The Leadership Journey: Chart Your Course - Child Life Council

Kouzes & Posner PracticesK&PCommitmentsK&P Action PointsJohn MaxwellChallenging the ProcessSeek and accept challenge;versus waiting for luckCutting edge service,spearheading a newcampaign, change from statusquoStep into unknown, search foropportunitiesNeeds experimentation andrisk takingLittle victories piled upon eachother; incremental stepsNot everyone equallycomfortable with risksSome mistakes and failure tobe expected; create climate tolearn from mistakes5. Search foropportunities byseekinginnovative waysto change, grow,innovate, andimprove.6. Experimentand take risks byconstantlygenerating smallwins andlearning frommistakes.5.1 Treat every job as an adventure5.2 Seek meaningful challenges foryourself.5.3 Find and create meaningfulchallenges for others.5.4 Add fun to everyone's work.5.5 Question the status quo.5.6 Renew your teams.5.7 Create an open-source approachto searching for opportunities.5.8 Send everyone shopping forideas.6.1 Set up little experiments anddevelop models.6.2 Make it safe for others toexperiment6.3 Break mindsets6.4 Break it up and break it down.6.5 Give people choices.6.6 Accumulate yeses.6.7 Admit your mistakes.6.8 Conduct pre- and postmortemsfor every project.Indispensable Qualities* Teachability – to keep leading, keeplearning* Discernment (discover root issues;enhance your problem solving; evaluate youroptions for maximum impact)* Problem solving (anticipate problems; seebig picture)Irrefutable Laws* Law of the lid – leadership abilitydetermines a person’s level of effectiveness(learn, grow, change)* Law of process – leadership develops daily,not in a day* Law of intuition – leaders evaluateeverything with a leadership bias (problemsolving, resources)* Law of the “big mo” – momentum is theleader’s best friend* Law of priorities – leaders understand thatactivity is not necessarily accomplishmentKouzes & Posner PracticesK&PCommitmentsK&P Action PointsJohn MaxwellEnabling Others to ActLeadership is a relationshipTake risks, make changes,keep organizations andmovements aliveDreams/vision won’t becomereality thru the actions of asingle personFoster collaboration, buildtrustInvolve everyone in some wayPossible for all to do goodworkNot just a small group ofpeers, direct reports, loyalists– but also clients, peers,managers, suppliers,community….How others do best work; feelcompetent?Sense of personal power andownershipTrust others; give themdiscretion, more authority,information; use energy toproduce extraordinary resultsTeamwork, empowerment;essentialExceed own expectations7. Fostercollaboration bypromotingcooperativegoals andbuilding trust.8. Strengthenothers bysharing powerand discretion.7.1 Conduct a collaboration audit.7.2 Be the first to trust.7.3 Ask questions, listen, and takeadvice.7.4 Always say we.7.5 Create jigsaw groups.7.6 Focus on gains, not losses.7.7 Make a list of alternativecurrencies.7.8 Take a lot of human moments.7.9 Create places and opportunitiesfor informal interactions.8.1 Offer visible support.8.2 Assign critical tasks.8.3 Enrich people's jobs.8.4 Use modeling to developcompetencies.8.5 Stop talking and start building atstaff meetings.8.6 Enlarge people's sphere ofinfluence.8.7 Educate, educate, educate.8.8 Create a learning climate.Indispensable Qualities* Relationships – if you get along, they’ll goalongIrrefutable Laws* Law of navigation – anyone can steer theship but it takes a leader to chart the course* Law of empowerment* Law of reproduction – it takes a leader toraise up a leader* Law of victory – leaders find a way for theteam to win* Law of explosive growth (leaders whodevelop leaders multiply their growth)2