NELD North Central Colorado Springs, CO 2006

1. NELD North CentralColorado Springs, CO2006 Fundamental Practices of Exemplary Leadership

2. Welcome Our common purpose is increasing the quality and supply of leaders in your organization and in our larger communities.

3. OUTCOMES Accurate perception of your use of the leader behaviors, especially from the perspective of others. Focused assessment of your personal areas of strength and needed improvement. Targeted improvement action plans.

4. AGENDA Overview of the Five Exemplary Behaviors and the LPI. Personal assessment and peer coaching. Action planning for behavioral change and improvement.

5. NOTES & METHOD You are an expert on your own “behavioral intentions;” others have valuable insights into the “behaviors you give off.” Leaders require support and coaching. We will work in coaching triads throughout today – pooling and calling upon our collective experience as leaders.

6. Agenda 8:00 Practices of Exemplary Leaders 10:00 Break 10:15 Cohort Conversations Model the Way Inspire a Shared Vision 11:30 Whole Team Q&A/Discussion 12:00 Lunch 1:00 Cohort Conversations Challenge the Process Enable Others to Act Encourage the Heart 2:45 Whole Team Q&A/Discussion 3:30 Draft Goal Setting 4:00 Whole Team Discussion

7. LEADERSHIP

8. Fundamental Practices of Exemplary Leadership Behavioral Everyday Learnable Long Term

9. Select the qualities you most look for and admire in a leader, someone whose direction you would willingly follow. Honest Truthful, Ethical, Principled, Consistent Forward-Looking Sense of direction, Concern for the future of the organization, Clarity of purpose Competent Skilled, Experienced, Exceptional people skills Inspiring Enthusiastic, Energetic, Positive

10. CREDIBILITY -- Ethos Trustworthiness Without fail you do what you say you will do. Expertise You have the experience and skills to succeed. Dynamism You are energetic and positive.

11. FIVE TRAITS OF EXEMPLARY LEADERSHIP Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

12. People who frequently demonstrate LPI behaviors are seen as: Being more effective in meeting job-related demands. Being more successful in representing their units to upper management. Creating higher performing teams. Fostering loyalty and commitment.

13. People who frequently demonstrate LPI behaviors are seen as: Increasing motivational levels and willingness to work hard. Reducing absenteeism, turnover, and dropout rates. Possessing high degrees of personal credibility.

14. BUILDING A GREATPLACE TO WORK Having the opportunity to do what I do best Having a sense that someone cares about me Knowing what’s expected of me Getting recognition for what I do Having the opportunity to learn and grow Being productive

15. FIVE TRAITS OF EXEMPLARY LEADERSHIP Modeling the Way Inspiring a Shared Vision Challenging the Process Enabling Others to Act Encouraging the Heart

16. 1. MODELING THE WAY Find your voice by clarifying your personal values. Set an example by aligning actions with shared values.

17. Find your voice by clarifying your personal values. What are your core values? What is your mission in this life? Look at your history. Take time for contemplation Write a tribute to yourself. Write your credo and say it out loud. Collect stories that exemplify your values. Audit your ability to succeed –competencies.

18. Set an example by aligning actions with shared values. Build and affirm shared values. . . .some common core of understanding. Foster “conversations” about values. Document shared values. Align actions with values. . . . Calendars, critical incidents, stories, language, questions, artifacts, measures, etc.

19. 2. INSPIRING A SHARED VISION Envision the future by imagining exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.

20. Envision the future by imagining exciting and ennobling possibilities. A sense of meaning and purpose that goes beyond the work itself. Care about something bigger than ourselves. See the “bigger” picture. Vision – an ideal and unique image of the future for the common good.

21. Enlist others in a common vision by appealing to shared aspirations. Get to know your constituents. Find the common ground. Draft a collective vision statement. Breathe life into the statement. Speak from the heart. Listen first . . . And often. Hang out.

22. CHALLENGING THE  PROCESS Search for opportunities by seeking innovative ways to change, grow, and improve. Experiment and take risks by constantly generating small wins and learning from mistakes.

23. Search for opportunities by seeking innovative ways to change, grow, and improve. Question the status quo. Use data. Send everyone shopping for ideas.

24. Experiment and take risks by constantly generating small wins and learning from mistakes. Be a “learning” organization. Set up little experiments. Break it up and break it down. Accumulate Yeses. Admit mistakes. Conduct Lessons Learned.

25. ENABLING OTHERS TO ACT Foster collaboration by promoting cooperative goals and building trust. Strengthen others by sharing power and discretion.

26. Foster collaboration by promoting cooperative goals and building trust. Create a climate of trust. Be the first to trust Be open with information Always say “We” Ask questions, listen, take advice. Create places and opportunities for informal interaction

27. Strengthen others by sharing power and discretion. Feeling powerful comes from feeling in control. Insure clarity and support. For what am I accountable? Why is this important? What does an excellent job look like? Do I know how to do it? Do I get needed feedback? Assign critical tasks. Enrich jobs – enlarge spheres of influence. Create a learning climate.

28. ENCOURAGING THE  HEART Recognize contributions by showing appreciation for individual excellence. Celebrate the values and the victories of team accomplishments by creating a spirit of community.

29. Recognize contributions by showing appreciation for individual excellence. Appreciate others and their contributions. Specific, timely, connected. Expect the best. Pay attention. Recognition and Rewards Be creative; be public; provide it en route; don’t be stingy about saying “Thank You.”

30. Celebrate the values and the victories of team accomplishments by creating a spirit of community. Create a spirit of community. Schedule celebrations. Create a commemorative award honoring exemplary actions. Walk around. Install a public “Bragging Board.” Create opportunities for stories that exemplify the core values and accomplishments of the community.

31. The Leadership Challenge in relation to other Leadership Models Level 5 Leadership Jim Collins – Good to Great, 2001 Servant Leadership Robert Greenleaf – Servant Leadership, 1977 Principle-Centered Leadership Stephen Covey – Principled-Centered Leadership, 1991 Learning Organization Peter Senge – the Fifth Discipline, 1990 Stewardship Peter Block – Stewardship, 1993 A Great Place to Work Great Place to Work Institute – www.greatplacetowork.com, 2003.

32. Level 5 LeadershipJim Collins. Good to Great.

33. Servant LeadershipRichard Greenleaf. Servant Leadership. “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.” Calling, Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Growth, Building Community

34. Principled-Centered LeadershipStephen Covey. Principle-Centered Leadership. Four levels of Principle-Centered Leadership with Key Principles Personal – Trustworthiness Interpersonal – Trust Managerial – Empowerment Organizational – Alignment Characteristics Continually Learning, Service-Oriented, Radiate Positive Energy, Believe in Other People, Lead Balanced Lives, See Life as an Adventure, Synergistic, Exercise for Self-Renewal

35. Learning OrganizationPeter Senge. The Fifth Discipline. Build a Shared Vision – foster a commitment to the long term. Mental Models – focus on openness needed to unearth shortcomings in our present ways of seeing the world Team Learning – develops the skills of groups of people to look for the larger picture that lies behind individual perspectives Personal Mastery – fosters the personal motivation to continually learn how our actions affect the world. Systems Thinking – making full patterns clearer, helping us to see how to change them effectively.

36. StewardshipPeter Block. Stewardship. Willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of those around us. Service – choosing community over self-interest Partnership – democracy, not patriarchy Empowerment – flatten, participate, inform, reward

37. A great place to work is one in which you "trust the people you work for, have pride in what you do, and enjoy the people you work with."

38. LPI Results Components Summary Page Summary Graph Percentile Rankings LPI-Behaviors Ranking Individual-Practice Page Individual-Practice Graph

39. Summary Page

40. Summary Graph

41. Percentile Rankings

42. Behavior Rankings

43. Individual-Practice Graph

44. NELD COHORT RESULTS

45. Cohort Conversations Group of three colleagues meet. 1st 30 minutes, colleagues share their LPI feedback on the dimension. Colleagues help their teammate understand and interpret the feedback. Use the “Cohort Conversation” guide – p. 1. In last 5 minutes, record individual notes on the appropriate “Emerging Thoughts” pages in the “Cohort Conversation” guide (pp. 2-6). Repeat process for the next dimension. Return here for Q&A and general discussion as scheduled.