MODELING

THE

WAY

Leaders are clear about their business values and beliefs. They keep projects on course by behaving in a way that is consistent with these values-by modeling how they expect others to behave. Leaders also make It easier for others to achieve goals by focusing on key priorities and breaking down big projects into achievable steps. They Model the Way by: .Setting an example .Planning small wins In the LPI, the behaviors involved in Modeling the Way are represented in the following items: 4. I am clear about my own philosophy of leadership. 9. I make certain that the projects I manage are broken down into manageable chunks. 14. I spend time and energy on making certain that people adhere to the values that have been agreed on. 19. I let others know my beliefs on how to best run the organization I lead. 24. I am consistent In practicing the values I espouse. 29. I make sure we set clear goals, make plans, and establish milestones for the projects I lead. Suggested Actions for Modeling the Way:

.Do what you say you are going to do. .Walk the halls. .Publicize your "rules of the road." .Talk with others about your values and beliefs. .Be expressive (even emotional) about your beliefs.Spend time on your most important priorities. .Get started. Build on your successes. .Build commitment by offering choices. .Make Modeling people's choices public and visible to others.

.-.

the Way

Take time to clarify in your own mind your philosophy of the organization. Make sure you know what your values are; come to an agreement with your work team about the way customers, colleagues, and other employees should be treated. Continually test your actions against these standards. Also set small, realistic goals so that you can celebrate accomplish~ents all along the way.

CHALLENGING

THE

PROCESS

-.,;,., -,.

Leaders are pioneers-people who search out opportunities and step Into the unknown. They are wUling to take risks. They innovate and experiment, and they treat mistakes as learnIng opportunities. Leaders also stay prepared-physically, mentally and emotionally-to meet whatever challenges may confront them. ChallengIng the Process Involves: .SearchIng for opportunities .Experimenting The items on the LPI that relate to behaviors Involved In ChallengIng the Process are these: 1. I seek out challengIng opportunities that test my skills and abilities. 6. I stay up-to-date on the most recent developments affecting our organization. 11. I challenge the way we do thIngs at work. 16. I look for Innovative ways we can improve what we do In this organizatIon. 21. I ask "what can we learn?" when things do not go as expected. 26. I experiment and take risks with new approaches to my work even when there is a chance I might fa1l. Suggested Actions for Challenging the Process:

.Treat every job as an adventure. .Provide challenging assignments (beat the sys~em). .Question the status quo. .FInd somethIng that is broken-and fix it. .Break free of da1ly routines. .Institutionalize processes for collecting Innovative ideas. .Set up little experiments. .Honor risk takers.-'; .Foster psychological hardIness. Challenging the Process

Start experimenting with new ways of doIng thIngs. Search for opportunities to do the job more efficiently or effectively. Take small risks at first and learn from your mistakes. 14

ENABLING

OTHERS

TO

ACT

.Leaders gain the support and assistance of all those who must make the project work or who must live with the results. They stress cooperative goals and build relationships of mutual trust. Leaders make others feel important, strong, and influential. Enabling Others To Act consists of: .Strengthening others .Fostering collaboration The following LPI items relate to behaviors involved in Enabling Others to Act: 3. I involve others in planning the actions we will take. 8. I treat others with dignity and respect. 13. I give people a lot of discretion to make their own decisions. 18. I develop cooperative relationships with the people I work with. 23. I create an atmosphere of mutual trust in the projects I lead. 28. I get others to feel a sense of ownership for the projects they work on. Suggested .Always .Create Actions for Enabling Others to Act:

say ,owe." interactions

between and among people.

.Delegate. .Focus on gains, not losses.Involve people in planning and problem solving.Keep .Give .Give .Be people informed. people important work on critical tasks. people the opportunity accessible. to be autonomous and to use their discretion.

Enabling

Others

to Act significant their ideas Whenever both with

Since it is highly unlikely that you will accomplish anything without the help of others, try to treat others with respect. Listen to .and encourage them to feel that they are a vital part of the project. feasible, allow them to make the decisions. Try to foster collaboration members of your work team and other colleagues.

18

INSPIRING

A SHARED

VISION

Leaders spend considerable effort gazing across the horizon of time. 1magining what kind of futur~ they would like to create. Through enthusiasm and skillful communication. leaders enlist the emotions of others to share the vis1on. They show others how mutual interests can be met through commItment to a common purpose. Inspiring a Shared Vision requires: .Envisioning the future .Enlisting others The LPI Items that relate to behaviors involved in Inspiring a Shared Vision are as follows:
2. I describe to others the kind of future I would like for us to create together .

7. I appeal to others to share my dream of the future as their own. 12. I clearly communicate a positive and hopeful outlook for the future of our organization. 17. I show others how their long-term future interests can be realized by enlisting in a common vision. 22. I look ahead and forecast what I expect the future to be like. 27. I am contagiously excIted and enthusiastic about future possibilities. Suggested Actions for Inspiring a Shared Vision:

.Learn from the past.Act on your intuition. .Test assumptions. .Know your followers. .Appeal to a common purpose. .Communicate expressively. .Believe in what you are saying. .Develop a stump speech.-.; Inspiring a Shared Vision

Take time to envision the future. Do not restrict your imagination. .Youcan sort out the possible from the Impossible later. as you sele.ct out the positive dreams. When you have your vision clearly in mind. communicate It enthusiastically to those whose help you need to enlist.

16

ENCOURAGING

THE

HEART

Leaders espectally ston, people

must when need

gtve the heart.

encouragement ts steep Leaders and

and Encourage

recognttion To the Heart

tfpeople continue by:

are

to perstst, the vI-

climb

arduous.

to pursue

.RecognizIng .Celebrating The Heart: 5. I take stones 10. I make success 15. 20. I praise I gtve their 25. 30. I find I make done the are sure followIng

contributions accompltshments LPI items deal wtth behavtors related to Encouragtng the

time reached. that

to

celebrate

accomplishments

when

project

mile-

people projects. for a job

are

recognized

for

thetr

contributions

to the

of our people the

well

done. lots of apprectation and support for

members

of the

team

contributions. ways to celebrate to tell the accomplishments. rest of the organization about the good work

tt a poInt by my

group.

Suggested

Actions

for

Encouraging

the

Heart:

.Foster .Make .Say .LInk .Provtde .Be .Create .Love

htgh creative "thank

expectations. use you." with about Involved rewardsresults. as a cheerleader networks. doIng. "-' . of rewards-

performance feedback personally

soctal-support what you are

Encouraging

the

Heart

When 1t. Thts In other person ways team's

anyone Instances,

on your best however, the goals

team done praise that are

makes

a worthwhile wtth can Wtthout the

contribution, or note who

acknowledge of apprectation. to the It. Also relate find your hear

ts sometimes who recetves

In private praise and

a word be a real to those beIng

public

encouragement offenstve,

a motivation In

to celebrate

reached.

accomplishments

to others

organization.

)

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