenrelatingherPersonal-BestLeadershipExperience:

Iliketohavefunatwork.Sinceyouspendsomanyhoursofyourlifeatwork,youshouldbeenjoyingit!Beseriousandwordhard,butyoucanfindwaystocelebrateaccomplishmentsandsneakinalittlelightheartednesswhenthingsarereallyintense.Ifyourteamisenjoyingtheworktheyaredoingandfeelrecognizedfortheirhardwork,theyaremorelikelytogotheextramilewhenyouneeditmost.

Whatyoupreachandwhatyoucelebratemustbeoneandthesame.Iftheyaren't,theeventwillcomeoffasinsincereandphony—andyourcredibilitywillsuffer.Anycelebrationmustbeanhonestexpressionofcommitmenttofundamentalvaluesandthehardworkanddedicationofthepeoplewhohave

fundamentalvaluesandthehardworkanddedicationofthepeoplewhohavelivedthevalues.Elaborateproductionsthatlacksincerityaremoreentertainmentthanencouragement.Authenticitymakesconsciouscelebrations,andfun,work.

BePersonallyInvolvedWestartedourdiscussionofexemplaryleadershipwithModeltheWay,andwe'vecomefullcircle.Ifyouwantotherstobelieveinsomethingandbehaveaccordingtothosebeliefs,youhavetosettheexamplebybeingpersonallyinvolved.Youhavetopracticewhatyoupreach.Ifyouwanttobuildandmaintainacultureofexcellenceanddistinction,thenyoumustbepersonallyinvolvedincelebratingtheactionsthatcontributetoandsustaintheculture.

MushfiqRahman,contractsmanagerinAustraliaforALSIndustrial,noticedanimmediatedifferenceinperformancewhen“Ispentsometimewitheveryoneindividuallyandthankedthempersonallyfortheircontribution.PeoplefeltappreciatedthatIwasspendingalotoftimewiththem,andtryinggenuinelytounderstandtheirconcerns.”Whenitcomestosendingamessagethroughouttheorganization,nothingcommunicatesmoreclearlythanwhatleadersdo.Directlyandvisiblyshowingothersthatyou'retheretocheerthemalong,you'resendingapositivesignal.Whenyousettheexample,likeMushfiq,thatsays,“Aroundherewesaythanks,showappreciation,andhavefun,”otherswillfollowyourlead.Theorganizationwilldevelopacultureofcelebrationandrecognition.Everyonebecomesaleader,everyonesetstheexample,andeveryonetakesthetimetocelebratethevaluesandvictories.Whenthishappens,organizationsdevelopareputationforbeinggreatplacestowork.

Incasethere'sanydoubtthatbeingpersonallyinvolvedincelebrationshasanimpactonothersortheirassessmentofyourleadership,lookatwhatweconsistentlyfindinourresearch.Directreportswhoindicatetheirleadersalmostalwaysgetpersonallyinvolvedinrecognizingpeopleandcelebratingaccomplishmentsconsistentlyscorethemselvesover20percenthigherthantheircolleaguesonvariousengagementvariables,likemotivation,pride,andproductivity.Thisgapgrowsdramaticallytobetween40and50percentwhencomparingtheformertothoseleadersseenasoccasionally(orless)beingpersonallyinvolved.Whypeoplereportfeelingvaluedbytheirleaders—andhowtheyratethetrustworthinessandeffectivenessoftheirleaders—tracesdirectlytotheextentthattheirleadergetspersonallyinvolvedinrecognizingpeopleandcelebratingaccomplishments.

Whereveryoufindastrongculturebuiltaroundstrongvalues,you'llalsofindendlessexamplesofleaderswholiveitsvalues.BethTaute,whileafinancialanalystwithCitibank,observedhowhermanager(Jo)waspersonallyinvolvedindemonstratingappreciation.Jowoulddosmallthingssuchastakingtheteam

indemonstratingappreciation.Jowoulddosmallthingssuchastakingtheteamoutforasurpriselunchorlettingteammembersleaveearlyifsheknewtheyhadsomethingspecialhappeningintheevening.Sheletteammemberswithchildrencomeinlateorleaveearlyonspecialoccasionslikebirthdays.Shescatteredsmallandsillygiftswithhiddenjokesormeaningoneveryone'sdesks.BeingpersonallyinvolvedatthislevelresultedinJo'steam,accordingtoBeth,“beingcompletelydedicatedtoher.Shewasaninspiration,andthatmeanttheywouldworkuntilallhourstoensuretheprojectwascompleted.”

Becauseofherhands-onpersonalinvolvement,Jo'steamwantedtoshowthattheywarrantedherconfidenceandtrustintheirabilitiesanddedication.AccordingtoBeth,“Johadsuchcloserelationshipswithavariedgroupofindividualsthatsheknewhowtogeteachpersontoperformbeyondtheircomfortzoneandtoremaindedicatedtothecause.Shemadecomingtoworkandbeingtherelateseemfunandnotlikeahardslog.”

Thelessonfromthisexperienceforeveryaspiringexemplaryleader,inBeth'sview,isthatyou“havetobeinvolvedandconnectedwithwhat'sgoingonandthatthebestrecognitionisongoing,withoutbeingexpectedorpredictable.”Shewentontosay,“TohavedonegreatworkandberecognizedbyJowasmorevaluedthananyotherrecognitionteammemberswanted.”Personaldedicationandinvolvementearnleaderstherespectandtrustoftheirteams.It'swhatbuildscredibilityandloyalty,andcreatesanengagedandproductiveworkforce.

ShowYouCarePeopledon'tcareabouthowmuchyouknowuntiltheyknowhowmuchyoucareforthem.Inotherwords,theybelievethatyouwanttoensurethattheyaresafeandsecure,feelsupportedandvalued;thatyouwantthemtobesuccessful,learningandgrowing;andyouwouldn'taskthemtodosomethingwheretheycouldintentionallybeinjuredorhurt.Demonstratingthisisn'trocketscience.Forexample,JaneBinger,responsibleforleadershipdevelopmentandeducationforyearsatLucilePackardChildren'sHospital,StanfordUniversity,foundthatmostofthemedicalandadministrativestaffjustdesiredsimplegesturesshowingthatsheandotherscaredabouthowtheyweredoing.Thisusuallytooktheformofapersonalnoteoremail,acommentduringameetingorinthecorridor,orjustaquickstopbytheiroffice.“TheywanttoknowthatIvaluethem.ThatIthinktheyaredoingagreatjob.ThatIamnottakingthemortheircontributionsforgranted.Thisdoesn'trequireanygrandover-the-topactions,”saidJane.Empirically,wefoundastrongandpositiverelationshipbetweentheextenttowhichaleader“praisedpeopleforajobwelldone”andtheirdirectreports'favorableresponsestothestatement,“Thepeoplewhoarepartofthis

reports'favorableresponsestothestatement,“Thepeoplewhoarepartofthisperson'sworkgroupfeelthattheorganizationvaluestheirwork.”

Showingsomeonethatyoucareaboutthemmakesthemfeelthatyouhavetheirbestinterestsatheart.Howdirectreportsrespondtoaquestionabouttheextenttheirleaderhas“thebestinterestsofotherpeopleatwork”relatesdirectlytotheirlevelofteamspiritandpride.It'salsodirectlyrelatedtohowfavorablytheyevaluatetheleader'seffectivenessandthelikelihoodthattheywouldrecommendthatindividualtoafriendasagoodleader.WhentheexecutiveteamatAustralia'sMacquarieBankmadethedecisiontoclosetheirmortgageoperationintheUnitedStates,PeterMaher,thengroupheadofbankingandfinancialservices,couldhavedeliveredthenewsviaemailoreventhroughalower-levelmanager.26Peterrealizedthatthebestthinghecoulddotoshowhecaredwastobecompletelyhonestandupfrontthroughouttheprocessandtotreathisstaffwithrespectandintelligence.

HeflewtoFloridaandsatdownwithabout100employeestodeliverthenewspersonally.Petersaysoftheexperience,“Itwashowyoudidit,notwhatyoudid.Ideliberatelysatonachairinfrontofthepeopleandjusttalkedaboutwhatwasgoingon.”Headmittedthat“itwasareallypainfulconversation,”buthebelievedthatthebestthinghecoulddowasto“bereal”withthem.“Ijusttoldthemeverythingthatwasgoingon.Itwasinterestingthatanumberofthemafterward,whiledisappointed,toldmehowtheyappreciatedthehonestyinthewaythedecisionwascommunicated.”Peoplewhoperceivetheircolleaguesascaring,researchshows,aremostlikelytobesoughtoutforadviceandbeseenasaleader,andthis,inturn,resultsinhigherperformancelevels.27Ontheotherhand,peopleindicatethatwhentheyfeelthey'rebeingtreateduncaringlyatwork(forexample,rudelybyacolleague),theyrespondbydeliberatelydecreasingtheireffortorloweringthequalityoftheirwork.28

Showinguptodeliverbadnewsinperson,asPeterdid,isanimportantwaytodemonstrateyoucare.Soisjustbeingvisibleinday-to-dayundertakings.Itnotonlydemonstratesyoucare,butalsomakesyoumorereal,moregenuine,moreapproachable,andmorehuman.Attendingimportantmeetings,visitingcustomers,touringtheplantsorservicecenters,droppinginonthelabs,makingpresentationsatassociationgatherings,beingatorganizationalevents(evenwhenyou'renotontheprogram),recruitingatlocaluniversities,holdingroundtablediscussions,speakingwithanalysts,orjuststoppingbyyourconstituents'cubiclestosayhello—allareinstancesthatshowpeoplethatyouareinterestedinthem,theworktheydo,andthecontributionstheymake.Being

wheretheyarehelpsyoustayintouch,literallyandfiguratively,withwhat'sgoingon.Itshowsthatyouwalkthetalkaboutthevaluesyouandyourconstituentsshare.

SpreadtheStoriesPersonallygettinginvolvedinshowingthattheycaregivesleaderstheopportunitytobothfindandconveystoriesthatputahumanfaceonvalues.First-personexamplesarealwaysmorepowerfulandstrikingthanthird-partyexamples.It'sthatcriticaldifferencebetween“Isawitformyself”and“Someonetoldmeaboutit.”Youneedtobeconstantlyonthelookoutforwhateverisbeingdonewellsothatyoucanbothletthatpersonknowtokeepupthegoodworkandbeabletotellothersaboutit.Thatway,youcangive“upcloseandpersonal”accountsofwhatitmeanstoputintopracticesharedvaluesandaspirations.Intheprocess,youcreateorganizationalrolemodelstowhomeveryonecanrelate.Youputthebehaviorinarealcontext.Valuesbecomemorethansimplyrules;theycomealive.Throughthestoriesthatyoutell,youdramaticallyandmemorablyillustratehowpeopleshouldactandmakedecisions.

Afterstudyingprofessionalsinlife-and-deathsituations,cognitivepsychologistGaryKleinconcludesthatstoriesarethemostpowerfulmethodforbothelicitinganddisseminatingknowledge.29Thereasonforthisisthatstories,bytheirnature,arepublicformsofcommunication.Storytellingishowpeoplepassalonglessonsfromgenerationtogeneration,culturetoculture.EmorypsychologyprofessorDrewWestenarguesthat“thestoriesourleaderstellusmatter,probablyalmostasmuchasthestoriesourparentstellusaschildren,becausetheyorientustowhatis,whatcouldbe,andshouldbe;totheworldviewstheyholdandtothevaluestheyholdsacred.”30Moreover,storiesaretailor-madeforcelebrations.Infact,youcanthinkofstoriesascelebrations—celebrationsofadventureandaccomplishment,ofcourageandperseverance,ofbeingtruetodeeplyheldvaluesandbeliefs.

Leadersfindnumerouswaystoperpetuatetheimportantstories;forinstance,bypublishinganexampleinthecompanynewsletterorannualreport,relatingastoryinapublicceremony,ormakingavideoandbroadcastingitontheinternaltelevisionnetwork,orstreamingitonsocialmedia.Leadersshinethespotlightonsomeonewho'slivedoutanorganizationalvalueandprovideothersintheorganizationwithanexampletheycanemulate.

Leaderswhotellstoriesofencouragementaboutthegoodworkofothershavedirectreportswhofeelpersonallyvalued,andbelievethattheirleadersbringout

directreportswhofeelpersonallyvalued,andbelievethattheirleadersbringoutthebestofpeople'stalentsandabilities.Theextenttowhichpeoplewouldgiveastrongrecommendationabouttheirleadertoacolleaguerelatesdirectlytohowfrequentlytheirleaderstellstoriesofencouragementaboutthegoodworkofothers.Leadersratedinthetop20percentonthisleadershipbehaviorarefourtofivetimesmorefavorablyrecommendedthantheircounterpartsinthebottom20percentonthisleadershipbehavior.DustinSchaefer,regionalaccountmanagerwithFlexeraSoftware,toldushowhewassurprisedduringanall-handscallwhenhisvicepresidentofworldwidesalesrecognizedhimandtoldastoryaboutthewayDustindisplacedatopcompetitor.TheVPgaveaverydescriptiveoverviewofhowDustinworkedwiththeexecutiveteamtocreateenoughuncertaintywiththeirrecentdecision,andthecurrentimplementation,thattheyscratchedthecompetitor'ssolutionmidstream.TheVPwentontocharacterizethelessonsfromthisexperience—themoralofthestory—andhowtheteamcouldusethelessonsfromthatsuccesstocreatemorewinsinthemarketplace.“Heconnectedmywin,”saysDustin,“inawaythatshoweditwasacollectivewinforthecompany.Hegototherstogatherbehindmystory,inwhatwasanotherwisecompetitivesalesgroup,andrealizewecanallcelebratetogether,learningandgrowingfromeachother'ssuccesses.Healsoconnectedmyresultstothevaluesandaccomplishmentsofourcompany.”

Dustin'sstoryresonatedwithhiscolleagues,andafterthecall,severalofthemwhohadnotengagedmuchwithDustininthepastreachedouttohim,andaskedformoreinformationonhisexperience.SaysDustin,“Ifoundweweresharingandexchangingmoreinformationthanwehadinthepast.Thishelpedtostrengthenoursenseofrapportandcommunitytowardacommongoal.”

Bytellingstories,youaccomplishmoreeffectivelytheobjectivesofteaching,mobilizing,andmotivatingthanyoucanthroughbulletpointsinaPowerPointpresentationortweetsonamobiledevice.Listeningtoandunderstandingthestoriesleaderstelldoesmoretoinformpeopleaboutthevaluesandcultureofanorganizationthandothecompanypoliciesortheemployeemanual.Well-toldstoriesaremuchmoreeffectiveinreachingpeople'semotionsandpullingthemalong.Theymakethemessagestick.Theysimulatetheexperienceofactuallybeingthereandgivepeopleacompellingwayoflearningwhatismostimportantabouttheexperience.Reinforcingstoriesthroughcelebrationsdeepenstheconnections.

MakeCelebrationsPartofOrganizationalLifeYouneedtoputcelebrationsonthecalendar.Thesescheduledeventsserveas

Youneedtoputcelebrationsonthecalendar.Thesescheduledeventsserveasopportunitiestogetpeopletogethersothatyoucanshowpeoplehowtheyarepartofthelargervisionandashareddestiny.Theyarehighlyvisiblewaysforyoutoaffirmsharedvalues,markmeaningfulprogress,andcreateasenseofcommunity.

Youprobablyalreadycalendarbirthdays,holidays,andanniversaries.Youalsoshoulddoitforthesignificantmilestonesinthelifeofyourteamandorganization.Givingthemadate,time,andplaceannouncestoeveryonethatthesethingsmatter.Italsocreatesasenseofanticipation.Schedulingcelebrationsdoesn'truleoutspontaneousevents;itjustmeansthatcertainoccasionsareofsuchsignificancethateveryoneneedstopayparticularattentiontothem.

Insettingupcelebrations,youfirstneedtodecidewhichorganizationalvalues,eventsofhistoricalsignificance,orsingularsuccessesareofsuchimportancethattheywarrantaspecialritual,ceremony,orfestivity.Perhapsyouwanttohonorthegrouporteamofpeoplewhocreatedtheyear'sbreakthroughinnovations,praisethosewhogaveextraordinarycustomerservice,orthankthefamiliesofyourconstituentsfortheirsupport.Whateveryouwishtocelebrate,youneedtoformalizeit,announceit,andtellpeoplehowtheybecomeeligibletoparticipate.Ataminimum,yououghttohaveatleastonecelebrationeachyearthatinvolveseveryone,thoughnotnecessarilyatthesamesite,anddrawsattentiontoeachofthecorevaluesofyourorganization.

Leadersmakecelebrationsasmuchapartoftheirorganization'slifeastheycan.Thinkaboutwhatmightworkforyourorganization.HerearesomeexamplesthatUniversityofSouthernCaliforniaprofessorTerrenceDealandclinicalcommunitypsychologistM.K.KeyprovideintheirbookCorporateCelebration:31

Cyclicalcelebrations(e.g.,seasonalthemes,keymilestones,andcorporateanniversaries)

Recognitionceremonies(e.g.,publicapplauseandacknowledgmentforajobwelldone)

Celebrationsoftriumph(specialoccasionsforaccentuatingcollectiveaccomplishments,e.g.,launchinganewproductorstrategy,andopeninganewoffice,plant,orstore)

Ritualsforcomfortandlettinggo(e.g.,lossofacontract,layoffsofemployees,anddeathofacolleague)

Personaltransitions(e.g.,entrancesandexits)

Workplacealtruism(e.g.,doinggoodforothersandpromotingsocialchange)

Play(e.g.,gamesandsportingevents,spoofingandpokingfun)

AtZenoGrouptherearemanysuchcelebrationsduringtheyear,suchastheFridayafter-worksing-alongsandotherinformalget-togethersandrecognitions.TheyhaveanannualNewYear'sEvepartyeveryJune30th,theendofZeno'sfiscalyear.Onthatday,alltheofficesconnectbyteleconference.Theypopchampagneandraiseavirtualtoast.CEOBarbySiegelcommunicateswitheveryoneviateleconference,reflectingonwhatthey'veaccomplished,andtalksaboutwhat'saheadinthefuture.Thenalloftheofficescontinuewiththeirowncelebrations.

Ofcourse,celebrationsdon'thavetobeaboutasingleachievementorforoneperson.JustinBrocato,seniormanagerformarketingoperationsatCiscoSystems,toldusabouttheimpactanannualawardsbanquethadatoneofhisformercompanies:

Itwasawonderfulwaytocelebrateouraccomplishmentsandspreadthatsenseofcommunity.Significantotherswereencouragedtoattend,soitwasanicewaytogettoknowpeopleoutsideofanofficesettingandfurtherbuilduponexistingrelationships.Itwasalsotheperfectforumtopubliclyrecognizeallofthecontributionsoftheteamandreflectonwhatwehadaccomplished.

Inreflectingfurtheronthisexperience,Justinwondered,“Whatifmanagementhadjustsentoutanemailtoannounceandcongratulatethewinners?”Heconcludedpeoplewouldhaveappreciatedit,butitwouldhavepaledincomparisontotheroarofapplauseandwhistleswhensomeonegoesonstagetoaccepttheirawardandhearstheirmanagertellthatpersonandanaudiencefullofhisorherpeerswhytheseaccomplishmentswereworthyofrecognition.“Celebratinginpublicissomuchmorememorable,”Justinfelt,“andtheimpactthatithasontherecipientandtheteamislongerlasting.Peoplegetenergized,andsuddenlytheyhavearenewedsenseofcommitmentfortheyeartocome.”

Whetherthey'retohonoranindividual,group,ororganizationalachievementortoencourageteamlearningandrelationshipbuilding,celebrations,ceremonies,andsimilareventsofferleaderstheperfectopportunitytoexplicitlycommunicateandreinforcetheactionsandbehaviorsthatareimportantinrealizingsharedvaluesandmutualgoals.Exemplaryleadersknowthatpromotingacultureofcelebrationfuelsthesenseofunityessentialforretaining

promotingacultureofcelebrationfuelsthesenseofunityessentialforretainingandmotivatingtoday'sworkforce.Celebrations,thedatashows,significantlyaffecthowpeoplefeelabouttheirorganizationandtheirleader.Themorepeoplereporttheirleaderfindswaystocelebrateaccomplishments,themoreeffectivetheyfeelinmeetingtheirobjectives,andthemorehighlytheyratetheoveralleffectivenessoftheirleader.

Thereisnoshortageofopportunitiestobringpeopletogethertocelebrateyourorganization'svaluesandvictories.Ingoodtimesorbad,gatheringtogethertoacknowledgethosewho'vecontributedandtheactionsthathaveledtosuccesssignalstoeveryonethattheireffortsmadeadifference.Theirenergy,enthusiasm,andwell-being—andyours—willbeallthebetterforit.

TakeAction

CelebratetheValuesandVictoriesCelebratingtogetherreinforcesthefactthatextraordinaryperformanceistheresultofmanypeople'sefforts.Visiblyandpubliclycelebratingaccomplishmentscreatescommunityandsustainsteamspirit.Bybasingcelebrationsonactingcongruentlywithfundamentalvaluesandattainingcriticalmilestones,leadersreinforceandsustainpeople'sfocus.

Socialinteractionincreasesindividuals'commitmentstothestandardsofthegroupandhasaprofoundeffectontheirwell-being.Whenpeopleareaskedtogobeyondtheircomfortzones,thesupportandencouragementoftheircolleaguesbooststheirresistancetothepossibledebilitatingeffectsofstress.Makesurethatpeopledonotregardyourorganizationastheplacewhere“fungoestodie.”

Leaderssettheexamplebybeingpersonallyinvolvedincelebrationandrecognition,demonstratingthatencouragingtheheartissomethingeveryoneshoulddo.Tellingstoriesaboutindividualswhohavemadeexceptionaleffortsandachievedphenomenalsuccessesprovidesopportunitiesforleaderstoshowcaserolemodelsforotherstoemulate.Storiesmakepeople'sexperiencesmemorable,oftenevenprofoundinwaysthattheyhadn'tenvisioned,andserveasamarkerforfuturebehaviors.Makingpersonalconnectionswithpeopleinacultureofcelebrationalsobuildsandsustainscredibility.Itreduceswe–theydemarcationsbetweenleadersandconstituents.Addingvitalityandasinceresenseofappreciationtotheworkplaceisessential.

ToEncouragetheHeart,youmustcelebratethevaluesandvictoriesbycreatingaspiritofcommunity.Thismeansyoumust:

1. Find,andalsocreate,occasionstobringpeopletogethertopubliclycelebrateaccomplishments.

2. Takeactionsthatdemonstratethatyou“havepeople'sbacks”andensuretheyfeel“partofthewhole.”

3. Makefunaportionofyourworkenvironment—laughandenjoyyourself,alongwithothers.

4. Getpersonallyinvolvedinasmanyrecognitionsandcelebrationsaspossible.Showyoucarebybeingvisibleinthetoughtimes.

5. Neverpassupanopportunitytorelatepubliclytruestoriesabouthowpeopleinyourorganizationwentaboveandbeyondthecallofduty.

6. Calendarcelebrationsandlook,aswell,forspontaneousopportunitiestolinksharedvalueswithvictories.

Notes1.WearegratefultoCherylJohnsonforsharingthisexample.

2.SeeD.Brooks,TheSocialAnimal:TheHiddenSourcesofLove,Character,andAchievement(NewYork:RandomHouse,2011).

3.W.Baker,AchievingSuccessThroughSocialCapital:TappingtheHiddenResourcesinYourPersonalandBusinessNetworks(SanFrancisco:Jossey-Bass,2000);R.Putnam,BowlingAlone:TheCollapseandRevivalofAmericanCommunity(NewYork:Touchstone,2001);andW.Bolander,C.B.Satornino,D.E.Hughes,andG.R.Ferris,“SocialNetworksWithinSalesOrganizations:TheirDevelopmentandImportanceforSalespersonPerformance,”JournalofMarketing79,no.6(2015):1–16.

4.Source:“ListofSocialNetworkingWebsites,”Wikipedia,http://en.wikipedia.org/wiki/List_of_social_networking_websites.

5.K.N.Hampton,L.S.Goulet,L.Rainie,andK.Purcell,“SocialNetworkingSitesandOurLives,”PewInternet&AmericanLifeProject,June16,2011,http://pewinternet.org/Reports/2011/Technology-and-social-networks.aspx.

6.T.DealandM.K.Key,CorporateCelebration:Play,Purpose,andProfitatWork(SanFrancisco:Berrett-Koehler,1998),5.

7.WearegratefultoAlexJuklforsharingthisexample.

8.AsquotedbyD.Novak,“WhatI'veLearnedAfter20YearsontheJob,”May20,2016,http://www.cnbc.com/2016/05/20/yum-chair-what-ive-learned-after-20-years-on-the-job-commentary.html.

9.D.Campbell,IfI'minChargeHere,WhyIsEverybodyLaughing?(Greensboro,NC:CenterforCreativeLeadership,1984),64.

10.C.vonScheveandM.Salmela,CollectiveEmotions:PerspectivesfromPsychology,Philosophy,andSociology(Oxford,UK:OxfordUniversityPress,2014).

11.A.OlssonandE.A.Phelps,“SocialLearningofFear,”NatureNeuroscience10,no.9(2007):1095–1102.

12.J.S.Mulbert,“SocialNetworks,SocialCircles,andJobSatisfaction,”Work&Occupations18,no.4(1991):415–430;K.J.FenlasonandT.A.Beehr,“SocialSupportandOccupationalStress:EffectsofTalkingtoOthers,”JournalofOrganizationalBehavior15,no.2(1994):157–175;H.A.Tindle,Y.Chang,L.H.Kuller,J.E.Manson,J.G.Robinson,M.C.Rosal,G.J.Siegle,andK.A.Matthews,“Optimism,CynicalHostility,andIncidentCoronaryHeartDiseaseandMortalityintheWomen'sHealthInitiative,”Circulation120,no.8(2009):656–662;and,V.Dagenais-Desmarais,J.Forest,S.Girouard,andL.Crevier-Braud,“TheImportanceofNeed-SupportiveRelationshipsforMotivationandPsychologicalHealthatWork,”inN.Weinstein(ed.),HumanMotivationandInterpersonalRelationships:Theory,Research,andApplications(NewYork:SpringerScience+BusinessMedia,2014),263–297.

13.R.Friedman,TheBestPlacetoWork:TheArtandScienceofCreatinganExtraordinaryWorkplace(NewYork:PenguinRandomHouse,2014).

14.Gallup,StateoftheAmericanWorkplace2014,www.gallup.com/services/178514/state-american-workplace.aspx.

15.O.StavrovaandD.Ehlebracht,“CynicalBeliefsAboutHumanNatureandIncome:LongitudinalandCross-CulturalAnalyses,”JournalofPersonalityandSocialPsychology110,no.1:116–132.

16.J.Holt-Lunstad,T.B.Smith,M.Baker,T.Harris,andD.Stephenson,“LonelinessandSocialIsolationasRiskFactorsforMortality:AMeta-AnalyticReview,”PerspectivesonPsychologicalScience10,no.2(March2015):227–237.

17.S.Achor,TheHappinessAdvantage:TheSevenPrinciplesofPositivePsychologythatFuelSuccessandPerformanceatWork(NewYork:Crown,2010).

18.J.Holt-Lunstad,T.B.Smith,andJ.B.Layton,“SocialRelationshipsandMortalityRisk:AMeta-AnalyticReview,”PLoSMedicine7,no.7(2010),andD.UmbersonandJ.K.Montez,“SocialRelationshipsandHealth:AFlashpointforHealthPolicy,”JournalofHealthandSocialBehavior51,no.1(2010suppl):S54–S66.

19.R.D.Cotton,Y.Shen,andR.Livne-Tarandach,“OnBecomingExtraordinary:TheContentandStructureoftheDevelopmentalNetworksof

MajorLeagueBaseballHallofFamers,”AcademyofManagementJournal54,no.1(2011):15–46.

20.T.Rath,VitalFriends:ThePeopleYouCan'tAffordtoLiveWithout(NewYork:GallupPress,2006),52.SeealsoT.RathandJ.Harter,WellBeing:TheFiveEssentialElements(NewYork:GallupPress,2010)andR.WagnerandJ.K.Harter,12:TheElementsofGreatManaging(NewYork:Simon&Schuster,2006).

21.Rath,VitalFriends,51.

22.R.F.BaumeisterandM.R.Leary,“TheNeedtoBelong:DesireforInterpersonalAttachmentasaFundamentalHumanMotivation,”PsychologicalBulletin117(1995):497–529;D.G.Myers,“TheFunds,Friends,andFaithofHappyPeople,”AmericanPsychologist55,no.1(2000):56–67;S.Crabtree,“GettingPersonalintheWorkplace:AreNegativeRelationshipsSquelchingProductivityinYourCompany?”GallupManagementJournal,June10,2004,http://www.gallup.com/businessjournal/11956/getting-personal-workplace.aspx;J.Baek-KyooandS.Park,“CareerSatisfaction,OrganizationalCommitment,andTurnoverIntention,”Leadership&OrganizationDevelopmentJournal,31(2010),482–500;and,O.Zeynep,“ManagingEmotionsintheWorkplace:ItsMediatingEffectontheRelationshipBetweenOrganizationalTrustandOccupationalStress,InternationalBusinessResearch6(2013):81–88.

23.M.Csikszentmihalyi,FindingFlow:ThePsychologyofEngagementwithEverydayLife(NewYork:BasicBooks,1998);D.Gilbert,StumblingonHappiness(NewYork:Knopf,2006);Rath,VitalFriends;andS.Achor,HappinessAdvantage:TheSevenPrinciplesthatFuelSuccessandPerformanceatWork(NewYork:CrownBusiness,2010).

24.A.GostickandS.Christopher,TheLevityEffect:WhyItPaystoLightenUp(Hoboken,NJ:JohnWiley&Sons,2008).

25.R.Provine,Laughter:AScientificInvestigation(NewYork:Penguin,2001).

26.WearegratefultoMichaelBuntingforsharingthisexample.

27.C.L.Porath,A.Gerbasi,andS.L.Schorch,“TheEffectsofCivilityonAdvice,Leadership,andPerformance,”JournalofAppliedPsychology100,

no.5(2015);alsoseeC.L.PorathandA.Gerbasi,“DoesCivilityPay?”OrganizationalDynamics44(2015):281–286.

28.D.Keltner,“ManagingYourself:Don'tLetPowerCorruptYou,”HarvardBusinessReview,October2016.

29.G.Klein,ThePowerofIntuition:HowtoUseYourGutFeelingstoMakeBetterDecisionsatWork(NewYork:CrownBusiness,2004),andG.Klein,SeeingWhatOthersDon't:TheRemarkableWaysWeGainInsights(NewYork:Penguin,2013).

30.D.Westen,ThePoliticalBrain:TheRoleofEmotioninDecidingtheFateoftheNation(NewYork:PublicAffairs,2008),28.

31.DealandKey,CorporateCelebration,28.

Chapter13LeadershipIsEveryone'sBusinessThroughoutthisbookwe'vetoldstoriesofordinarypeoplewho'vemadeextraordinarythingshappen.Theyarefromallovertheglobe,fromallagegroupsandwalksoflife.Theyrepresentawidevarietyoforganizations,publicandprivate,governmentandnongovernmental,high-techandlow-tech,smallandlarge,educationalandprofessionalservices.Chancesareyouhaven'theardofthem.They'renotpublicfigures,celebrities,ormega-stars.They'repeoplewhomightlivenextdoororworkinthenextcubicleover.Theyarepeoplejustlikeyou.

We'vefocusedoneverydayleadersbecauseleadershipisnotaboutpositionortitle.It'snotaboutorganizationalpowerorauthority.It'snotaboutcelebrityorwealth.It'snotaboutthefamilyyouareborninto.It'snotaboutbeingattheorganization'sapex,asCEO,president,general,orprimeminister.Andit'sdefinitelynotaboutbeingsomesortofhero.Leadershipisaboutrelationships,aboutcredibility,aboutpassionandconviction,andultimatelyaboutwhatyoudo.

Youdon'thavetolookupforleadership.Youdon'thavetolookoutforleadership.Youonlyhavetolookinward.Youhavethepotentialtoleadotherstoplacestheyhaveneverbeen.Butbeforeyoucanleadothers,youhavetobelievethatyoucanhaveapositiveimpactonothers.Youhavetobelievethatyourvaluesareworthyandthatwhatyoudomatters.Youhavetobelievethatyourwordscaninspireandyouractionscanmoveothers.Moreover,youhavetobeabletoconvinceothersthatthesameistrueforthem.Intheseturbulenttimes,theworldneedsmorepeoplewhobelievetheycanmakeadifferenceandwhoarewillingtoactonthatbelief.AsNatrajIyer,productmanagerateBay,toldus,

Weoftenthinkofleadershipassomethingbigandgrand,butbasedonmy

Weoftenthinkofleadershipassomethingbigandgrand,butbasedonmyexperiences,Ithinkrealleadershipiseverywhereandinthedailymoments.Weallhaveseveralopportunitiesinourdailylivestoseizethemomentandbetheleaderswecanbe.Eachandeveryoneofushasachoicetobethatleader.

Atthisverymoment,leadershipisinyouandinwhereyouare.Thequestionis:Whatareyougoingtodotoputitintopractice?

ExemplaryLeadershipIsLocalForalongtime,we'vebeenaskingpeopleofallagesandbackgroundsaboutthepeopleintheirownliveswhoarerolemodelsforleadership—notwell-knownhistoricalleaders,butleaderswithwhomthey'vehadpersonalexperience.Weaskthemtoidentifythepersonthey'dselectastheirmostimportantleadershiprolemodel,andselectfromalistofeightpossiblecategoriesfromwhichtheseleadersmightcome.1Istheirrolemodelabusinessleader,communityorreligiousleader,entertainerormoviestar,familymember,politicalleader,professionalathlete,teacherorcoach,orother/none/notsure?ThinkaboutwhomyouwouldchoosebeforelookingattheresultsinTable13.1.

Table13.1WhoAreRoleModelsforLeadership?

Regardlessofage,whenthinkingbackovertheirlivesandselectingtheirmostimportantleadershiprolemodels,peoplearemorelikelytochooseafamilymemberthananyoneelse.Insecondplace,forrespondentsthirtyyearsofageandunder,isateacherorcoach.Fortheover-thirtycrowd,businessleaderisnumbertwo;anduponprobingfurther,peopletellusthat“businessleader”reallymeansanindividualwhowasanimmediatesupervisorwhoessentiallyservedasateacherandcoachintheworkplace.

Whatdoyounoticeaboutthetopgroupsonthelist?Whoarethesepeople?

Whatdoyounoticeaboutthetopgroupsonthelist?Whoarethesepeople?Mostlikely,younoticethattheyarethepeopleyouknowwell,andwhoknowyouwell.They'retheleadersyouareclosestto,andwhoareclosesttoyou.They'retheoneswithwhomyouhavethemostfrequentcontact.Leadershiprolemodelsarelocal.

Thisfindinghasextremelyimportantimplications.Asaparent,teacher,orcoach,youarethepersonwho'ssettingtheleadershipexampleforyoungpeople.It'snothip-hopartists,moviestars,professionalathletes,orothersmakingnewsonsocialmediawhoinspirethemaboutleadership.Youaretheonetheyaremostlikelygoingtolooktofortheexampleofhowaleaderrespondstocompetitivesituations,handlescrises,dealswithloss,orresolvesethicaldilemmas.It'snotsomeoneelse.It'syou.

Thedataalsorevealsthatifyou'reamanagerinanorganization,toyourdirectreportsyouarethemostimportantleaderinyourorganization.Youaretheirteacherandcoach,andmorelikelythananyotherpersonintheorganizationtoinfluencetheirdesiretostayorleave,thetrajectoryoftheircareers,theirethicalbehavior,theirabilitytoperformattheirbest,theirdrivetowowcustomers,andtheirmotivationtosharetheorganization'svisionandvalues.

There'snoescape.Youarenowonnoticethatregardlessoftitleorposition,beitathome,inschool,thecommunity,orworkplace,youmusttakeresponsibilityforthequalityofleadershipthepeoplearoundyouobserveandreceive.Youareaccountablefortheleadershipyoudemonstrate.Yousetanexample,whetheryoulikeitornot,whetherintentionalornot.Theconsciousdecisionyoumustmakeishowgoodaleaderandrolemodelyouwanttobe.Peoplearewatchingyou,regardlessofwhetheryouknowitornot.Youarehavinganimpactonthem,regardlessofwhetheryouintendtoornot.

Everyone—andthatliterallymeanseveryperson—ispotentiallyarolemodelforsomeone,andthismeansthatleadershipmustbeeveryone'sbusiness.Themostlastingtestofyourleadershipeffectivenessistheextenttowhichyoubringforthanddeveloptheleadershipabilitiesinothers,notjustinyourself.Youhavethecapacitytoliberatetheleaderwithineveryone.

ExemplaryLeadershipMattersDebiColemanisoneofthefirstleadersweeverinterviewedaboutPersonal-BestLeadershipPracticesandthefirstleaderwequotedintheoriginaleditionofTheLeadershipChallenge.Atthattime,DebiwasvicepresidentofworldwidemanufacturingforApple.WhenwecaughtupwithherrecentlyasmanagingpartnerofSmartForest,aventurecapitalfirm,shetoldusthatherperspectiveonleadershiphasn'tchangedovertheyearsfromwhatsheoriginallysaid:“Ithinkgoodpeopledeservegoodleadership.ThepeopleImanagedeservethebestleadershipintheworld.”

Debiexpressesthesentimentsofallexemplaryleaders.Theystrivemightilytodeliverthebestleadershipintheworldbecausetheyfirmlybelievethatpeopledeserveit.Mostlikelythat'sexactlywhatyouwantfromyourleadersandwhatyourconstituentswantfromyou:nothinglessthanthebest.Nodoubt,you'rereadingthisbookforthesamereason!

Debi'scommitmenttoexemplaryleadershipmatters.Yoursdoes,too.Itmattersbecausegreatleadershipcreatesgreatworkplaces.Not-so-greatleadershipcreatesnot-so-greatworkplaces.Youknowthisfromyourownexperience.Weknowthisbecausewe'vecontinuedtofindevidencethatleadershiphasasignificantimpactonpeople'sengagementlevelsandtheirperformance.You'veseendataforthisineverychapter.Let'slookatonemorestudythatunderscoresthispoint.

We'veaskedthousandsofpeopletothinkabouttheworstleaderandthebestleaderthey'veeverworkedwith.Wethenposedthisquestion:Whatpercentage,from1to100,ofyourtalents(skillsandabilityplustimeandenergy)wouldyousayeachoftheseleadersused?Figure13.1showstheresults.

Figure13.1TheRangeofTheirTalentsPeopleReportBeingUtilizedbyTheirWorstandBestLeaders—A3xDifference!

Whenpeoplethinkabouttheirexperiencewiththeirworstleaders,thepercentageoftalentutilizedtypicallyrangesbetween2percentand40percent,withanaverageof31percent.Inotherwords,peoplereportthattheyexpendedlessthanathirdoftheiravailabletalentsintheirexperienceswiththeirworstleaders.Manycontinuedtoworkhard,butfewputallthattheywerecapableofdeliveringintotheirwork.Exitinterviewsrevealasimilarphenomenon:peoplearen'tquittingtheircompaniesasmuchastheyarequittingtherelationshipwiththeirmanager.Surveysshowthatoneintwopeopleatsomepointintheircareershavelefttheirjobtogetawayfromtheirmanagers.2

Thisdismalsituationisinsharpcontrasttowhatpeoplereportwhentheythinkabouttheirexperiencewiththeirbestleaders.Theseleadersbringoutaminimumof40percentoftheirtalent,andnotethatthisbottomwasthetopoftherangefortheworstleaders.Infact,manyclaimthattheirbestleadersactuallygotmorethan100percentoftheirtalent!Youknowthatit'smathematicallyimpossibletogetmorethan100percentofanindividual'stalent,andyetpeopleshaketheirheadsandsay,“No,thatleaderreallydidgetmetodomorethanIthoughtIwascapableofdoingorthatitwasevenpossibletodo.”

Theaveragepercentageoftalentutilizedbypeople'sbestleadersisawhopping95percent.

Theperformancedifferencebetweenpeople'sworstandbestleadersishuge.Thebestleadersbringoutmorethanthreetimestheamountoftalent,energy,andmotivationfromtheirpeoplecomparedwiththeircounterpartsattheotherendofthespectrum.

Thisdata,andotherevidencepresentedthroughoutthisbook,confirmsthatleadershipmakesadifference.Thatdifferencecanbenegativeoritcanbepositive,butitdoesmatter.Leadershiphasanimpactonpeople'scommitment,theirwillingnesstoputforthdiscretionaryeffort,totakepersonalinitiativeandresponsibility,andtoperformbeyondtheordinary.Badleadershaveadampeningeffectonthesebehaviors,andexemplaryleadershavejusttheoppositeeffect.Whatsortofdifferencedoyouwanttoachievethroughyourleadership?Thechoiceisyours.

We'reconfidentthatyouwanttobecomethebestleaderyoucanbe—andnotjustforyourownsake,butalsoforthesakeofothersandforthesuccessoftheendeavorsyouarepursuing.Afterall,it'sunlikelyyou'dbereadingthisbookifyoudidn'thavethisaspiration.Howcanyoulearntoleadbetterthanyoudonow?

LearningLeadershipTakesPracticeNearlyeverytimewegiveaspeechorconductaworkshop,someoneasks,“Areleadersbornormade?”Wheneverwe'reaskedthisquestion,ouranswer,alwaysofferedwithasmile,isthis:“We'venevermetaleaderwhowasn'tborn.We'vealsonevermetanaccountant,artist,athlete,engineer,lawyer,physician,writer,orzoologistwhowasn'tborn.We'reallborn.That'sagiven.”

Youmightbethinking,“Well,that'snotfair.That'satrickanswer.Everyoneisborn.”That'spreciselyourpoint.Everyoneofusisborn,andeveryoneofushasthenecessarymaterialtobecomealeader—includingyou.Thequestionyoushouldbeaskingyourselfisnot“AmIborntobealeader?”Inbecomingabetterleader,themoredemandingandsignificantquestionyoushouldbeaskingis:“CanIbecomeabetterleadertomorrowthanIamtoday?”Tothatquestion,ouranswerisaresounding“YES!”

Let'sgetsomethingstraight.Leadershipisnotsomemysticalqualitythatonlyafewpeoplehaveandeveryoneelsedoesn't.Leadershipisnotpreordained.Itisnotagene,anditisnotatrait.ThereisnohardevidencetosupporttheassertionthatleadershipisimprintedintheDNAofonlysomeindividuals,andthateveryoneelsemissedoutandaredoomedtobeclueless.

We'vecollectedassessmentdatafrommillionsofpeoplearoundtheworld.Wecantellyouwithoutadoubtthatthereareleadersineveryprofession,everytypeoforganization,everyreligion,andeverycountry,fromyoungtoold,maleandfemale.It'samyththatleadershipcan'tbelearned—thatyoueitherhaveitoryoudon't.Thereisleadershippotentialeverywherewelook.AsIanMcCamey,seniorcontentproducerfortheOZOproductsuiteatNokiaTechnologies,commented,“Byexaminingthebehaviorsthatallleadersengagein,theconceptofleadershipbecomesanattainableskillratherthanamysteriouspower.”

Leadershipisanobservablepatternofpracticesandbehaviors,andadefinablesetofskillsandabilities.Andanyskillcanbelearned,strengthened,honed,andenhanced,giventhemotivationanddesire,alongwithpractice,feedback,rolemodels,andcoaching.Whenwetracktheprogressofpeoplewhoparticipateinleadershipdevelopmentprograms,forexample,theresearchdemonstratesthattheyimproveovertime.3Theylearntobebetterleaders.

Here'stherub.Leadershipcanbelearned;however,noteveryonewantstolearnit,andnotallthosewholearnaboutleadershipmasterit.Why?Because

becomingtheverybestrequiresastrongbeliefthatyoucanlearnandgrow,anintenseaspirationtoexcel,thedeterminationtochallengeyourselfconstantly,therecognitionthatyoumustengagethesupportofothers,andthedevotiontopracticedeliberately.Moreover,thebestleadersrealizethatnomatterhowgoodtheymightbe,theyalwayscanbeevenbetter,andareopentolearninghowtodoso.4

ThisismusictoDonSchalk.DonhasservedasthechiefexecutiveofficerofseveralcompaniesinhiscareerandisnowonthefacultyatAlverniaUniversity(Reading,Pennsylvania).Hesharedwithusapersonalexperiencethatexemplifiesthepointthatthebestperformersalwaysstrivetoimprove.Donwasahighlyskilledbaseballplayer,andherelatedhowhiscollegiatecoachandmentor,DickRockwell,regularlytoldhimandhisfellowplayers:“Practicebeginsat3:00p.m.andendsat5:00p.m.Ifthat'sallyoudo,wewon'twinandyouwon'tplay.”Themessagewasveryclear.Gettingtoplayontheteamrequiredmorethanjustshowingupfortwohoursofpracticeeachday.Winningballgamesmeantthateveryoneontheteamhadtodomore,notjustoneplayer.That'stheattitudeofchampions,anditappliestoleadershipasmuchasitdoesathletics.Ifyouwanttobecomeexemplary,youhavetotrainhardandputinextraefforttopracticeandhoneyourskills.Astheoldsayinggoes:Hardworkbeatstalentwhentalentdoesn'tworkhard.

FloridaStateUniversityprofessorandnotedauthorityonexpertiseK.AndersEricssonmadethissamepointwhenhesaid:

Untilmostindividualsrecognizethatsustainedtrainingandeffortisaprerequisiteforreachingexpertlevelsofperformance,theywillcontinuetomisattributelesserachievementtothelackofnaturalgifts,andwillthusfailtoreachtheirownpotential.5

Andersandhiscolleagueshavefound,overthedecadesoftheirresearch,thatrawtalentisnotallthereistobecomingatopperformer.Itdoesn'tmatterwhetherit'sinsports,music,medicine,computerprogramming,mathematics,orotherfields.Talentisnotthekeythatunlocksexcellence.

StaggeringlyhighIQsdon'tcharacterizethegreatperformers,either.Sometimesworld-classperformersarereallybrilliant,butinmanycasestheypossessjustaverageintelligence.Similarly,yearsofexperiencedon'tnecessarilymakesomeoneahigh-performer,letalonethegreatestperformer.And,asstartlingasitmightsound,sometimesmoreyearsofexperiencecanmeanpoorerperformancecomparedtothosenewlygraduatedinaspecialtybecausepeoplecangettrappedintooldparadigmsthatarenolongerrelevant.

cangettrappedintooldparadigmsthatarenolongerrelevant.

Youmusthaveapassionforlearninginordertobecomethebestleaderyoucanbe.Whattrulydifferentiatestheexpertperformersfromthegoodperformersisdevotiontodeliberatepractice.Practicingdeliberatelydoesn'tmeanyouengageinjustanyactivity.Instead,youengageinexperiencesdesignedspecificallytoimproveperformance.Designedisthekeyidea,meaningthereisamethodology,andthereisaveryspecificgoal.Second,practiceisnotaone-timeevent.Engaginginadesignedlearningexperiencejustonceortwicedoesn'tcutit.Ithastobedoneoverandover,andoveragain,untilit'sautomatic,andthattakeshoursofrepetition.

Anotherimportantcharacteristicofdeliberatepracticeistheavailabilityoffeedback.Withoutknowinghowyouaredoing,it'sdifficulttogaugewhetheryou'regettingclosetoyourgoalandwhetheryou'reexecutingcorrectly.Whiletheremaycomeatimewhenyou'reaccomplishedenoughtoassessyourperformance,youneedacoach,mentor,orsomeotherthirdpartytohelpanalyzehowyoudid.

Furthermore,andlet'sberealistic,deliberatepracticeisn'tmuchfun.Whatkeepsthetopperformersgoingduringtheoften-gruelingpracticesessionsisnottheenjoymentthattheyarehavinginthatactivity,buttheknowledgethattheyareimprovingandgettingclosertotheirdreamofsuperiorperformancewhenitcounts.

Finally,there'sjustnogettingaroundthefactthatpracticetakestime.Youmaybefamiliarwiththepopularizednotionthatittakes“10,000hoursofpractice”ifyouwanttobecomeanexpert,6butthetruthisthereisnospecificnumber.Youhavetoputthetimein,butdon'tmakeabigdealaboutthenumberofhoursrequired.Forsome,itwilltakemorethan10,000hourstomastertheartofleadership;forothers,itwillbeless.Whatistrueofallchampions,however,isthatmasteryisalifelongpursuit.

Themostmeaningfulandimportantwaythatyoucantakechargeofbecominganexemplaryleaderistomakelearningleadershipadailyhabit.Learningleadershipisnotsomethingthatyouaddontoyouralreadybusyschedulewhenyougetaroundtoit.It'snotsomethingthatyoudoonaweekendoronceamonthataretreat.It'snotsomethingthatgetscutfromthecalendarwhentimesaretough.It'ssomethingyoudoasautomaticallyandinstinctivelyasyourotherimportantprioritiesintheday.It'ssomethingthathappensasroutinelyascheckingyouremail,textingacolleague,orconductingameeting.It'ssomethingyouconsideressentialtoyourpersonalsuccess.Justlikephysicalexercise,youmustdoitdailytogetfit,andstayinshape.The“aha”momentforTommy

mustdoitdailytogetfit,andstayinshape.The“aha”momentforTommyBaldacci,salesassociatewithRhumbix,waswhenherealizedtheimportanceofdailypractice:

IhadtolearnhowtobealeaderbeforeIcouldbeone.IhadtomakeadecisionthatIwasgoingtobealeader.OnceIdecidedwhatIwantedandmadeitapartofeverythoughtofmywakingday,itbegantoconsumeme.EveryactionthatItookwasacontributortothegoalofbeingaleader.Thisisthesamewitheverypathtobeingsuccessful.Youhavetomakeadecisionthatpracticingleadershipwilltakeconsciouseffort.

ContrastsandContradictionsInourresearch,welearnedthatinperformingattheirpersonalbestsleadersModeltheWay,InspireaSharedVision,ChallengetheProcess,EnableOtherstoAct,andEncouragetheHeart.AndwefoundthatleaderswhomostfrequentlyengageinTheFivePracticesaresignificantlymorelikelytoachieveextraordinaryresultsthanleaderswhodon'tmakemuchuseofthesepractices.

Butthere'sacatch.Youcanlearntodoallofthisperfectlyandstillgetfired!Maybeweshouldhavetoldyouthissooner,butnodoubtyouknewitalready.There'sabsolutelynowaythatwecansaythatanyoftheseleadershippracticeswillalwaysworkallthetimewithallpeople.Weknowforcertainthatthere'samuchgreaterprobabilitythattheywill,andthere'snoironclad,money-backguarantee.Andifanyoneeverstandsinfrontofyouandclaimsthattheyhavethethree,five,seven,ornine-factortheorythat's100percentcertaintogetyouresultsandrewards,thengrabontoyourwalletandrun.There'snoget-rich-quick,instantweight-lossprogramforleadership.

There'sstillanothercatch.Anyleadershippracticecanbecomedestructive.Virtuescanbecomevices.There'sapointatwhicheachofTheFivePractices,takentoextremes,canleadyouastray.

Weknowthatfindingyourvoiceandsettinganexampleareessentialtocredibilityandaccomplishment.Butanobsessionwithbeingseenasarolemodelcanleadtobeingtoofocusedonyourownvaluesandyourwayofdoingthings.Itcancauseyoutodiscountothers'viewsandbeclosedtofeedback.Itcanpushyouintoisolationforfearoflosingprivacyorbeing“foundout.”Itcanalsocauseyoutobemoreconcernedwithstylethansubstance.

Beingforward-lookingandcommunicatingaclearandcommonvisionofthefuturearewhatsetleadersapartfromothercrediblepeople.Yet,asingularfocusononevisionofthefuturecanblindyoutootherpossibilitiesaswellastotherealitiesofthepresent.Itcancauseyoutomisstheexcitingpossibilitiesthatarejustoutofyoursightormakeyouhangonjustalittletoolongtoanold,tired,andout-of-datetechnology.Exploitingyourpowersofinspirationcancauseotherstosurrendertheirwill.Yourownenergy,enthusiasm,andcharmmaybesomagneticthatothersstopthinkingforthemselvesandmindlesslyagreewithyourperspective.

Challengingtheprocessisessentialtopromotinginnovationandprogressivechange.Seizinginitiativeandtakingrisksarenecessaryforlearningand

change.Seizinginitiativeandtakingrisksarenecessaryforlearningandcontinuousimprovement.However,takethistoextremesandyoucancreateneedlessturmoil,confusion,andparanoia.Routinesareimportant,andifyouseldompauselongenoughtogivepeopleanopportunitytogainconfidenceandcompetence,they'lllosetheirmotivationtotrynewthings.Changesimplyforchange'ssakecanbejustasdemoralizingascomplacency.

Collaborationandteamworkareessentialtogettingextraordinarythingsdoneintoday'shyperactiveworld.Innovationdependsonhighdegreesoftrust,andpeoplemustfeelasenseofcontrolintheirownlivesiftheyaretoaccomplishgreatthings.However,anoverrelianceoncollaborationandtrustmayreflectanavoidanceofaddressingcriticalissuesorprovidingnegativefeedback.Itmaybeawayofnottakingchargewhenthesituationrequires.Delegatingpowerandresponsibilitycanbecomeawayofdumpingtoomuchonotherswhenthey'renotfullypreparedtohandleitandevadingyourresponsibility.

Weknowthatpeopleperformathigherlevelswhenthey'reencouraged.Personalrecognitionandgroupcelebrationcreatethespiritandmomentumthatcancarryagroupforward,evenduringthetoughestofchallenges.Atthesametime,constantlyworryingaboutwhoshouldberecognizedandwhenthereshouldbecelebrationscanturnusintogregariousminstrels.Youcanlosesightofthemissionandanysenseofurgencybecauseyou'rehavingsomuchfun.Youcanbecomesoconsumedbyalltheperksandpleasuresthatyouforgetthepurposeofitall.

Farmoreinsidiousthanthesepotentialproblems,however,isthedangerouslureofhubris.It'sfuntobealeader,gratifyingtohaveinfluence,andexhilaratingtohavescoresofpeoplecheeringyoureveryword.Inmanyall-too-subtleways,it'seasytobeseducedbypowerandimportance.Allevilleadershavebeeninfectedwiththediseaseofhubris,becomingbloatedwithanexaggeratedsenseofselfandpursuingtheirownsinisterends.Howdoyouavoidthis?

Humilityistheantidoteforhubris.Youcanavoidexcessiveprideonlywhenyourecognizethatyou'rehumanandneedthehelpofothers.Exemplaryleadersknowthatthey“can'tdoitalone,”andtheyactaccordingly.Theylacktheprideandpretensedisplayedbymanyleaderswhosucceedintheshorttermbutleavebehindaweakorganizationthatfailstoremainviableaftertheirdeparture.Theyremaininterestedintheideasofothers,learningaboutmattersforwhichtheydon'talreadyhavetheanswers.Theyareresilientanddemonstrateawillingnesstoexperiment.Theyappreciatethelessonslearnedfromexperience,includingthedisappointments.Withself-effacinghumor,deeplisteningtothosearoundthem,andgenerousandsincerecredittoothers,humbleleadersachievehigherandhigherlevelsofperformance.

andhigherlevelsofperformance.

ThewordhumanandthewordhumblebothderivefromtheLatinhumus,meaningearth.Tobehumanandhumbleistobedown-to-earth,withyourfeetplantedfirmlyontheground.Interesting,isn'tit,howasyouclimbtheranks,youoftenclimbtoahigherfloorinthebuilding,gettingfartherandfartherawayfromtheground?Isitanywonderthatthehigheryougo,theharderitgetstokeepyourfooting?7

Youmusthavecouragetobehumanandthecouragetobehumble.8Ittakesalotofcouragetoadmitthatyouaren'talwaysright,thatyoucan'talwaysanticipateeverypossibility,thatyoucan'tenvisioneveryfuture,thatyoucan'tsolveeveryproblem,thatyoucan'tcontroleveryvariable,thatyouaren'talwayscongenial,thatyoumakemistakes,andthatyouare,inaword,human.Ittakescouragetoadmitallthesethingstoothers,butitmaytakeevenmorecouragetoadmitthemtoyourself.Ifyoucanfindthehumilitytodothat,youinviteothersintoacourageousconversation.Whenyouletdownyourguardandopenyourselfuptoothers,youinvitethemtojoinyouinthecreationofsomethingthatyoualonecouldnotcreate.Whenyoubecomemoremodestandunpretentious,othershavethechancethemselvestobecomevisibleandnoticed.

Nothingintheresearchhintsthatleadersshouldbeperfect.Leadersaren'tsaints.They'rehumanbeings,fulloftheflawsandfailingslikeeveryoneelse.Theymakemistakes.Perhapstheverybestadviceforallaspiringleadersistoremainhumbleandunassuming—toalwaysremainopentolearningmoreaboutyourselfandtheworldaroundyou.

FirstLeadYourselfTheinstrumentofleadershipistheself,andmasteryoftheartofleadershipcomesfrommasteryoftheself.Engineershavecomputers;painters,canvasandbrushes;musicians,instruments.Leadershaveonlythemselves.Becomingthebestleaderyoucanbemeansbecomingthebestselfyoucanbe.Therefore,leadershipdevelopmentisfundamentallyself-development.

Self-developmentisnotaboutstuffinginawholebunchofnewinformationortryingoutthelatesttechnique.It'saboutleadingoutofwhatisalreadyinyoursoul.It'saboutliberatingtheleaderwithinyou.Anditstartswithlookinginside.

Thebetteryouknowyourself,thebetteryoucanmakesenseoftheoftenincomprehensibleandconflictingmessagesyoureceivedaily.Dothis,dothat.Supportthis,supportthat.Decidethis,decidethat.Changethis,changethat.Youneedinternalguidancetonavigatetheturmoilintoday'shighlyuncertainenvironment.

BrianAlink,whomweintroducedinthefirstchapterofthisbook,toldusthattogrowasaleader,itwasextremelyimportanttobetterunderstandhimself.HecametothisrealizationwhileleadingthecustomeroperationsfunctionforCapitalOne'sAutoFinancebusiness.Togettoknowmembersofhislargeanddiverseteam,Briancreated“snackandchats”inwhicheighttotenassociatesfromvariousareasgatheredinaninformalsettingtotalkabouttheirgreatestpassionsoutsideofwork.Brianheardsomefascinatingpersonalstories.Theinformalgatheringsalsoprovidedhimwithachancetostarttellinghisownstory.

Reflectingonhisearlylifeexperiences,duringwhichhisfamilyhadenduredfinancialhardshipandmovedintoatraveltrailer,gaveBrianapathwaytoexemplaryleadership:

MystrongdrivetosucceedwasbornlyingawakeatnightinthetrailerattheK.O.A.campgroundpromisingmyselfIwouldstilldreambig,workhard,andvoraciouslylearntoaccomplishgreatthingstotakecareofmyfamilysomeday.Littlebylittle,IbegantosharemypersonalstorywithgroupsofassociatesImetwith,justtoputmyselfouttherealittle.Theresponsewasincrediblysupportive.Ifindthateveryonehaschallengesintheirlivesthatarejustreallytough.Andit'sthosemoments,it'sthosehardmomentsthatshapewhotheyareandwhattheystandfor.

TheseexperienceshelpedBriantorealizethat“leadershipcomesfromtheheart

TheseexperienceshelpedBriantorealizethat“leadershipcomesfromtheheartandfromaplaceofbeinggenuine,beingvulnerable,andbringingyourwholeselftowork.”

Bringingyourwholeselftoworkrequiresthekindofself-explorationinwhichBrianengaged.Itrequireslookingbackoveryourlifetounderstandtheexperiencesthatshapedyouandthevaluesthoseexperiencestaughtyou.Asyoucontinueyourjourneytowardexemplaryleadership,youmustwrestlewithsomedifficultquestions:

Whatwerethepeakmomentsinmylife,andwhatmotivatedmetoachievethem?

Whatarethevaluesthatshouldguidemydecisionsandactions?

WhatdoIneedtodotoimprovemyabilitiestomovethisteamororganizationforward?

WheredoIthinktheorganizationshouldbeheadedoverthenexttenyears?

Whatgivesmethecouragetocontinueinthefaceofuncertaintyandadversity?

Howsolidaremyrelationshipswithmyconstituents?HowtrustworthyamI?

WhatcanIdotokeephopealive—inothersandmyself?

Whilenotanexhaustivelist,allexemplaryleadershavewrestledwithquestionslikethese.Suchpersonalsearchingisessentialinthedevelopmentofleaders.Youcan'tleadothersuntilyou'vefirstledyourselfonajourneyofself-discovery.Researchhasfoundthattakingthetimeeachday—evenaslittleastentofifteenminutes—toreflectonwhatyouhavelearnedfromyourexperiencessignificantlyimprovesyoursubsequentperformance.9

Ifyouaretobecometheleaderyouaspiretobe,thenyoumusttakethetimetostepbackandreflectonyourpast,yourpresent,yourfuture,anddiscoveryourpassions.

LeadingIsDoingLearningaboutyourselfandaboutleadership,however,arenotthesameasleading.Decidingtobeanexemplaryleaderisnotthesameasbeingone.Leadingisdoing.Youneedtomakeleadingadailyhabit.Youneedtodosomethingeverydaytolearnmoreaboutleading,andyouneedtoputthoselessonsintopracticeeveryday.

SergeyNikiforov,seniordirectorofsalesatPersistenceSystems,ponderedthischallenge,explainingtousthatthequestionof“WheredoIstartbecomingabetterleader?”hadbeennagginghimforsometime.Sergeyassumedhehadtodosomethinggrandandambitioustodemonstratethathewasaleader,butthenitdawnedonhim.

IfoundthateverydayIhadanopportunitytomakeasmalldifference.Icouldhavecoachedsomeonebetter,Icouldhavelistenedbetter,Icouldhavebeenmorepositivetowardpeople,Icouldhavesaid“Thankyou”moreoften,Icouldhave...thelistjustwentonandon.

Atfirst,IwasabitoverwhelmedwiththediscoveryofhowmanyopportunitiesIhadinasingledaytoactasabetterleader.ButasIhavegottentoputtheseideasintopractice,IhavebeenpleasantlysurprisedbyhowmuchimprovementIhavebeenabletomakebybeingmoreconscientiousandintentionalaboutactingasaleader.

Sergeyisrightonpoint.Eachdayprovidescountlesschancestomakeadifference.Thechancemightcomeinaprivateconversationwithadirectreportorinameetingwithcolleagues.Itmightcomeoverthefamilydinnertable.Itmightcomewhenyou'respeakingataconferenceonthefutureofyourbusiness,oritmightcomewhenyou'relisteningtoafriendtalkaboutacurrentconflictwithapeer,orasaresultofaskingforfeedbackfromacustomer,client,orpartner.

Leadershipisinthemoment.Therearemanymomentseachdaywhenyoucanchoosetolead.Eachdayyoucanchoosetomakeadifference.Eachofthesemomentsservesuptheprospectofcontributingtoalastinglegacy.

RemembertheSecrettoSuccessinLifeThere'sonefinalleadershiplessonthatwe'dliketopassalong.It'stheleader'ssecrettosuccessinlife.

Whenwebeganourstudyofleadershipbests,wewerefortunatetocrosspathswiththen–U.S.ArmyMajorGeneralJohnH.Stanford.Weknewthathehadgrownuppoor,thathefailedsixthgradebutwentontograduatefromPennStateUniversityonanROTCscholarship,thathesurvivedmultiplemilitarytoursinbothKoreaandVietnam,thathewashighlydecorated,andthattheloyaltyofhistroopswasextraordinary.JohnheadeduptheMilitaryTrafficManagementCommandfortheU.S.ArmyduringthePersianGulfWar.WhenheretiredfromtheArmy,hebecamecountymanagerofFultonCounty,Georgia,whenAtlantawasgearinguptohostthe1996SummerOlympics.JohnthenbecamesuperintendentoftheSeattlepublicschoolsystem,wherehesparkedarevolutioninpubliceducation,beforehisuntimelypassingawayfromleukemia.

AllthatwelearnedofJohn'spublicservicewasimpressive,buthisanswertooneofourinterviewquestionssignificantlyinfluencedourownappreciationofleadership.WeaskedJohnhowhe'dgoaboutdevelopingleaders,whetherinuniversities,inthemilitary,ingovernment,inthenonprofitsector,orinprivatebusiness.Hereplied:

Whenanyoneasksmethatquestion,ItellthemIhavethesecrettosuccessinlife.Thesecrettosuccessistostayinlove.Stayinginlovegivesyouthefiretoigniteotherpeople,toseeinsideotherpeople,tohaveagreaterdesiretogetthingsdonethanotherpeople.Apersonwhoisnotinlovedoesn'treallyfeelthekindofexcitementthathelpsthemtogetaheadandtoleadothersandtoachieve.Idon'tknowanyotherfire,anyotherthinginlifethatismoreexhilaratingandismorepositiveafeelingthanloveis.

“Stayinginlove”isn'ttheanswerweexpectedtoget—atleastnotwhenwebeganourstudyofleadership.Butafterstudyingleadershipforoverthirtyyears,throughthousandsofinterviewsandcaseanalyses,weareconstantlyremindedabouthowmanyleadersusethewordlovefreelywhentalkingabouttheirownmotivationstolead.AsAnnaBlackburn,whomweintroducedinChapterOne,toldusabouthercareeratBeaverbrooks,whereshestartedattheshopfloorandbecameCEO:“Findsomethingyoulove.Whenyougenuinelylovewhatyoudo,you'llexcelanddowell.”

Ofallthethingsthatsustainaleaderovertime,loveisthemostlasting.It'shardtoimagineleadersgettingupdayafterday,puttinginthelonghoursandhardworkittakestomakeextraordinarythingshappen,withouthavingtheirheartsinit.Thebest-keptsecretofsuccessfulleadersislove:stayinginlovewithleading,withthepeoplewhodothework,withwhattheirorganizationsprovide,andwiththosewhohonortheorganizationbyusingitsproductsandservices.

Leadershipisnotanaffairofthehead.Leadershipisanaffairoftheheart.

Notes1.PublicAlliesconductedthissurveyin1998tothoseeighteentothirty-two

yearsold.Weadaptedthesurveyandhaveadministeredittoawiderrangeofagesoverthepasttwodecades.

2.J.HarterandA.Adkins,“WhatGreatManagersDotoEngageEmployees,”HarvardBusinessReview,April2015.

3.B.Z.Posner,“ALongitudinalStudyExaminingChangesinStudents'LeadershipBehavior,”JournalofCollegeStudentDevelopment,50,no.5(2009):551–563.

4.Foranin-depthdiscussionoflearningtolead,see:J.M.KouzesandB.Z.Posner,LearningLeadership:TheFiveFundamentalsofBecominganExemplaryLeader(SanFrancisco:TheLeadershipChallenge—AWileyBrand,2016).

5.K.A.Ericsson,“TheInfluenceofExperienceandDeliberatePracticeontheDevelopmentofSuperiorExpertPerformance,”inK.A.Ericsson,N.Charness,P.J.Feltovich,andR.R.Hoffman(eds.),TheCambridgeHandbookofExpertiseandExpertPerformance(NewYork:CambridgeUniversityPress,2006),699.

6.Ericsson(2006)firstpublishedthisresearchandMalcolmGladwellpopularizedthe10,000hoursrule(M.Gladwell,Outliers:TheStoryofSuccess[NewYork:LittleBrown,2008]).SeealsoG.Colvin,TalentIsOverrated:WhatReallySeparatesWorld-ClassPerformersfromEverybodyElse(NewYork:Portfolio,2008).

7.J.Collins,GoodtoGreat:WhySomeCompaniesMaketheLeap...andOthersDon't(NewYork:HarperBusiness,2001),17–40;A.L.Delbecq,“TheSpiritualChallengesofPower:HumilityandLoveasOffsetstoLeadershipHubris,”JournalofManagement,Spirituality&Religion3,no.1–2(2006):141–154;F.Kofman,ConsciousBusiness:HowtoBuildValueThroughValues(Boulder,CO:SoundsTrue,2006);H.M.Kraemer,FromValuestoAction:TheFourPrinciplesofValue-BasedLeadership(SanFrancisco:Jossey-Bass,2011),59–76;B.P.OwensandD.R.Hackman,“HowDoesLeaderHumilityInfluenceTeamPerformance?Exploringthe

MechanismsofContagionandCollectivePromotionFocus,”AcademyofManagementJournal59,no.3(2016):1088–1111;A.Y.Ou,D.A.Waldman,andS.J.Peterson,“DoHumbleCEOsMatter?AnExaminationofCEOHumilityandFirmOutcomes,”JournalofManagement42(2015);andA.Y.Ou,A.S.Tsui,A.J.Kinicki,D.A.Waldman,Z.Xiao,andL.J.Song,“HumbleChiefExecutiveOfficersConnectionstoTopManagementTeamIntegrationandMiddleManagers'Responses,”AdministrativeScienceQuarterly59,no.1(2014):34–72.

8.J.M.KouzesandB.Z.Posner,ALeader'sLegacy(SanFrancisco:Jossey-Bass,2006).

9.G.DiStefano,F.Gino,G.P.Pisano,andB.R.Staats,“MakingExperienceCount:TheRoleofReflectioninIndividualLearning,”June14,2016,HarvardBusinessSchoolNOMUnitWorkingPaperNo.14-093;HarvardBusinessSchoolTechnologyandOperationsManagementUnitWorkingPaperNo.14-093;HECParisResearchPaperNo.SPE-2016–1181.AvailableatSSRN:http://www.hbs.edu/faculty/Publication%20Files/14-093_defe8327-eeb6-40c3-aafe-26194181cfd2.pdf,andE.J.McNulty,“RitualQuestionsHelpInformEffectiveLeaders,”Strategy+Business,August22,2016,http://www.strategy-business.com/blog/Ritual-Questions-Help-Inform-Effective-Leaders?gko=6c369.

AcknowledgmentsYoucan'tdoitalone.Nothingsignificanthappenswithoutthededication,contributions,andsupportofothers.It'salessonwelearnedondayoneofourexplorationofexemplaryleadershipandwerelearnitwitheachnewedition.It'salsoalessonthatappliesasmuchtowritingasitdoestoleading.Whileourtwonamesappearonthecoversofourbooks,wecouldnothaveproducedthisone,oranyofthem,withoutthetechnicalexpertise,professionalintegrity,honestfeedback,gracioussupport,passionatecommitment,andgenerousencouragementofscoresofpeople.

Ourimmediatefamiliesareourconstantcompanionsonallthebookswewrite.Theyhavebeentherethroughthehighsandlows,deadlinesandlonghours,frustrationsandexhilarations.Theyhavebeenourchampions,cheerleaders,coaches,andteachers.Wemostdefinitelycouldnothavedoneitwithoutthem.Weareeternallygratefulfortheunderstanding,love,andcontributionsofTaeKouzesandJackieSchmidt-Posner,andNickLopez,AmandaPosner,andDarrylCollins.Weloveyou.

Wethankourcollaboratorsinourresearch—thosewhoparticipatedinourclasses,workshops,andseminars;whocompletedoursurveys;andwhoweregraciousinsharingtheircasestudieswithus.Theyaretheheartandsoulofthisbook.Theirstoriesandexamplesbringthenumbersandpracticestolife.Therearemorethanahundredofthem,andtheirnamesarementionedinthetextofthisbookandintheendnotes.

WearegratefulfortheprofessionalismandcommitmentofourteamatJohnWiley&Sons.Theycontinuallychallengeustostretchourselvesbeyondwhatwe'vealreadydone,totacklenewissues,andaddressnewaudiences.Weespeciallywanttothankourdevelopmentaleditor,LeslieStephen,whobroughtclarityandfocustoourwriting,challengedourthinking,andwillinglybroketieswhenwegotourselvesboggeddown.Hercraftsmanshipandexpertisearewithoutequal.JeanenneRay,oureditoratWiley,ShannonVargo,associatepublisher,andHeatherBrosius,editorialassistant,guidedthisbookfromconceptiontoproduction.Theiradviceandcounselwereimmenselyhelpfulinaddressingtheneedsandconcernsofourreaders.ThankstoCarlyHounsome,seniorproductionmanager,andDawnKilgore,seniorproductioneditor,formasterfullyshepherdingthisbookthroughproduction.Bookswouldjustsitinboxesinthewarehousenevergettingnoticedifitweren'tforthemarketingteam,andwegiveaspecialshout-outtoMichaelFriedberg,marketingmanager,and

andwegiveaspecialshout-outtoMichaelFriedberg,marketingmanager,andLauraGoldsberry,contentmarketingmanager,fortheircreativity,enthusiasm,andfocus.WeextendspecialthankstotheteamatWiley'sWorkplaceLearningSolutions(WilliamHull,directorofTheLeadershipChallenge;MarisaKelley,brandmanager;MandyJohnson,salescoordinator;andJoshCarter,platformspecialist)fortheirongoingsupportandforenablingstoriesanddatafromtheworkplacetomaketheirwayintothebook.

Wegratefullyacknowledgethemillionsofpeoplearoundtheworldwhohavereadourbooksandusedourmaterials.Wehearfromindividualsnearlyeveryweekabouthowtheyareapplyingtheseideas—notjustintheirworkplacesbutintheirhomesandwiththeirfamilies,communities,andcongregations.Yougiveusreasonandencouragementtocontinuetodoourpartinliberatingtheleaderineveryperson.Youmakeextraordinarythingspossible.

AbouttheAuthorsJimKouzesandBarryPosnerhavebeenworkingtogetherformorethanthirtyyears,studyingleaders,researchingleadership,conductingleadershipdevelopmentseminars,andservingasleadersthemselvesinvariouscapacities.TheLeadershipChallengehassoldmorethan2.5millioncopiesworldwideandisavailableintwenty-twolanguages.Ithaswonnumerousawards,includingtheCritics'ChoiceAwardfromthenation'sbookrevieweditorsandtheJamesA.HamiltonHospitalAdministrators'BookoftheYearAward,beennamedaBestBusinessBookoftheYearbyFastCompany,andcontinuestobeincludedinThe100BestBusinessBooksofAllTime.

JimandBarryhaveco-authoredmorethanadozenotheraward-winningleadershipbooks,includingLearningLeadership:TheFiveFundamentalsofBecominganExemplaryLeader;TheTruthAboutLeadership:TheNo-Fads,Heart-of-the-MatterFactsYouNeedtoKnow;Credibility:HowLeadersGainandLoseIt,WhyPeopleDemandIt;EncouragingtheHeart:ALeader'sGuidetoRewardingandRecognizingOthers;ALeader'sLegacy;TheStudentLeadershipChallenge;ExtraordinaryLeadershipinAustraliaandNewZealand:TheFivePracticesThatCreateGreatWorkplaces(withMichaelBunting);andMakingExtraordinaryThingsHappeninAsia:ApplyingTheFivePracticesofExemplaryLeadership.

TheyalsodevelopedthehighlyacclaimedLeadershipPracticesInventory(LPI),a360-degreequestionnaireforassessingleadershipbehavior,whichisoneofthemostwidelyusedleadershipassessmentinstrumentsintheworld,alongwithTheStudentLPI.Morethan800researchstudies,doctoraldissertations,andacademicpapershaveusedtheirTheFivePracticesofExemplaryLeadershipframework.

TheAssociationforTalentDevelopment'shighestawardforDistinguishedContributiontoWorkplaceLearningandPerformanceisamongthehonorsthatJimandBarryhavereceived.Inaddition,theyhavebeennamedManagement/LeadershipEducatorsoftheYearbytheInternationalManagementCouncil;rankedbyLeadershipExcellencemagazineinthetoptwentyonitslistoftheTop100ThoughtLeaders;namedamongthe50TopCoachesintheUnitedStates(accordingtoCoachingforLeadership);rankedasTop100ThoughtLeadersinTrustworthyBusinessBehaviorbyTrustAcrossAmerica;listedamongHRmagazine'sMostInfluentialInternationalThinkers;and

includedinthelistof“Today'sTop50LeadershipInnovatorsChangingHowWeLead”byInc.magazineandamongGlobalGurusTop30LeadershipGurus!

JimandBarryarefrequentkeynotespeakers,andeachhasconductednumerousleadershipdevelopmentprogramsforcorporateandfor-purposeorganizationsaroundtheglobe.Theseinclude:AlbertaHealthServices,Apple,AppliedMaterials,AustraliaInstituteofManagement,AustraliaPost,BainCapital,BankofAmerica,Bose,CharlesSchwab,Chevron,CiscoSystems,Clorox,ConferenceBoardofCanada,ConsumersEnergy,DowChemical,ElectronicArts,FedEx,Genentech,Google,Gymboree,HP,IBM,JohnsonandJohnson,KaiserFoundationHealthPlansandHospitals,KoreanManagementAssociation,Intel,L.L.Bean,LawrenceLivermoreNationalLabs,LockheedMartin,LucilePackardChildren'sHospital,Merck,Monsanto,NetApp,NationwideInsurance,NorthropGrumman,Novartis,Nvidia,Oracle,PayPal,Petronas,Pixar,RocheBioscience,Telstra,Siemens,Smithsonian,St.JudeChildren'sResearchHospital,TexasMedicalCenter,3M,TIAA-CREF,Toyota,UnitedWay,UniversalOrlando,USAA,Verizon,VISA,Vodafone,WaltDisneyCompany,WesternMiningCorporation,andWestpac.Theyhavelecturedatoverseventycollegeanduniversitycampuses.

JimKouzesistheDean'sExecutiveFellowofLeadership,LeaveySchoolofBusinessatSantaClaraUniversity,andlecturesonleadershiparoundtheworld.Heisahighlyregardedleadershipscholarandanexperiencedexecutive;theWallStreetJournalcitedhimasoneofthetwelvebestexecutiveeducatorsintheUnitedStates.In2010,JimreceivedtheThoughtLeadershipAwardfromtheInstructionalSystemsAssociation,themostprestigiousawardgivenbythetradeassociationoftraininganddevelopmentindustryproviders.Hewasnamedoneofthe2010through2017Top100ThoughtLeadersinTrustworthyBusinessBehaviorbyTrustAcrossAmericaandhonoredasoneofitsLifetimeAchievementrecipientsin2015,andselectedbyGlobalGurusasoneoftheTop30LeadershipGurusin2017.In2006,JimwaspresentedwiththeGoldenGavel,thehighesthonorawardedbyToastmastersInternational.Jimservedaspresident,CEO,andchairmanoftheTomPetersCompanyfrom1988through2000,andpriortothatledtheExecutiveDevelopmentCenteratSantaClaraUniversity(1981–1988).JimfoundedtheJointCenterforHumanServicesDevelopmentatSanJoseStateUniversity(1972–1980)andwasonthestaffoftheSchoolofSocialWork,UniversityofTexas.Hiscareerintraininganddevelopmentbeganin1969whenheconductedseminarsforCommunityActionAgencystaffandvolunteersintheWaronPoverty.Followinggraduationfrom

MichiganStateUniversity(BAdegreewithhonorsinpoliticalscience),heservedasaPeaceCorpsvolunteer(1967–1969).Jimcanbereachedatjim@kouzes.com.

BarryPosneristheAccoltiEndowedProfessorofLeadershipattheLeaveySchoolofBusiness,SantaClaraUniversity,wherehealsoservedasdeanoftheschoolfortwelveyears.HehasbeenadistinguishedvisitingprofessoratHongKongUniversityofScienceandTechnology,SabanciUniversity(Istanbul),andtheUniversityofWesternAustralia.AtSantaClara,hehasreceivedthePresident'sDistinguishedFacultyAward,theSchool'sExtraordinaryFacultyAward,andseveralotherteachingandacademichonors.Aninternationallyrenownedscholarandeducator,Barryhasauthoredorco-authoredmorethan100researchandpractitioner-focusedarticles.HecurrentlyservesontheeditorialadvisoryboardfortheLeadership&OrganizationalDevelopmentJournalandtheInternationalJournalofServant-Leadership;andreceivedtheOutstandingScholarAwardforCareerAchievementfromtheJournalofManagementInquiry.

BarryreceivedhisBAwithhonorsinpoliticalsciencefromtheUniversityofCalifornia,SantaBarbara;hisMAinpublicadministrationfromTheOhioStateUniversity;andhisPhDinorganizationalbehaviorandadministrativetheoryfromtheUniversityofMassachusetts,Amherst.Havingconsultedwithawidevarietyofpublicandprivatesectororganizationsworldwide,Barryalsoworksatastrategiclevelwithanumberofcommunity-basedandprofessionalorganizations.HehasservedontheboardofdirectorsofUpliftFamilyServices,GlobalWomen'sLeadershipNetwork,AmericanInstituteofArchitects(AIA),SVCreates,BigBrothers/BigSistersofSantaClaraCounty,CenterforExcellenceinNonprofits,JuniorAchievementofSiliconValleyandMontereyBay,PublicAllies,SanJoseRepertoryTheater,SigmaPhiEpsilonFraternity,aswellasseveralpubliclytradedandstart-upcompanies.Barrycanbereachedatbposner@scu.edu.

Index

AAaron,Hank

Accountability:

fostering

individual

senseof

shifting

trustand

Accuracy

Actions:

celebratingvaluesandvictories

toclarifyvalues

ofcredibleleaders

toenlistothers

toenvisionthefuture

toexperimentandtakerisks

tofostercollaboration

powerand

torecognizecontributions

tosearchforopportunities

tosetexample

tostrengthenothers

valuesasguidefor

Adlestone,Mark

Adventure,jobas

Adversity,leadershipand

Affirmingsharedvalues

forgingunityand

givingpeoplereasonstocare

necessityof

Aggarwal,Gautam

Ahmed,Marwa

Alice'sAdventuresinWonderland(Carroll)

Alignment:

“behavioralintegrity”and

clarificationofvaluesand

cultural

dreamsand

ThreePillarsand

valuesand

visionand

Alink,Brian

Allison,Jeff,

Alm,Clay

Amabile,Teresa

Ambelang,Charles

AmericanLawyer

Anderson,Mark

Animatingvision

capabilityfor

communicationfor

expressingemotionsfor

imagesoffuturefor

symboliclanguagefor

Appealingtocommonideals

byaligningdreams

byconnectingtowhat'smeaningful

withprideinuniqueness

Appreciation,showing

bysayingthankyou

SeealsoRecognizingcontributions;Rewards

Argaman,Rachel

ArtofPositiveLeadership,The(Michel)

Ashkenazi,Ari

Astafev,Alexey

Attention:

coachesand

recognitionand

spendingyour

Attitudes:

ofchampions

negative

positive

smallwinsand

work,performanceand

Authenticity:

admiredleadersand

celebrationsand

clarificationofvaluesand

conveying

Authority,delegationof

Autonomy,leadershipand

Awards.SeeRecognizingcontributions;Rewards

Axelrod,Robert

BBaldacci,Tommy

Balducci,Sara

Ballagh,Courtney

Barger,Bonnie

Bear,Meg

Beattie,Ed

BeaverbrookstheJewellers,Limited

“Behavioralintegrity”

Belief:

makingadifferenceand

passionand

inpeople'sabilities

senseofpurposeand

inskillsandtalent

Benchmarking

Berardo,Andrea

Berns,Gregory

BestPlacetoWork:TheArtandScienceofCreatinganExtraordinaryWorkplace,The(Friedman)

Binger,Jane

BioCardia

Blackburn,Anna

Blum,Arlene

Brain:

curiosityand

neuralnetworksand

noveltyofinformationand

reward-relatedcircuitsin

riskand

Brainstorming

Breakthroughs:

askingquestionsand

feelingsand

requirementsfor

Brocato,Justin

Brocklebank,JohnC.

Burchell,Michael

CCalpine

Campbell,David

Campion,Dina

CapitalOneFinancialCorporation

Care:

expressionof

givingpeoplereasonsto

hearts,mindsand

lackof

Carrol,Lewis

Carton,Andrew

Causes,commitmentto

Celebratingvaluesandvictories

actionsfor

bycreatingspiritofcommunity

exampleofimpactof

bygettinginvolved

havingfuntogether

publicevents

socialsupportand

Celebrations:

authenticityand

personalinvolvementand

Challenge:

“curiosityconversations”and

meetingnew

mind-setsand

optimalperformanceand

purposeand

risks,opportunitiesand

searchingforopportunityand

stressand

Challengingtheprocess(practice3):

overviewand

SeealsoExperimentingandtakingrisks;Searchingforopportunities

Change:

catalystfor

employeehabitsand

meetingchallengewith

proactivityand

regulationsand

restructuringand

viewpointand

visionintimesofrapid

Chapman,Cheryl

Charisma

Cheng,Andy

Chickles,Jeannette

Chitnis,Abhijit

Choices:

feelingsand

freedomand

providing

Christensen,Kent

Chu,Wilson

Clarifyingvalues:

actionsfor

findingcommitmentthrough

byfindingyourvoice

modelingthewayand

necessityof

workplacebehaviorand

Clark,Sonia

Coaching:

forconfidenceandcompetence

encouragementand

serviceconsolidationand

winningand

Coats,Steve

Cole,Kirstyn

Coleman,Debi

Collaboration:

climatesupportiveof

conduciveenvironmentfor

ascriticalcompetency

empathyand

fostering

importanceof

individualachievementand

projectstructuringand

synergyand

teamworkand

trustand

Commitment:

tocauses

challengesand

followthroughand

goalsand

impactofsharedvalueson

leader'spersonalexampleand

personalvaluesand

riskand

sharedvaluesand

trainingand

SeealsoTenCommitmentsofExemplaryLeadership

Communication:

durableinteractions

email

expectationsand

face-to-face

groupsand

negative

positive,practicing

signal-sendingactionsand

storiesas

visionand

SeealsoConversations;Language;Listening;Socialnetworkingsites;Storytelling

Community:

commitmentto

commonbondand

marketplacemetaphorand

prideinbeinguniqueand

scientific

spiritof

Communitybuilding

humanneedforconnectionand

byinvestinginfun

byprovidingsocialsupport

bypubliclycelebratingaccomplishments

Competence:

adviceseekingbehaviorand

coachingand

corecompetencies

demonstratedbysharinginformation

developing

leadership

opportunitiesand

structuringworktobuild

trustand

Conant,Doug

Confidence:

coachingand

developing

expressionof

impactonperformance

Consistencyovertimeandplace

Constituents:

bringingoutbestin

difficultsituationsand

focusonfutureand

gettingtoknow

guidelines,standardsand

leadersand

listeningto

positivecommunicationand

sharedvaluesand

timespentand

valuestatementsand

visionand

Control.SeealsoPower

Conversations:

aboutvalues

“curiosityconversations”

feedbackand

Cooperation:

goals,rolesand

Prisoner'sDilemmaparadigm

responsibilityand

rewardsof

SeealsoCollaboration

Corporatecelebrations

Corporateculture:

accountabilityand

celebrationsand

“givers”and“takers”

sharedvaluesand

teammatesand

Corporations.SeeOrganizations

Courage

Creativity:

freedomand

incentivesand

positivityand

“thinkingoutofthebox”

Credibility:

actionofleaderswith

behavioraldefinitionof

asfoundationofleadership

importanceof

recognitionand

Criticalincidents

Csikszentmihalyi,Mihaly

Culturalalignment,languageand

Culture.SeeCorporateculture

“Curiosityconversations”

Customersatisfactionsurvey,settingexampleand

Customerservice:

responsivenessand

settingexampleand

DDalton,Brian

Deal,Terrence

Decisionmaking:

groupsoffriendsand

opportunitiesfor

self-confidenceand

Delgado,AnaAboitiz

Demographics,Millenials

Denning,Steve

Depenhart,Justin

Developingcompetenceandconfidence

byeducatingandsharinginformation

byfosteringconfidence

needfor

byorganizingwork

throughcoaching

diBari,Paul

Diemer,Ryan

Differentiation,uniquenessand

Digitaldiary

Disney,Walt

Distinctiveness,successand

Distrustfulenvironments

Donahue,Robin

Doshi,Neel

DoWhatYouSayYouWillDo(DWYSYWD)

Dreams:

alignmentwithpeople's

coachesand

empathyand

meaning,purposeand

Drennon,Scott

Drucker,Peter

Dsouza,Della

Duckworth,Angela

Durrani,Yamin

Dweck,Carol

DWYSYWD(DoWhatYouSayYouWillDo)

EEducation,informationsharingand

email

Emmons,Robert

Emotions:

cardlossexercise

discomfortwithexpressionof

expressionof

socialmediaand

“stayinginlove”

storytellingexperiment

Empathy:

trustand

SeealsoFeelings

Empathy:WhyItMatters,andHowtoGetIt(Krznaric)

Empowerment.SeealsoPower

Enablingotherstoact(practice4):

overviewand

SeealsoFosteringcollaboration;Strengtheningothers

Encouragement:

feedbackand

practicing

Encouragingtheheart(practice5):

overviewand

SeealsoCelebratingvaluesandvictories;Recognizingcontributions

Engagement:

keyfactorsfor

productivityand

Enlistingothers

actionsfor

byanimatingvision

byappealingtocommonideals

exampleofimpactof

Enthusiasm.SeePassion

Entrepreneurship

Envisioningthefuture

actionsfor

commonpurposeand

imaginingpossibilities

importanceof

largerpurposeand

past,presentand

SeealsoVision

Ericsson,K.Anders

Excellence:

rewardsand

talentand

Exemplaryleadership:

languageand

localnatureof

mattering

settingexampleand

Expectations:

communicationand

outcomes,expected

positive

Expectingthebest

byclarifyinggoalsandrules

bygivingregularfeedback

impactof

byshowingthatyoubelieve

Experimentingandtakingrisks

actionsfor

exampleofresultsof

generatingsmallwins

learningfromexperience

FFacebook

Facetime

Facilitatingrelationships

bydevelopingcommongoals

exampleofimpactof

withface-to-faceinteractions

withjointprojects

withreciprocity

Failure:

accountabilityfor

commongoaland

learningand

mind-setand

mistakesand

smallwinsand

successand

Fakharzadeh,Masood

Feedback:

focusgroupsand

growthmind-setand

learningand

negative

opennessto

practiceand

providing

seeking

SeealsoEncouragement

“Feedbacksandwich”

Feedbacksessions

Feelings:

choicesand

connectionand

meaningfulworkand

positive

sensesand

SeealsoEmpathy;Passion

Fernandes,ShandonLee

Findingcommonpurpose

incauseworthyofcommitment

importanceof

bylisteningtoothers

intimesofrapidchange

Findingyourvoice

byclarifyingvalues

byclarifyingyourleadershipphilosophy

bylettingyourvaluesguideyouractions

bystatingvaluesinyourownwords

FivePracticesofExemplaryLeadership:

activelearningand

challengingtheprocess

enablingotherstoact

encouragingtheheart

importanceofeachof

inspiringsharedvision

makingadifference

modelingtheway

overviewof

personal-bestleadershipcasesand

TenCommitmentsand

Flowexperiences:

defined

“flow”paradigm

Focusgroups,ThreePillarsand

Followers.SeeConstituents

Forecasting,affective

Fortune

Forward-lookingapproach.SeealsoEnvisioningthefuture

Fosteringcollaboration

actionsfor

creatingclimateoftrust

byfacilitatingrelationships

illustrationof

Fradenburg,Joshua

Frames,languageand

Fredrickson,Barbara

Friedman,Ron

Friendships:

socialnetworkingand

workplaceand

Fun

Future:

articulatingvisionfor

askingquestionsand

creatingimagesof

dialogueabout

prospectingthe

reflectingonpastand

visionand

SeealsoEnvisioningthefuture

Futurists

GGandhi,Ravi

Geary,James

Genuineness,speakingand

Gerstner,Lou

Gilbert,Daniel

GiveandTake:ARevolutionaryApproachtoSuccess(Grant)

Goals:

clarityabout

commitmentand

cooperative

feedbackand

gritand

recognitionand

SeealsoPurpose

GoldenRule

Google

Grant,Adam

Gratitude.SeeThankyou

Grazer,Brian

Grit:

defined

strengtheningof

Groups:

higher-performing

powertransferand

Growth,feedbackand

Growthmind-set

Gupta,Shubhagam

HHall,Doug

Hall,Hilary

Hamel,Gary

Harmon,Adam

HarryPotter(Rowling)

HarvardBusinessReview

Harvey,Kyle

Haun,Tim

Hayashi,AldenM.

Hesselbein,Frances

Hewitt,Aon

History,personal

Honesty

Hsieh,Tony

Hubris

Humility

IIatomase,Marina

Ideals:

valuepreferencesand

SeealsoAppealingtocommonideals

Ideas:

collaborationand

collectionmethods

digitaldiaryfor

diverseperspectivesand

empathyand

generationof

mistakesand

opennessto

receptivityto

testing

trustand

Image-basedlanguage

Imaginingpossibilities

asabilityofleaders

byexpressingpassion

bypayingattentiontopresent

byprospectingthefuture

byreflectingonpast

Improvements:

askingquestionsand

suggestionsfor

Incentives:

alignmentof

creativityand

examplesof

SeealsoRewards

IndustrialRevolution

Information:

multipleperspectiveson

seekingup-to-date

sharing

withholding

Initiative

beingproactive

challengingwithpurpose

effectivenessratingsand

encouragingotherstotake

fostering

Innovation:

askingquestionsand

externalrealitiesand

ideasand

leadershipand

listeningand

mistakesand

opportunitiesfor

positivityand

risk-takingand

smallwinsand

trustand

willingnesstoworkhardand

Inquisitiveness.SeeQuestions

Insight,outsightand

Inspiration

Inspiringsharedvision(practice2):

ascentraltask

overviewand

SeealsoEnlistingothers;Envisioningthefuture

Integrity,valueof

Interactions.SeeCommunication

Interdependence

Introversion

Intuition

Iyer,Natraj

JJackson,Melinda

Jadhav,Poonam

Jamieson,Gary

Janis,Michael

Job,asadventure

“Jobshadowing”

Jobstructure:

jobtitlesand

latitudeand

Johnson,Cheryl

KKane,Phillip

Kanter,RosabethMoss

Key,M.K.

Keyperformanceindicators(KPIs)

Kiel,Fred

King,MartinLutherJr.

“IHaveaDream”speech

image-basedwordsand

observationsonspeechof

Klein,Gary

Knowledge:

limitationsofone's

sharing

Kouzes-PosnerSecondLawofLeadership

Kramer,Steven

Kroghrud,Ivar

Krznaric,Roman

LLadonnikov,Ruthy

Lafley,A.G.

Lai,Olivia

Lai,Theresa

Language:

framesand

futureand

game-playingexperimentsand

image-based

metaphorical

valuesreflectedin

watchingyour

Laughter:AScientificInvestigation(Provine)

Law,Charles

Leadereffectivenessratings

Leaders:

admired,characteristicsof

best

centraltaskfor

competenceand

consistencyof

constituentsand

forward-looking

asgreatlisteners

inspirationand

performanceand

ratingsbydirectreports

sharedvisionand

worst

Leadership:

asdailyhabit

defined

effectivenessof

foundationof

informationsharingand

innovationand

introversionand

keycharacteristicsand

lookinginwardfor

potential

practiceand

asrelationship

“stayinginlove”with

uncertaintimesand

SeealsoExemplaryleadership

LeadershipChallenge,The

Leadershipphilosophy:

clarityof

definingpersonalvaluesand

importanceofknowingyour

Leadershippractices.SeeFivepracticesofExemplaryLeadership

LeadershipPracticesInventory(LPI)

LeadingtheRevolution(Hamel)

LeadwithaStory(Smith)

Learning:

active

climatefor

effectivenessratingsand

feedbackand

growthmind-setand

leadershipand

“learningframe”and

asmasterskill

mistakesand

passionfor

practiceand

relationshipsinworkplaceand

systematicopportunitiesfor

Learningfromexperience

bybeingactivelearner

bycreatingclimateforlearning

offailures

strengtheningresilienceandgrit

Lee,Deanna

Levine,Andrew

Lim,Anita

Listening:

active

innovationand

nonjudgmental

teamspiritand

Livingsharedvalues

byaskingquestions

importanceof

languagefor

byseekingfeedback

byuseoftimeandattention

Ljujic,Sinisa

LockheedMartin

Long,Erika

Lotwala,Tanvi

Loyalty:

leadershipand

trustand

Lui,Jade

Lustig,Niki

MMackenzie,Andy

Maher,Peter

Malik,Eakta

Martens,Phil

Masiello,Wendy

Matinpour,Bobby

Matouk,Nicole

Mayo,Penny

McCamey,Ian

McGaugh,James

McGregor,Lindsay

McKenna,Shawn

McNeil,Nathalie

Mehta,Ritesh

Merchant,Nilofer

Messages.SeeCommunication

Meyer,Cathryn

Michel,John

Micromanagement

Milestones.SeeSmallwins

Millennials

Mindfulness,powerof

Mind-set:

fixed

growth

meaning

setbacksand

Mission

Mistakes:

criticalthinkingand

learningfrom

Modelingtheway(practice1):

clarificationofvaluesand

overviewand

SeealsoClarifyingvalues;Settingexample;Teachingmodelingofvalues

Money:

contingentrewardsstudyand

outstandingworkand

purposeand

Morale:

leader'spersonalexampleand

smallwinsand

trustand

Morality

Mork,Casey

Motivation:

challengesand

confidenceand

extrinsic

feelingaconnectionand

focusonfutureand

internal

intrinsic

leader'spersonalexampleand

meaningfulworkand

missionand

prideinbeinguniqueand

productivityand

smallwinsand

Myths,leadershipand

NNegativity

Neuralnetworks

Neuroscience.SeealsoBrain

Newberg,Andrew

Nikiforov,Sergey

Novak,David

Nuñez,Cristian

OObstacles,overcoming

100BestCompaniestoWorkForlist

O'Neill,Tyrone

Onlinechatrooms

Operatingsystem.SeeFivepracticesofExemplaryLeadership

Operations

Opportunities:

can-doattitudeand

decision-makingand

encouragementand

engagementand

innovationand

market

meaningfulworkand

preparationfor

risksand

fortakinginitiative

Organizationalcommitment.SeeCommitment

Organizations:

climateforlearningand

“greatworkplace”

innovativeideasglobalstudy

performanceof

restructuringand

senseofpurposeand

spin-offsand

up-to-dateinformationand

valuesreinforcedbysystemsandprocessesof

visionofunitswithin

SeealsoCorporateculture

Ostrea,KerryAnn

Outperformance.SeePerformance

Outsight

defined

lookingoutsideyourexperienceas

promotingdiverseperspectivesas

treatingjobasadventureas

PPacas,Jan

PacificEagleHoldings

Paradigmshifts

Pari,Divya

Passion:

challengesand

expressingyour

genuinenessand

forlearning

meaningfulnessand

Patra,Gyan

Patterns,recognitionof

Performance:

bestvs.worstleaders

challenge,skilland

confidenceand

escalationofissuesand

feedbackand

improvementin

optimal

self-confidenceand

sharedvaluesand

stockprice

trueleadersand

trustand

workattitudesand

Personal-BestLeadershipExperience:

changeand

constituentsand

empathyand

feedbackand

gritand

organizationalissuesand

personalvaluesand

proactivebehaviorand

resilience,gritand

sharedgoalsand

smallwinsand

socialsupportand

trustand

Personalhistory

Personalinvolvement

impactof

byshowingyoucare

throughcelebrations

throughstorytelling

Personalizingrecognition

withcreativeincentives

bygettingclosetopeople

importanceof

bysayingthankyou

Pham,Anh

Philpott,Jacob

Pilotprojects

Podcasts

Positivity:

creativityand

neuralnetworksand

smallwinsand

Power:

actions,conditionsand

believinginothersand

dictatorialstyleand

informationsharingand

knowledgesharingand

leader'spersonalexampleand

ofmindfulness

powerlessnessand

transferring

“Praisemoments”

Present,mindfulnessand

Pride:

freedom,choiceand

leadershipand

meaningfulworkand

inuniqueness

PrimedtoPerform(McGregorandDoshi)

Prisoner'sDilemmaparadigm

Proactivity

Problemsolving

Processes:

reinforcementthrough

SOPsand

Productivity:

challengesand

choicesand

commitmenttocauseand

confidenceand

engagementand

escalationofissuesand

motivationlevelsand

Profits,investmentsand

Projects,structuringof

Promises,followthroughand

Prototyping

Provine,Robert

Pualuan,Omar

Purpose:

challengingwith

findingcommon

importanceofcommon

initiativeand

leadershipeffectivenessratingsand

listeningand

makingmoneyand

meaningfulnessand

productivityand

visionand

SeealsoGoals

Purpose,Values,andPrinciples(PVP)

PurposeStatementWorkshop,The

Putnam,Robert

PVP(Purpose,Values,andPrinciples)

“PygmalionEffect”

QQuality,quantityvs.,experiment

Questions:

askingpurposeful

coachesand

innovationand

listeningand

organizationalissuesand

self-explorationand

SOPsand

“What'snext?”

RRahman,Mushfiq

Ramakrishnan,Geeta

Ramakrishnan,Sharada

Reciprocity,supportingnormsof

Recognizingcontributions

actionsfor

exampleofimpactof

byexpectingthebest

goalsascontextfor

publicly

SeealsoPersonalizingrecognition;Thankyou

Reflection,self-

Reforzado,Hormigon

Relationships:

cooperative

durable

empathyand

establishing

facilitationof

feedbackand

globallydistributed

leadershipas

reciprocityand

trustand

workplaceand

SeealsoFacilitatingrelationships

Reorganization

Researchmethodology:

decision-makingand

game-playingexperiments

image-basedwordsand

listeningand

meaningfulworkand

neuralnetworksand

qualityvs.quantity

storytellingexperiment

stressingthe“why”and

Resilience:

positivewordsand

strengtheningof

Resources,providing

Responsibility:

long-termviewand

performanceand

resourcesand

rolesand

successand

Responsiveness

Restructuring

Rewards:

contingent

effectivenessof

extrinsic

financial

intrinsic

short-term

specificityof

unexpected

Richarz,Kurt

Risk:

brainand

calculated

complexityand

decision-makingand

opportunitiesand

teamdevelopmentand

Risktaking.SeealsoExperimentingandtakingrisks

Robin,Jennifer

Rodriguez,Bob

Rodriguez,Javier

Role:

cooperative

responsibilitiesand

Rolemodels.SeealsoSettingexample

Rowling,J.K.

Rules:

clarityabout

GoldenRule

Ryan,Matt

Rzepa,Andrew

SSahoo,Biswajit

Salcedo,CarolinaRojas

Sasser,Richard

Saudagaran,Priya

Sawyer,Mike

Schaefer,Dustin

Schalk,Don

Scheduleslippage,reductionin

Schultz,Kevin

Schwab,Dan

Seaman,John

Searchingforopportunities

actionsfor

byexercisingoutsight

meetingchallengesand

byseizinginitiative

Sedlock,Julie

Self-confidence:

coachingand

feedbackand

fostering

performanceand

trainingand

trustand

Self-determination:

accountabilityand

andactionsmakingothersfeelingpowerless/powerful

enhancing

byfosteringaccountability

byprovidingchoices

strengtheningof

bystructuringjobstoofferlatitude

trustand

Self-development

Self-disclosure

Self-employment

Self-esteem,feelinguniqueand

Self-exploration

Self-fulfillingprophecies

Self-protectivepostures

Self-reflection,futuresuccessand

Self-respect,feelinguniqueand

Setbacks:

gritand

resilienceand

SeealsoFailure;Mistakes

Settingexample

actionsfor

essentialsof

illustrationof

livingbysharedvalues

bymodelingteachingofvalues

Shah,Kinjal

Shakir,Sumaya

Sharedvalues:

creationof

goalsand

livingby

outperformanceand

powerand

workattitudes,performanceand

SeealsoAffirmingsharedvalues;Livingsharedvalues

Sharedvision:

communicationof

genuinenessand

inspiring

mentalimagesand

Sharinginformation,competenceand

Sharma,Pranav

Sharp,Debbie

Siegel,Barby

Singh,Emily

Skarke,Steve

Skills:

challengesand

leadership

skillsets

trainingand

Smallwins

frombreakingdownbigproblems

tobuildpsychologicalhardiness

defined

experimentsas

impactoffocusingon

originofconceptof

positivityand

Smith,GeorgeDavid

Smith,Paul

Socialcapital

Socialnetworkingsites

Facebook

Twitter

Socialsupport

Soden,Mark

Sorg,Stephanie

Speaking,genuinenessand

Standardoperatingpractices(SOPs)

Standards,clarityand

Stanford,JohnH.

Starbucks

Startupcompanies

StopPlayingSafe(Warrell)

Storytelling:

experimentand

personalinvolvementthrough

settingexampleand

Straka,Denise

Strengtheningothers

actionsfor

developingcompetenceandconfidence

enhancingself-determination

exampleof

Stress:

challengesand

positivityand

psychologicalhardinessand

resilienceand

viewpointand

Success:

accountabilityfor

commitmenttogoaland

distinctivenessand

emotionalexpressionand

empathyand

failureand

keysto

passionand

secretto

smallwinsand

teamsand

Sullivan,Nancy

SundayTimes

Supplychain,visionfor

Swain,Bernie

Systems,reinforcementthrough

TTai,Eddie

Talent:

hardworkand

utilizationof

Tam,Wayne

Taute,Beth

Taylor,Emily

Teachingmodelingofvalues

byconfrontingcriticalincidents

importanceof

withorganizationalsystems

bytellingstories

Team:

developmentof

effectivenessof

informationsharingand

long-lived

offshore

praiseand

trustand

Teamwork:

anchoringteamsand

cohesionand

collaborationand

interdependenceand

listeningand

Technology.SeealsoSocialnetworkingsites

TenCommitmentsofExemplaryLeadership.Seealsospecificcommitments

Thankyou:

handwrittennotes

saying

Thomas,Keni

360-degreeleadershipassessmenttool.SeeLeadershipPracticesInventory(LPI)

ThreePillars,The

Time:

practiceand

spendingyour

Tolmare,Amit

Training:

continuingeducation

difficultsituationsand

newprocessesand

returnoninvestmentand

skill-buildingand

sustained

Trends:

readingabout

spotting

Trust:

accountabilityand

building

climateof

collaborationand

competenceand

ascontagious

empathyand

expressingconfidenceand

followthroughand

growthmind-setand

importanceof

informationsharingand

micromanagementand

powertransferand

reciprocityand

role-playingexerciseand

virtual

workethicand

Trustbuilding

bybeingfirsttotrust

byinvestingintrust

bysharingknowledgeandinformation

byshowingconcernforothers

vulnerabilityand

Twaronite,Karen

Twitter

UUniqueness,focusingon

Unity

VValues:

annualreportsand

asguideforactions

meansandendsclassificationof

ownershipof

personal,clarityabout

personal-bestleadershipexperienceand

aspersonalbottomline

senseofpurposeand

signal-sendingactionsand

SeealsoAffirmingsharedvalues;Celebratingvaluesandvictories;Clarifyingvalues;Livingsharedvalues;Sharedvalues;Teachingmodelingofvalues

Verdant,Aristotle

Viewpoints:

appreciationforothers'

trustand

Vision:

alignmentwithpeople's

clear

described

asendsvalues

foganalogyand

inspiringshared

long-terminterestsand

metaphoricallanguageand

originof

rapidchangeand

risk-takingand

SeealsoAnimatingvision;Envisioningthefuture

Visionmessage

Visionstatements

Voice.SeeFindingyourvoice

Vulnerabilities,exposing

WWaldman,Mark

Wang,Barbara

Wang,John

Wang,Justina

Warrell,Margie

Washington,George

Watkins,Michael

Webcams

Weick,Karl

Westen,Drew

Williams,Pat

Wilson,Donna

Win-winvs.win-losestrategies

Wong,Anne

Wong,Bert

WordsCanChangeYourBrain(NewbergandWaldman)

Workplaces:

attitudesabout

attitudescoresin

behaviorin

callingintoyour

excitementin

“greatworkplace”companies

meaning,purposeand

mindfulnessand

mistakesin

relationshipsin

trustand

SeealsoJobstructure

YYoungStorytellersFoundation(YSF)

YouTube

Yu,Raymond

ZZavaleta,Luis

Zaveri,Azmeena

Zong,Andrew

Zor,Ferhat

Zuo,Forth

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