8 ways to know if you are setting an example

Application of sound leadership principles and tools isn't haphazard according to James Kouzes and Barry Posner, authors of best seller, The Leadership Challenge. While serendipity may play a role, true leaders are continually seeking ways to learn and to establish themselves as credible leaders. They consciously establish the practice of modeling to ensure they are setting an example that others can follow(232).

What is key about setting the example is to behave in ways that are consistent with shared values. The very values that the organization, team or partnership defined collaboratively. The same values that every new employee is being orientated to when they come on the job. A common pitfall for leaders is that they operate under at Do as I Say, not as I do motive. This can be a dangerous road to plow and can often divert the leader into unwanted territory.

In what I consider to be one of the greatest books on leadership that every manager or aspiring leader should read, The Leadership Challenge, James Kouzes and Barry Posner, define 8 elements to behaving in ways consistent with your values. These may be obvious to some and to others there may be a new learning opportunity. All in all, check your own leadership style against this list and give yourself a grade.

1. Take a look in the mirror. Become more self-aware of your personal values. Not until you truly know yourself, strengths and weaknesses, know what you want to do, why you want to do it, you cannot succeed but in the most superficial sense of the word. And there is no way we can truly know ourselves if we don't take quiet time for reflection.


2. Write your leadership credo. It's time to define and clarify the principles by which you'll guide others to places they've never been before by translating your personal values and believe into a one-page leadership credo(233). After you have your credo to a place you wish to share it, first ask for feedback with those around you. Be open to receiving it and ensure that what you have written is clear so that others can support it.
   


3. Write a personal tribute and a tribute to your organization. This is all about writing down what the ideal image of yourself or of your team/organization. How do you want others to see you. What words or phrases do you most want others to say about you? How would you like to be remembered? The greater the clarity of, belief in, and passion for our personal standards of excellence, the greater the probability we'll act in concert with them.
   


4. Open a dialogue about personal and shared values. We know that shared values make a difference and that leaders represent groups. Leaders do do what we say we will do. So it's essential that you have a dialogue about your beliefs and those of your team. Model for the team that they too write their own credo so that collectively everyone can learn from the other what they value and stand for. Celebrate the similarities and the differences. It is a bonding experience that unites your team, they feel heard and acknowledged and that has power(235). This moves people from what we say we do to what we do!
   


5. Audit your actions. Practice what you preach and check your day-to-day activities against the published shared values. Ask, how do they align? And seek feedback periodically from others on how they see you doing with modeling your shared values. Remember, when we ask for feedback, we must remain open minded to receiving it or don't bother asking at all(236).
   


6. Trade places. Some of the greatest leaders have swapped places for a day or afternoon with another on their team. It is perhaps the best way to get to know the view from their chair. The corresponding benefit, others get to know the view from your chair too. Another way for management to show the trust they hold for their employees, at your next management retreat, don't leave the token manager behind, walk away and leave the operation in control of frontline staff. It makes a public statement that we trust you and builds confidence up and down in the org chart.
   


7. Be dramatic. It pays to consciously stage dramatic events to make a point or to hit home a fundamental value(238). And during times of change, this is of particular importance. This may be a high ropes course to build trust and teach teams about taking risks with one another. What ever you choose, design them to draw attention to critical values and priorities, even if you have to go out of your way to get the point across.


8. Tell Stories about teachable moments. Be constantly on the lookout for for teachable moments - those precious time when people's consciousness can be elevated(239). Often these occur at the peaks and valleys of the organizational experience. They are those moments to illustrate an important virtue can be old over and over again.

Coaching Questions:
* What three tips of the 8 will I implement immediately?
* Have I defined my core values?
* How will "auditing my actions" support my growth and that of my team?

Kouzes, James and Posner, Barry. "The Leadership Challenge." (San Francisco: Josey-Bass - 2nd ed.)

4 Executive Reasons to make Cookies for the Team.

When was the last time you enjoyed a fresh baked cookie? Not one you bought at the local Starbucks (although, their Oatmeal Cookies are great!), one that you made with your own hands?
Better yet, when was the last time you made cookies to share with your team?

Looking back to days of childhood past, do you recall how good it felt to come home from school to fresh baked cookies and a glass of milk? If your mom wasn't the June Clever type, worry not. Take a stroll down memory lane to a time when you enjoyed sharing a scrumptious, ooey, gooey delightful treat warm from the oven. Now catch a hold of that feeling it stirred inside. Got the picture?

As leaders, you demand a lot from those around you. Your expectations for top performance are set high and while that is necessary for the business demands, what are you doing to encourage the heart of your team? What have you done lately to stir a feeling of delight in the team around you?

When you are looking to boost productivity or roll out a new project, it is key to have mind and hearts prepared to receive and move. The next time, try baking the team some homemade cookies, you might just be surprised what you get on the other side. Today we'll share just 2 of the 4 reasons to make cookies for your team. We want to set you up for success, consider these tips as two keys to your teams success.

Reason #1 - Acknowledges you notice. Just like when you were a kid and mom made you your favorite cookie, those we lead on a day to day basis want to feel that they matter. They want to feel that we appreciate the little and the big things. Nothing says 'I see you' better than a homemade cookie on a whim.

Reason #2 - Encourages the heart. Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes. (Kouzes/Posner)

Later we will go over the remaining two reasons to make cookies for your team. If you don't have a recipe to dive into in the kitchen, just sign up here to receive two of my favorite cookie recipes, they always work for me when I am in the mood to bake.