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Running head: 12-WEEK LEADERSHIP DEVELOPMENT PLAN 1

Final Project (II): 12-Week Leadership Development Plan

Taylor Stearman

4/25/16

OGL360

Arizona State University

12-WEEK LEADERSHIP DEVELOPMENT PLAN

Intro

In the next twelve weeks I intend to engage in the following leadership development plan

when managing project teams at my job. I am participating in this leadership development plan

in an effort to achieve exemplary leadership. In developing this leadership development plan,

Kouzes and Posner’s (2012) book, The Leadership Challenge, as well as the Workbook and

Leadership Practices Inventory Observer that coincide with it, were utilized significantly. After

having my LPI Observer filled out by various associates, I have been able to determine the areas

in which I can improve. Over the next twelve weeks this plan will implement various elements of

Kouzes and Posner’s (2012) Five Practices and Ten Commandments of Exemplary Leadership,

as well as other elements of effective leadership into my approach as I manage project teams.

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Week One

Model the Way: Clarify Values

In week one, I will be focusing my leadership on affirming shared values on my project

team. In focusing on this element of leadership I will spend time building consensus around a

common set of values for running the project team. This is a critical element to leadership,

because the shared values of the team are the foundation for building productive and genuine

relational links (Kouzes and Posner, 2012, p.57). According to Kouzes and Posner (2012)

“Although clarifying your values is essential, understanding the values of others and building

consensus around values that everyone can share are equally critical” (p.57). In addition to this I

will also spend time making certain that the team members adhere to the principles and standards

that we have agreed. I intend to focus on these specific actions, as they were pointed out as an

area of improvement from the LPI Observer.

Week Two

Model the Way: Set the Example

In week two I intend to focus on setting an example for my team by living the shared

values that we have agreed upon. This means that adhere to the principles, standards, norms, and

values that the team shares in everything that I do. I intend to accomplish this goal is by spending

my time and attention wisely, choosing what I say carefully, asking purposeful questions,

seeking feedback, and adjusting based on this feedback.

Often what a person does speaks more loudly than what he or she says. According to

Kouzes and Posner (2012) a leader needs to be conscious about the choices you make and the

actions you take, because other people use these signals to determine whether you’re doing what

you say” (p.75). This is similar to the scenario in which The Endeavor, Captain Cook’s ship,

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struck coral and became pinned. Cook is described as maintaining “wonted coolness and

precision” while under extreme stress. Though it would be understandable for Cook’s crew to be

fearful in this situation, they are descried as exhibiting “surprising cheerfulness and alacrity”

(Horwitz, 2002, p.167). In this scenario Cook’s behavior set and example to be followed by his

crew. Like Cook, I intend to set the example for my team in week two by living our shared

values.

Week Three

Inspire a Shared Vision: Envision the Future

This week I intend to work on envisioning the future for my project team. The first action

that I will employ this week is discussing future trends that will influence how the project team’s

work is accomplished. While engaging in this I need to be sure to describe a compelling image of

what the project team’s future could be like.

Kouzes and Posner (2012) state:

“If you are going to be an exemplary leader, you have to be able to imagine a

positive future. When you envision the future you want for yourself and others,

and when you feel passionate about the legacy you want to leave, you are much

more likely to take that first step forward. But if you don’t have the slightest clue

about your hopes, dreams, and aspirations, then the chance that you’ll take the

lead is nil. In fact, you may not even see the opportunity that’s right in front of

you” (p.103).

In other words, to make my leadership exemplary I will need to be forward looking. This is

especially beneficial in leadership, because it gives a focus to human energy (Kouzes and Posner,

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2012, p.125). When a team is able to envision what’s ahead of them will lead to higher

productivity, motivation, and effectiveness.

Week Four

Inspire a Shared Vision: Enlist Others

In week four I will focus on appealing to others to share the compelling image of the

project team’s future. I will accomplish this by showing the team members how their long-term

interests can be realized by enlisting in a common vision. Additionally, I will need to speak with

genuine conviction about the higher meaning and purpose of our work. In doing this I will enlist

the project team members into our shared vision.

According to Kouzes and Posner (2012) “Exemplary leaders speak to what is unique and

singular about the organization, making others feel proud to be a part of something

extraordinary” (p.152). I have personally been able to observer a leader can inspire a shared

vision in the Assessment of Leadership course that I participated in at Arizona State University.

In this course we were asked to analyze ASU’s charter. In assessing the charter, I felt quite

motivated, as well as proud to be a student at the university. This week I will aspire to do the

same for the members in our team. In doing this I will need to keep in mind that “To be sustained

over time, visions, must be compelling and memorable” (Kouzes and Posner, 2012, p.152).

Week Five

Challenge the Process: Search for Opportunities

This week I will begin to focus on challenging the process in my project team. One action

that I will employ this week is to seek out challenging opportunities that test my skill. In seeking

these opportunities, I will need move beyond habitual thinking patterns, exercise outsight, and

seize the initiative. These are good practices to employ, because “According to a global study of

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CEOs, two of the three most significant sources of innovative ideas are actually outside of the

organization” (Kouzes and Posner, 2012, p.172). If I truly want to begin challenging the process

on my project team this will be critical.

According to Kouzes and Posner (2012) “Moving beyond habitual thinking patterns is the

starting point to imagining truly novel alternatives” (p.173). This is similar to An excellent

example of how a leader can effectively move beyond habitual thinking patterns and seize

innovative opportunities can be observed in Horwitz’s (2002) passage “To Bora Bora: Sold a

Pup” from his book Blue Latitudes, in which he depicts another scenario regarding an expedition

lead by Captain Cook. In this passage, Cook judges his crew as “ill able to stand the cold weather

we might expect to meet with to the southward” due to more than half of them contracting

Venereal Disease. In an attempt to let his crew rest, while still contributing to the ultimate goal

of the voyage, Cook chose to utilize this time exploring an Island cluster in Tahiti (Horwitz,

2002, p.77). In regard to this situation Cook writes, “resolved to give them a little time to recover

while we run down and explore the Islands” (Horwitz, 2002, p.77).

In my opinion, Cook’s choice to spend this down time exploring this cluster of islands

was a very creative and efficient choice to make. In this way, I feel that Cook Challenged the

Process by searching for opportunities, seizing initiative, and looking outward for innovative

ways to improve. Cook knew that his crew was not in the condition that would be required of

their next voyage, and so rather than jeopardizing them and beginning the voyage anyway, or

wasting time while they recovered he decided to be proactive and accomplish two things at once.

Often to be an effective leader means to overcome issues with these sorts of innovative solutions.

This is what I will keep in mind as I focus on challenging the process in my project team this

week.

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Week Six

Challenge the Process: Experiment and Take Risks

This week I will continue to work on challenging the process on my project team by

focusing on experimenting and taking risks, even when there is a chance of failure. In doing this

I will also work to get others to join me on these ‘adventures of uncertainty’. One action that I

will employ this week is to generate small wins. I can accomplish this by breaking the work

down and recognizing when the team meets certain milestones. Additionally, I will need to learn

from both the things that worked and the things that didn’t in these experiences. In my opinion,

more can likely be learned from what didn’t work than what did. That being said, this week I will

also need to make sure that I ask ‘what can we learn’ when things don’t go as expected (Kouzes

and Posner, 2012, p.210).

According to Kouzes and Posner (2012) “Making extraordinary things happen in

organizations demands a willingness to try new things and take chances with new ideas” (Kouzes

and Posner, 2012, p.188). In addition, Kouzes and Posner (2012) state that generating small wins

can lead to significant results for a team because, “it’s hard to argue with success” (p.197). Once

my project team begins to recognize the success that we are having in seizing these opportunities

they will likely be much more motivated toward continuing this work. The reason that it will be

important to learn from both the good and the bad of these experiences is because, “exemplary

leaders create a climate that’s conducive to learning” (Kouzes and Posner, 2012, p.210).

Week Seven

Rites Of Passage

This week I would like to focus on incorporating concepts from Van Gennep (1960) regarding

rites of passage into my leadership approach in my project team. Rites of passage entail various

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specific rituals, which signify the beginning or end of a process, journey, specific time in

someone’s life, etc. Incorporating rites of passage into my project team will be symbolically

helpful to my project team members as they make their journey through certain organizational

processes. By making these rites symbolically helpful my project team will be able to focus on

each stage of these organizational transition processes, which can have significant benefits on

competency and cohesion. In this way team members are strengthened as individuals and as

collaborative members of the team.

According to Kouzes and Posner (2012) exemplary leaders “invest in people’s continuing

competence, and they coach people on how to put what they know into practice” (Kouzes and

Posner, 2012, p.268). This is what I intend to accomplish by incorporating these rites of passage

into my project team. An example of the three stages that people experience while going through

these rites of passage are as follows:

First Stage: Preliminary Rites are rites of separation from a previous world (Gennep,

1960, p.21). In Nicholas Herriman’s video, Rites of Passage: 25 Concepts of

Anthropology, he uses the example of the traditional Anglo-Australian wedding to

describe these stages. For the preliminary stage, Herriman cites a tradition that he calls a

“buck’s night”, which is very similar to a bachelor party. The separation occurs when

men (usually friends), as well as the groom and brides fathers take the groom from his

family for the party.

Second Stage: Liminal (or threshold) Rites are those executed during the transitional

stage (Gennep, 1960, p.21). In Herriman’s video he discusses that during these “buck’s

nights” a grooms status changes and he is commonly dressed up in woman’s clothes,

bound, and referred to as either a buck or a stage (for women, hen). This signifies the

beginning of the transition from bachelor to husband.

Third Stage: Post-Liminal Rites are ceremonies of incorporation into new world (Gennep,

1960, p.21). Herriman’s (2012) video discusses this stage in his example of the wedding

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ceremony. This ceremony is the final stage in the transition from bachelor to buck to

husband (4:05-6:15).

Week Eight

Enable Others to Act: Foster Collaboration

In week eight I will begin to focus on Enabling Others to Act. This week I intend to

foster collaboration on my project team by building trust and facilitating relationships. Two

actions that I will employ this week will be actively listening to diverse points of view and

supporting decisions that team members make on their own. In addition to this I will also focus

on supporting norms of reciprocity on the team.

According to Kouzes and Posner (2012) “Collaboration is a critical competency for

achieving and sustaining high performance” (p.218). Additionally, “people who reciprocate are

more likely to be successful than those who try to maximize individual advantage (Kouzes and

Posner, 2012, p.233). In doing this I will remember the lessons that I learned while studying the

philosophy of Ubuntu and the notions of reciprocity set forth in Mauss’ (1967) The Gift. Ubuntu

translates to “I am; because of you” (Varty, 2013, 3:40). This philosophy entails fostering a gift

economy, rather than a greed economy. What this means is that if the members of my project

team were to practice Ubuntu, they would feel a much stronger sense of shared responsibility and

thus would be much more likely to engage in reciprocal actions amongst themselves. Kouzes and

Posner (2012) state “World-class performance isn’t possible unless there’s a strong sense of

shared creation and shared responsibility” (Kouzes and Posner, 2012, p.218).

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Week Nine

Enable Others to Act: Strengthen Others

In week nine I will continue to work on Enabling Others to Act by focusing on

strengthening others. This week I will increase self-determination and competence in my project

team members. To accomplish this I will give my team members a great deal of freedom and

choice in deciding how they do their work and ensure that they grow in their jobs by learning

new skills and developing. In strengthening my team members I hope to also make them

competent leaders themselves.

According to Kouzes and Posner (2012):

“Leaders develop in others the competence, as well as the confidence, to act and to excel. They

make certain that constituents have the necessary data and information to understand how the

organization operates, gets results, makes money, and does good work. They invest in people’s

continuing competence, and they coach people on how to put what they know into practice,

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stretching and supporting them to do more than they might have imagined possible” (Kouzes and

Posner, 2012, p.268).

Week Ten

Encourage the Heart: Recognize Contributions

This week I will begin to focus on improving my skills in Encouraging the Heart by

recognizing the contributions of others. The first action that I intend to employ will be to make it

a point to let team members know that I am confident in their abilities. I can accomplish this by

simply vocalizing my confidence. Exemplary leaders “expect the best and create self-fulfilling

prophecies about how ordinary people can produce extraordinary actions and results” (Kouzes

and Posner, 2012, p.297). Additionally, I intend to make sure that people are creatively rewarded

for their contributions to the success of the team and show appreciation for individual excellence.

According to Kouzes and Posner (2012) “Rewards are the most effective when they’re

highly specific and given in close proximity to the appropriate behavior” (p.292). One thing that

Kouzes and Posner (2012) note in regard to the delivery of rewards is that “spontaneous

unexpected rewards are often more meaningful than expected, formal ones” (p.292). In focusing

on these actions, I will uplift my team members’ spirits and motivate them to continue their hard

work.

Week Eleven

Encourage the Heart: Celebrate the Values and Victories

This week I will continue to work on improving my competence in Encouraging the

Heart of my team members by celebrating values and victories. The first action that I will

employ is finding creative ways to celebrate accomplishments of the team. Another action that I

will engage in is publicly recognizing team members who exemplify commitment to the shared

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values of the team and organization. In this way I can “give heart” to my team members “by

visibly recognizing people’s contributions to the common vision” (Kouzes and Posner, 2012,

p.272).

According to Kouzes and Posner (2012) “By visibly and publicly celebrating people’s

accomplishments, leaders create community and sustain team spirit. By basing celebrations on

consistency with key values and attainment of critical milestones, leaders reinforce and sustain

people’s focus” (p.326-327). These celebrations are important to an organizations long-term

health, as well as the daily performance tasks (Kouzes and Posner, 2012, p.301).

Week Twelve

Seize The Moment

“Sometimes leadership is imagined to be something majestic and awe inspiring. Grand

visions, world-changing initiatives, transforming the lives of millions—all are noble possibilities,

but real leadership is in the daily moments” (Kouzes and Posner, 2012, p.342-343). In the final

week of my training development plan my focus will be on seizing these leadership opportunities

to practice exemplary leadership to make a difference on my project team and in my

organization. In doing this I want to keep in mind that leadership is in the moment. Kouzes and

Posner (2012) state “There are many moments each day when you can choose to lead, and many

moments each day when you can choose to make a difference. Each of these moments serves up

the prospect of contributing to a lasting legacy” (Kouzes and Posner, 2012, p.344). This week

and moving forward I intend to seize these leadership opportunities every chance that I get.

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12-WEEK LEADERSHIP DEVELOPMENT PLAN 13


References

Gennep, A., & Vizedom, M. (1960). The Rites of Passage: A Classic Study of Cultural

Celebrations. Chicago: University of Chicago Press.

Horwitz, T. (2002). Blue latitudes: Boldly going where Captain Cook has gone before.

New York: H. Holt

Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge (5th ed.). San Francisco, CA:

Jossey-Bass.

Mauss, M. (1967). The Gift: Forms and Functions of Exchange in Archaic Societies. New

York: Norton.

Varty, B. (2013, December 1). What I learned from Nelson Mandela. Retrieved April 15,

2015, from http://www.ted.com/talks/boyd_varty_what_i_learned_from_nelson_mandel

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