The Leadership Challenge

Front 1

What are the 5 practices

Back 1

- Model the way
- Inspire a shared vision
- Challenge the process
- Enable others to act
- Encourage the heart

Front 2

When we model the way, titles are granted but ___

Back 2

its your behavior that wins you respect.
Example: I would never ask anyone to do something I was unwilling to do first

Front 3

What is more important, a leaders words or deeds

Back 3

a leaders deeds are much more important

Front 4

Leaders do what with a vision

Back 4

leaders inspire a SHARED VISION

Front 5

Leaders cannot command commitment ____

Back 5

they can only inspire it

Front 6

Leaders are ___ ____ of innovation

Back 6

early adopters of innovation

Front 7

As weather shapes mountains, what shapes leaders?

Back 7

problems shape leaders

Front 8

Name the important statements about leaders enabling others to act

Back 8

- Leadership is a team effort
- Leaders make it possible for others to do good work
- A leaders ability to enable others to act is essential

Front 9

If a leader makes constiuents feel weak, dependent or alienated what would happen

Back 9

the constituents would not perform at their best, nor stick around for vey long

Front 10

If a leader makes you feel strong and capable, what would happen

Back 10

the constituents would give it their all and exceed their own expectations

Front 11

Where can a leaders encouragement come from

Back 11

encouragement can come from dramatic gestures or simple actions

Front 12

When a team or an individual does a good job, what is a good leader going to do

Back 12

its part of the leaders job to show appreciation for peoples contributions and to create a culture of celebration

Front 13

Encouragement is how leaders visibly and behaviorally link ___ with ___

Back 13

rewards, performance

Front 14

Are leaders born? or can they be trained?

Back 14

Leadership is an identifiable set of skills and practices that are available to all of us, not just a charismatic few

Front 15

Leadership is a relationship. What is the statement that defines this

Back 15

leadership is a relationship between those who aspire to lead and those who choose to follow

Front 16

In examining the critical variables for success, what did Jodi Taylor at the center for creative leadership find?

Back 16

the number one success factor was "relationships with subordinates"

Front 17

Name the 10 commitments of leadership

Back 17

1. Find your voice by clarifying your personal values
2. Set the example by aligning actions with shared values
3. Envision the future by ennobling the possibilities
4. Enlist others in a common vision by appealing to shared aspirations
5. Search for opportunities by seeking innovative ways to change, grow and improve
6. Experiment and take risks by constantly generating small wins and learning from mistakes
7. Foster collaboration by promoting cooperative goals and building trust
8. Strengthen others by sharing power and discretion
9. Recognize contributions by showing appreciation for individual excellence
10. Celebrate the values and victories by creating a spirit of community

Front 18

"Without credibility, you can't ___"

Back 18

LEAD

Front 19

Those who inspire to lead must embrace their constituents ___

Back 19

expectations

Front 20

Finish this sentence
What leader say they do is one thing

Back 20

what constituents say they want and well leaders meet these expectations is another

Front 21

What are the four characteristics do people look for when they look for someone they would follow WILLINGLY

Back 21

1. Honesty
2. Forward - looking
3. Competent
4. Inspiring

Front 22

When we look for honesty in a leader, what qualities does that encompass

Back 22

- truthful
- ethical
- principled

Front 23

Define a leader that is forward looking

Back 23

the ability to set or select a desirable destination toward which the company, agency, department should head

Front 24

What does leadership competence refer to

Back 24

the leaders track record and ability to get things done

Front 25

Relevant experience is _____

Back 25

a dimension of competence

Front 26

How does experience relate to success

Back 26

experience correlates with success, the broader your experience, the more likely you are to be successful across organizations and industries

Front 27

To get extraordinary things done in extaordinary times what must leader do

Back 27

they must INSPIRE. And this can only be fueled with positive emotions

Front 28

What is the foundation to leadership

Back 28

credibility is the foundation of leadership. People want leader who are credible

Front 29

When people percieve their leaders to have high credibility, theyre significantly more likely to

Back 29

- be proud to tell others theyre part of the organization
- feel a strong sense of team spirit
- see their own personal values as consistent with those of the organization
- feel attached and committed to the organization
- have a sense of ownership of the organization

Front 30

When people percieve their manager to have low credibility, theyre significantly more likely to

Back 30

- produce only if theyre watched carefully
- be motivated primarly by money
- say good things publicly but be critical about the organization privately

Front 31

What is the dilemma with leader that are forward looking

Back 31

they are biased about the future

Front 32

By the very nature of the role they play,what about credibility will always be present

Back 32

those who oppose them will always question their credibility

Front 33

How does society place leaders in an awkward position

Back 33

we demand that they be credible, but we also contribute to undermining their credibility by expecting them to focus on a clear direction for the future

Front 34

True or False
Credibility is one of the hardest attributes to earn but one of the easiest to sustain

Back 34

false
credibility is one of the hardest attributes to earn and to sustain

Front 35

Statements of credibility

Back 35

- leaders practice what they preach
- they walk the talk
- their actions are consistent with their words
- they put their money where their mouth is
- they do what they say they will do

Front 36

DWYSYWD

Back 36

Do What You Say You Will Do

Front 37

Finding your voice as a leader requires two essentials

Back 37

- clarify your values
- express yourself

Front 38

You must be sure that you ___ what you ____

Back 38

mean what you say

Front 39

Two of the most frequently mentioned leaders accorging to this book

Back 39

- Martin Luther King
- Abraham Lincoln

Front 40

If you don't believe the messenger ___

Back 40

you won't believe the message

Front 41

Finish this statement
Values are guides,

Back 41

they supply us with a moral compass by which to navigate

Front 42

Values can serve as guides to action. Explain

Back 42

they inform us of our decisions as to what to do and what not to do. When to say yes, or no, and really understand WHY we mean it

Front 43

Do values make a difference in behavior at work?

Back 43

yes, values make a significant difference in behavior at work

Front 44

Finish this sentence:
Those with the clearest personal values

Back 44

are better prepared to make choices based on principle

Front 45

Finish this sentence:
If the only person you listen to is yourself,

Back 45

you're unlikely to discover your voice or your full potential

Front 46

Finish this sentence:
You cannot lead through someone else's values or words ___

Back 46

you cannot lead out of someone else's experience, you can only lead out on your own

Front 47

The three stages of self expression, name them

Back 47

1. looking out - acquire the tools and the techniques that others have learned from their experience

2. looking in - awakening initiates a period of intense exploration , a period of testing, a period invention

3. Moving on - if your fortunate enough to experience an integrative turning point in your development, you move on to becoming an authentic leader

Front 48

Do words alone make a credible leader

Back 48

no

Front 49

Acquiring competence is all about being ___

Back 49

genuine

Front 50

What are the ABC's of human action?

Back 50

- Assumptions (values) cause to select certain Behaviors, and those behaviors have Consequences

Front 51

You must get and accept ___ or you will have no objective measure of yourself

Back 51

honest, straightforward feedback

Front 52

Find your voice by clarigying your personal values

Back 52

- look in the mirror
- take time for contemplation
- write a tribute to yourself
- record the lessons from the leader that you admire
- write your credo
- engage in a credo dialogue and assessment
- collect stories that teach values
- audit your ability to succeed

Front 53

Is it enough for leaders to simply deliver a rousing speech or talk about lofty ideas or promising futures?

Back 53

no. Its how they provide the evidence that they are personally committed

Front 54

The essentials necessary to set the example are

Back 54

- build and affirm shared values
- align actions with values

Front 55

What is the foundations for building productive and genuine working relationships

Back 55

Shared Values

Front 56

Shared values are the internal compasses that enable people to be act how?

Back 56

both independently and interdependently

Front 57

When leaders seek consensus around shared values what happens with constituents

Back 57

they are more positive

Front 58

True or False
Shared values make an enormous difference to organizational and personal vitality

Back 58

true. Research confirms that a strong corporate culture based on a foundation of shared values outperform other firms by a huge margin

Front 59

Finish this sentence:
Unity is forged,

Back 59

not forced

Front 60

Remember this:
A soldier does all the work. If someone looks down at you, remember inside that you are the one who carries out the mission.

Back 60

In time, you will become a leader. Just never forget where you came from

Front 61

If managers want productive employees, what 3 things can they do to accomplish this

Back 61

- set a good example
- establish high standards
- practice what they preach

Front 62

What are five essentials aspects of a leaders behavior to align shared values through the examples of the actions that they take

Back 62

1. Calenders
2. Critical incidents
3. Stories, analogies, and metaphors
4. Language
5. Measurements

Front 63

Calenders

Back 63

how you spend your time is the single clearest indicator, especially to other people, about whats important to you

Front 64

Critical incidents

Back 64

present leaders opportunities to teach important lessons about appropriate norms of behavior

Front 65

Stories, analogies and metaphors

Back 65

while the leaders message is important, how it is framed is critical, the process by which it is communicated is hust as significant

Front 66

Language

Back 66

Leaders understand the power of words. The words we choose to use are metaphors for concepts that define attitudes and behaviors, structures and systems

Front 67

Measurements: recognize that what gets measured gets done

Back 67

Research indicates clearly that measurement and feedback are essential to increase efforts to improve performance

Front 68

Setting an example is essentially ___

Back 68

doing what you say you will do

Front 69

What is the truest test of credible leadership

Back 69

What leaders pay attention to and what they do

Front 70

Leaders are measured

Back 70

by the consistency of deeds with words

Front 71

Three central themes in the values of highly successful, strong - culture organizations

Back 71

1. High performance standards
2. A caring attitude towards people
3. A sense of uniqueness and pride

Front 72

Powerless styles of presentation

Back 72

includes speech hesitations like "ah", "you know", and "uh, polite phrases like "thank you", and please.

Front 73

Powerful styles of presentation

Back 73

portrays the speaker as more assuming, more goal directed, and more straightforward.

Front 74

Powerful style or powerless style of presentations

Back 74

in a study of these two styles, pariticipants rated speakers using the powerful style as more potent, attractive and credible

Front 75

Lead by storytelling

Back 75

stories are simple, timeless, and can appeal to everybody regardless of age, gender or race. And they are fun

Front 76

What strategy about the story itself should you use in order to have a profound effect on your audience

Back 76

To be vivid a story should be about a real person, have a strong sense of time and place, and be told in colorful and animated language

Front 77

When telling stories, does it help if you can talk from a first person perspective?

Back 77

it helps tremendously

Front 78

Every question you ask is another potential teaching opprotunity

Back 78

asking questions forces you to understand what you are trying to teach and achieve

Front 79

What does asking good questions, rather than giving answers do for your constituents

Back 79

it forces you to listen attentively to your constituents and what they are saying

Front 80

Asking other people for their ideas and listening to their suggestions does what for them

Back 80

it enhances their self worth and confidence

Front 81

Keep score, what does this mean

Back 81

holding yourself accountable

Front 82

seeking 360 degree feedback means ___

Back 82

feedback from your manager, customers, vendors, peers, colleagues, associates and shareholders

Front 83

Doing a personal audit is for what purpose?

Back 83

to really know what example you are setting

Front 84

Who should do you audit

Back 84

someone other than yourself

Front 85

Set the example by aligning actions with shared values

Back 85

- create alignment around key values
- speak about shared falues with enthusiasm and confidence, even drama
- teach and reinforce through symbols and artifacts
- lead by storytelling
- put storytelling on your meeting agendas
- ask questions
- keep score
- do a personal audit