Part Five – Enable Others to Act

Part Five – Enable Others to Act

Chapter Nine – Foster Collaboration

You can't do it alone.

Exemplary leaders focus on creating value for their customers.

Individuals who are unable to trust others fail to become leaders, precisely because they can't bear to be dependent on the words and work of others.

Leaders put trust on the agenda; they don't leave it to chance.

Trust is the most significant predictor of individuals' satisfaction with their organizations.

Knowing that trust is key, exemplary leaders make sure that they consider alternative viewpoints, and they make use of other people's expertise and abilities.

Leaders go first. That includes going first in the area of trust.

By attitude and action, Harry was earning the trust of his constituents.

Successful leaders and team members subordinate their own goals to the service of a greater good.

A focus on collective purpose binds people into cooperative efforts.

Tasks must be structured so that each person's job makes a contribution to the end result.

To develop cooperative relationships, leaders must quickly establish norms of reciprocity within teams and among partners.

The norm of generalized reciprocity is so fundamental to civilized life that all prominent moral codes contain some equivalent of the Golden Rule.

Rewarding joint effort is important and it is difficult when your entire population is a group of high-achieving professionals who trade on their connections and intelligence.

Emphasizing the long term is also effective in helping people deal with short-term setbacks.

Human networks make things happen. Constant talking on the phone.

Knowing stuff doesn't necessarily translate into action.

The new currency of the Internet Age isn't simply intellectual capital, it's social capital–the collective value of the people we know and what we'll do for each other.

The most well-connected individuals are those who have played the greatest variety of roles in their lives.

The New New Thing is neither new nor a thing. It's trust.

Maggie modeled the value of collaboration by sharing information herself.

Emotional intelligence is no passing fad.

The old American myth that competition is the path to business heaven has died a slow death.

Going first requires consider self-confidence.

Trust is contagious.

People need to feel that their voice matters and that their vote counts.

Practice listening. Remember that listening doesn't mean not speaking. It may mean asking questions for clarification or paraphrasing what someone else said.

Always say “we,” not “I”

They are at once experts and interdependent team members.

Bear in mind that the purpose of jigsaw groups (a training technique where each team member is given a piece of the puzzle) is to build cooperation, not just a product.

Begin a problem-solving sessions by asking the involved parties to state their areas of agreement first, rather than their differences.

You want to create a sense of mutuality.

Leaders must generate alternative currencies, customizing rewards to the needs of the different parties included.

In this virtual world people are losing the ability to listen and interact. There are two prerequisites to a “human moment”: physical presence and attention.

The most genuine way to demonstrate that you care and are concerned about other people as human beings is to spend time with them. Five or ten minutes at a time is sufficient, if done regularly.

Don't wait for someone else to make the connections; take charge and make it happen.

Create places and opportunities for informal interactions. Increase the connections and interactions among employees.

Chapter Ten – Strengthen Others

My challenge was to instill confidence in them and help them recognize their abilities.

Understand what each person aspired to and enjoyed doing.

Rather than dwelling on areas in which they lacked skills, I pointed out the importance of them playing complementary roles.

While lack of experience was unavoidable, lack of knowledge or enthusiasm were not acceptable.

Exemplary leaders make other people feel strong.

People who feel powerless, be they managers or individual contributors, tend to hoard whatever shreds of power they have.

Feeling powerful–literally feeling “able”–comes from a deep sense of being in control of life.

A key factor in why people stay in organizations is their managers. It's equally important in why people leave organizations.

In a sense the leader acts as a coach and an educator, helping others to learn and develop their skills, and providing the institutional supports required for ongoing, experiential learning and maturation. In the final analysis, what leaders are doing is turning their constituents into leaders themselves.

Leaders accept and act on the paradox of power: we become most powerful when we give our own power away.

Encourage others to act as leaders.

Shared power results in higher job fulfillment and performance throughout the organization.

When leaders share power with others, they're demonstrating profound trust in and respect for others' abilities. When leaders help others to grow and develop, that help is reciprocated.

People who say “Yes, I Can” and realize that “I Make A Difference” in their organizations know that what they do matters. This feeling of personal effectiveness leads them to take it upon themselves to do whatever is needed to bolster organizational vitality.

It is not a matter of giving people power–it's liberating people to use the power and skills they already have. What we often call empowerment is really just letting people loose, liberating them to use their power.

Leaders are transformational in that they enable people to transcend their own self-interests for the good of the group or the organization.

Providing choice (greater latitude and discretion) was essential for enabling people to apply such concepts as “continuous improvement” to the government or public sector.

The energy that can be unleashed as a result of giving people choices is life-sustaining: control over your destiny can save your life!

Narrow job categories confine choices, broader ones permit increased flexibility and discretion.

To create increasingly adaptive systems, leaders must support more and more discretion to meet the changing demands of customers, clients, suppliers, and other stakeholders.

A study of the U.S. Navy's best ships revealed that their commanding officers give top priority to the development of their sailors.

Leaders are genuinely interested in those they coach, having empathy for and an understanding of each of their constituents.

Jack Stack writes, “The best, most efficient, most profitable way to operate a business is to give everybody in the company a voice in saying how the company is run and a stake in the financial outcome, good or bad.” At Stack's company 86 percent of the training budget is spent on educating everyone to be a businessperson.

I was constantly involved and interacted with team members on a daily basis, providing guidance, support, and feedback as they moved along. In this way, she worked to make them individually, and collectively, more capable of working on their own, with a strong sense of ownership and accountability.

Gabrielle struggled a bit with giving power away–and found the effort well worth it. As she recalls, “I learned that if you challenge and empower people, they will produce incredible results. It gives them a sense of pride, authority, and the confidence to do well.”

Each of us has an internal need to influence other people and life's events so as to experience some sense of order and stability in our lives.

Decision making was a skill developed through practice. The more one worked at it, the more capable one became.

Leaders develop the capabilities of their team and foster self-confidence through the faith they demonstrate in letting other people lead. In taking these actions, leaders act as coaches, helping others learn how to use their skills and talents, as well as learn from their experiences.

The people who make a difference in our lives are not the ones with the most credentials, the most money, or the most awards. They are the ones who care.

Ask lots of questions to guide their thinking.

Peer expectations are a powerful force in motivating us to do well.

Accountability was pushed by reminding the operators to “focus on the problem, not the person.”

Strengthening others is essentially the process of turning constituents into leaders–making people capable of acting on their own initiative.

Power doesn't flow to unknown people; becoming powerful requires getting noticed.

In strengthening your constituents ensure that they're highly visible and that individual and group efforts get noticed and recognized.

People who are most central to solving the organization's crucial problems and ensuring the company's long-term viability have the most power.

What's critical to an organization–and what the owners should know–is dynamic and ever-changing.

Most jobs are not particularly glamorous.

People prefer merit-based reward systems.

As a leader, you want to model the appropriate behaviors, provide guidance and coaching, maintain an environment that facilitates execution.

Gary had each person chair the meetings for a month.

Remember to provide the necessary resources–materials, money, time, people, and information–to perform autonomously.

Without education and coaching, people are reluctant to exercise their authority.

Your goal is provide people with competence and confidence.

Whether it's horseback riding or shipping products or developing software code, they all got confidence by doing something over and over again. Confidence is an aftermath, not a prerequisite.

Peter Drucker has observed that “knowledge workers and service workers learn most when they teach.”

Without a level of comfort (safety) people are generally unwilling to be vulnerable, to take in information that might seem threatening, or to develop new skills.

To further bolster a learning climate, schedule a once-a-month one-on-one dialogue, with each of your direct reports, using tested and effective methods.

Part Four – Challenge the Process

We are now on part four of my notes from the book The Leadership Challenge. As I said when we began, I hope my effort will spare you from having to read the entire book.

Part Four – Challenge the Process

Chapter Seven – Search for Opportunities

Leadership experiences are, indeed, voyages of discovery and adventures of a lifetime.

You want to be looking around, every day, for opportunities to improve. Constant learning is a key.

Professionals act as they must, not as they feel.

I'd rather ask forgiveness than permission.

The personal-best leadership cases were about radical departures from the past, about doing things that had never been done before, about going to places not yet discovered.

When people think about their personal bests they automatically think about some kind of challenge.

Leaders search for opportunities to change, grow, innovate, and improve.

To search for opportunities to get extraordinary things done, leaders make use of four essentials: seize the initiative, make challenge meaningful, innovate and create, and look outward for fresh ideas.

Stress always accompanies the pursuit of excellence, but when we're doing our best it never overtakes us.

Legendary Hollywood super agent Irving (“Swifty”) Lazar once said, “Sometimes I wake up in the morning and there's nothing doing, so I decide to make something happen by lunch.”

One reason is that proactive people tend to work harder at what they do. They persist in achieving their goals; others tend to give up, especially when faced with strong objection or great adversity.

People who are high in self-efficacy–who consider themselves capable of taking action in a specific situation–are more likely to act than those who are not. The most important way leaders create this can-do attitude is by providing opportunities for people to gain mastery on a task one step at a time. Training to crucial to building self-efficacy and to encouraging initiative.

Raise the bar a bit at a time.

The best leaders know that simply saying “I know you can do it; I know you can do it” actually works.

Leaders must be agents of change.

Seizing the initiative has absolutely nothing to do with position. It's about attitude and action.

Just do it!

All of the nominated historical leaders were people with strong beliefs about matters of principle.

What gets you going in the morning, eager to embrace whatever might be in store?

Climbing mountains is a great metaphor for the process. It is not easy. Recently Malcolm Gladwell's book Outliers popularized the idea of the 10 year rule.

When it comes to excellence, it's definitely not “what gets rewarded gets done,” it's “What is rewarding gets done.” You can never pay people enough to care.

True leaders tap into people's hearts and minds.

Reliance upon external incentives and pressures doesn't liberate people to perform their best, and it constrains leaders from ever learning why people want to excel.

Work is an expression of our soul.

When we're faced with new challenges–whether personal, organizational, economic, or technological–we live with a high degree of ambiguity.

Leadership is inextricably connected with the process of innovation.

Energize everyone to try new things.

The challenge of creating a new way of life is intrinsically motivating to leaders and constituents alike.

In today's “always on” world, where the mobile phone rings in the restaurant bathroom, it's all too easy to get caught up in the routine and the trivial, ensnared in an activity trap.

The issue isn't whether to have routines but which routines to have.

It's only by staying in touch with the world around them that leaders can ever expect to change the business-as-usual environment.

There simply aren't enough good new ideas floating around the lab when people don't listen to the world inside.

A good leader gets down and works in the trenches. He makes calls with sales associates, etc.

Seeing and hearing things with your own eyes and ears is a critical first step in improving or creating a breakthrough product.

The challenge of change is tough; it's also stimulating and enjoyable.

Even if you've been in your job for years, treat today as if it were your first day.

Stay alert to ways to constantly improve the organization.

Be an adventurer, an explorer.

People do better work when they feel challenged.

Where is there a chance to stretch your strengths a bit so that you're succeeding and learning at the same time? The opportunities are there; you just need to see them.

There's no better way to test your limits than to voluntarily place yourself in a difficult job.

People who have never been asked for the time of day often thrive when given problem-solving tools and opportunities to contribute.

Be sure you know what motivates each of your team members and what they find challenging.

Make the search for opportunities a fun adventure.

Fun is certainly one of the obvious characteristics at Southwest Airlines; in fact, having a sense of humor is an explicit hiring criterion.

Vow to eliminate every stupid rule and every needless routine.

Even the best teams get stale and need to be refreshed. Force them to interact with others.

Let anyone who wants to contribute take part in creation and innovation.

Amazing things could happen at your organization if you provide the tools and the structure and allow all the minds to contribute.

Keep your antenna up, no matter where you are.

Chapter Eight – Experiment and Take Risks

We must do the things we think we cannot.

Encourage people to do things most have never done before, to experiment with themselves, to stretch and break their self-imposed limitations.

Fear and apprehension are greater barriers to success than the actual difficulty or danger of the experiment itself.

The elation of victory over crippling doubts.

True leaders foster risk taking, encouraging others to step out into the unknown rather than play it safe.

Leaders challenge people, sometimes to their very cores.

The most effective change processes are incremental; they break down big problems into small, doable steps and get a person to say yes numerous times, not just once.

Researchers have found that rapid prototyping, and plenty of it, results in getting higher quality products to the marketplace more quickly.

Progress today is more likely to be the result of a focus on incremental improvements in tools and processes than of tectonic shifts of minds. Leaders keep the dream in mind; then they act and adapt on the move.

Leaders start with actions that are within their control, that are tangible, that are doable, and that can get the ball rolling.

Impatience and zest motivated her to do something – and her work has paid off.

Small wins work.

Much of the improvement was really part of the process of learning by doing.

One hour at a time. One day at a time.

The simple strategy of winning step by step succeeds while many massive overhauls and gigantic projects fail.

Experimentation is key to challenging the process.

Acting with a sense of urgency is another strategy leaders use to mobilize for fast action. Waiting for permission is not characteristic of people who get extraordinary things done, whether leaders or individual contributor.

Small wins breed success and propel us down the path. Experiments, pilot projects, and market trials all facilitate the process of getting started.

Above all, leaders just do it. Small victories attract constituents, create momentum, and get people to remain on the path.

It is failure which breeds success.

If you're not falling, you're not learning.

Learning curves invariably show performance going down before it goes up.

Leaders are simply great learners.

We're not about finger-pointing. Everyone is going to make mistakes.

Managers could be differentiated by the range and depth of learning tactics they employ.

Learning necessarily involves making some mistakes.

Some stress even energizes us. It is a distinctive attitude towards stress. It creates psychological hardiness. Hardiness, both singly and in combination with other buffers, is the most effective protector of health.

It isn't just innovation and challenge that play important roles in our personal progress; it's also the way we view the challenges that come our way. If we see them as learning opportunities, we're much more likely to succeed than if we see them simply as check marks on a report card.

Hardiness can be learned and cultivated at any time in life.

No one will follow someone who avoids stressful events and won't take decisive action.

We need to believe that we're dedicating ourselves to the creation of a noble and meaningful future that is worthy of our best efforts.

Another variation on “little experiments” is to try out lots of ideas.

Leadership is often akin to recruiting volunteers.

If people are forced to copy the model, they won't develop a feeling of ownership of their project.

Whatever team members do, your job is to encourage them to test and learn.

To move us out of our comfort zones, leaders should be on the lookout for ways to eliminate firehosing (dousing ideas before they can flare up)

Leaders encourage people to break out of mindsets by questioning routines, challenging assumptions, and, with respect to appreciating diversity, continually looking at what is going on from variously changing perspectives.

Once you've set your sights, move forward incrementally. Don't attempt to accomplish too much at once, especially in the beginning.

Let people start on the beginners' slope and work their way up to the advanced.

Keep people focused on the meaning and significance of the vision, and remind them to take it one day at a time (or one hour at a time, if necessary).

It's a lot more productive to make a little progress daily than to attempt to do the whole task all at once.

Choice builds commitment and creates ownership, and making people feel like owners is key.

You have an opportunity for “guided autonomy.”

The art of leadership lies in knowing how to create a sense of spaciousness while staying focused on the horizon.

Don't say “yes, but,” say “yes, and.”

Don't expect perfection; do expect dedication.

No matter what your position or location, learning from mistakes–your and others'–is key.

Develop best practices based on everyone's cumulative experiences.

Part Three – Inspire a Shared Vision

Today is part three of my notes from the book The Leadership Challenge:

Part Three – Inspire a Shared Vision

Chapter Five – Envision the Future

Leadership is everyone's business.

If we don't have the slightest clue about our hopes, dreams, and aspirations, then the chance that we'll take the lead is significantly less.

Credibility is the foundation of leadership.

Bringing meaning to life in the present by focusing on making life better in the long run is an essential ingredient in getting extraordinary things done.

Leaders want to do something significant.

No one can impose a self-motivating vision on you.

One of the most important practices of leadership is giving life and work a sense of meaning and purpose by offering an exciting vision.

Venture capitalist, Geoff Yang, said he is willing to back men and women with great vision.

You need leaders that can keep people focused on two or three things that are most important.

Constituents of all types demand leaders be forward-looking and have a sense of direction. Leaders must develop this capacity to Envision the Future by mastering these essentials: discover the theme and imagine the possibilities.

Finding your vision, like finding your voice, is a process of self-exploration and self-creation.

You just have to be concerned and passionate about the future.

Launch a crusade.

When we gaze first into our past, we elongate our future.

Search your past to find the recurring theme in your life.

To be truly passionate about something you have to be willing to suffer for it.

Visions don't materialize magically in a sudden flash of light. They come, in part, from paying attention to what is right in front of us.

To be able to have a vision of the future, you have to be able to see the big story: to see trends and patterns and not just one-off or one-time occurrences.

Passion and attention go hand in hand.

(A leader) does whatever he can to understand the field of play.

It's the years of direct contact with a variety of problems and situations that equip the leader with unique insight.

Action and vision are intimately connected.

Get out and start doing something.

(After a moment of inspiration, you need to take action, you need to) test out the idea.

Believe there's a better tomorrow.

It's an iterative process.

Visions are about hopes, dreams, and aspirations. They're about our strong desire to achieve something great. They're ambitious. They're expressions of optimism.

It's one thing to go on an adventure just for the fun of it, it's another to do it because it feeds the soul.

Blend vision and fun.

The leaders were characterized by a dissatisfaction with the status quo and a belief that something better was attainable.

The ideals of world peace, freedom, justice, a comfortable life, happiness, and self-respect are among the ultimate strivings of our existence.

Uniqueness fosters pride.

Human memory is stored in images.

All of us make efforts to see the future.

Leaders must be think about the future and become able to project themselves ahead in time.

Leaders achieve their effectiveness chiefly through the stories they relate.

Discover those few higher-order values that are the idealized ends for which you strive.

The work was about a great cause.

The more comfortable you are in discussing your innermost wishes, the easier it will become to communicate a vision to others.

Martin Luther King Jr's I Have a Dream speech was (only) about seven minutes.

Be sure to adapt your stories to the changing times.

Keep in mind that your assumptions may blind you to new solutions. Keep your eyes open and look around.

Imagine what it will be like when you and your organization attain your vision.

Chapter Six – Enlist Others

Find out what motivates each member of the team and why they want to be part of the project.

You have to teach others your vision.

When relating hopes, dreams, and successes, people are almost always emotionally expressive.

The ability to exert an enlivening influence is rooted in fundamental values, cultural traditions, and personal conviction.

(MLK's dream was) a dream deeply rooted in the American dream.

What matters isn't the eloquence of the speech but the appeal of the message to the audience. For that appeal to exist, leaders have to understand others' dreams, and they have to find common ground on which to build a shared dream.

Ask good (and tough) questions.

One of the key characteristics of the leaders of companies who have been honored with America's highest award for quality is that they have impressive listening skills.

They develop a deep understanding of collective yearnings; they seek out the brewing consensus among those they would lead.

(Leaders spend time) finding out what's going on with (their constituents) and what they are hoping to achieve from their relationship with you.

There are common values that link everyone together: a chance to be tested and to make it on one's own, a chance to take part in a social experiment, a chance to do something well, a chance to do something good, and a chance to change the way things are.

Great leaders, like great companies and countries, create meaning and not just money. The values and interests of freedom, self-actualization, learning, community, excellence, uniqueness, service, and social responsibility truly attract people to a common cause. There is a deep human yearning to make a difference.

The most successful strategies are visions; they are not plans.

This sense of belonging is particularly key in tumultuous times, whatever the cause of the tumult.

All of us can enrich language with stories, references, and figures of speech; in fact, doing so is a natural way of communicating.

Metaphorical expressions are our way of communicating the active, pioneering nature of leadership.

Leaders learn to master the richness of figurative speech so that they can paint the word pictures that best portray the meaning of their visions.

We want leaders with enthusiasm, with a bounce in their step, with a positive attitude. We want to believe that we'll be part of an invigorating journey. We follow people with a can-do attitude.

(Charisma) has become are overworked cliché for strong, attractive, and inspiring personalities.

Leaders breath life into visions. They communicate their hopes and dreams so that others clearly understand and accept them as their own.

Identify those who have a stake today and will have a stake tomorrow in the outcomes of what you envision.

It is easy to get out of touch with people (so, we must keep the lines of communication open and working)

Your ability to enlist people depends on how effective you are at detecting the tie that binds.

The very best way to get to know what other people want is to sit down and talk with them on their turf.

Ask one simple question: “What do you want most from this organization?”

If people resist giving you their ideas or giving you feedback on your, try to involve them by offering a choice or list of alternatives. Once an alternative is selected, it becomes their idea. Remembering the Chinese is useful in this regard: “Tell me, I may listen. Teach me, I may remember. Involve me, I will do it.”

Renewing community and commitment to shared values and common purpose is essential.

Overcome the anxiety of public speaking.

There's no room for tentativeness or qualifiers in statements of vision.

You need not be a Pollyanna: talk realistically about the hardships and difficult conditions.

Practice expressiveness.

When it comes to visions, we're all from Missouri: we need to be shown.

Remember that symbols, not acronyms, capture the imagination.

Most famous speeches were not extemporaneous.

If the vision is someone else's, and you don't own it, it will be very difficult to enlist others in it.

You have to have faith.

Listening deeply makes a difference.

Another way to hang out, get your ear to the ground, and be in a position to listen to others is to change places for some period of time with one of your key constituents or stakeholders.

Gather critical information about what people care about and how well they understand what's going on in the organization.

Part Two – Model the Way

Today is part two of my notes from the book The Leadership Challenge. As you can see, my notes are syncing up with the book. Meaning, this is the second post and we are on part two in the book.

Part Two – Model the Way

Chapter Three – Find You Voice

To become a credible leader, first you have to comprehend fully the values, beliefs, and assumptions that drive you.

We admire most those who believe strongly in something, and who are willing to stand up your their beliefs.

To earn and sustain personal credibility, you must be able to clearly articulate your deeply held beliefs.

Credibility building is a process that takes time, hard work, devotion, and patience.

When sailing through the turbulent seas of change and uncertainty the crew needs a vision of what lies beyond the horizon, and they also must understand the standards by which performance will be judged.

Values are empowering. We are much more in control of our own lives when we're clear about our personal values.

Personal values are the route to loyalty and commitment.

People want to be part of something larger than themselves.

Leaders must pay as much attention to personal values as they do to organizational values if they want dedicated constituents.

Deep within us all there is something we hold dear, and if it's ever violated we'll weep and wail.

To find your voice, you have to explore your inner territory.

If you don't care, how can you expect others to do so?

Make a statement with your life that's consistent with your heart, that gives voice to what you really feel is important.

People try to model their behavior after those they admire and respect.

People burn out less from a lack of energy than from a lack of purpose.

Leadership is a means of personal expression.

Words matter. They are as much a form of expression for leaders as they are for poets, singers, and writers.

You have a responsibility to your constituents to express yourself in a singular manner.

Every artist knows that finding a voice is most definitely not a matter of technique. It's a matter of time and a matter of searching.

Read biographies and autobiographies about famous leaders … We do all this to learn the fundamentals … It's useful to read, observe, and imitate the practices of leaders you admire.

For aspiring leaders, this awakening initiates a period of intense exploration, a period testing, a period of invention.

You have to continuously ask yourself, How valuable am I?

You become the author of your own experience.

He had the courage of his convictions … this is how he wants to be remembered.

The ability to consistently deliver the message and act on it requires a high level of skill.

Acquiring competence is all about being genuine.

The ABCs of human action (are) Assumptions/values cause us to select certain Behaviors, and those behaviors have Consequences.

Ask your peers, managers, direct reports, spouse, friends, customers, and other constituents to give you feedback.

You must get (and accept) honest, straightforward feedback, or you have no objective measure of yourself.

Some people do yoga and meditate, other people go run out in the woods or dance or pray or keep a journal.

There's absolutely no way we can get to know ourselves if we don't take some quiet time.

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.

Write your credo … A one page Credo Memo

Ask (people) to give you feedback.

All great leaders were students as well as teachers.

They all share in common the love of stories that teach moral lessons (like Aesop's Fable)

To strengthen credibility you must continuously assess your existing abilities and learn new ones.

Identify the specific job-related competencies you need to master to lead your constituents.

Who is the very best in the world in your field, and how do you compare to that person?

Chapter Four – Set the Example

(You can do) something that had never been done before.

Leading by example is how leaders make visions and values tangible.

While credible leaders honor the diversity of their many constituencies, they also stress their common values.

Recognition of shared values provides people with a common language.

Shared values are the internal compasses.

People tend to drift when they're unsure or confused about how they should be operating.

Leaders must engage their constituents in a dialogue about values.

Leaders can't impose their values on organizational members.

Values should never be used as an excuse for the suppression of dissent.

(Being an effective leader is hard work)

We can't stress enough the power of the leader's example.

Leadership is a performing art.

It's all in the attention, the doing. It's application that challenges aspiring leaders.

How you spend your time is the single clearest indicator, especially to other people, about what's important to you.

Setting an example means arriving early, staying late.

Retired US Army General Norman Schwarzkopf was a master of creating moments of learning during critical incidents (Of course, it requires you to be comfortable confronting someone about their behavior.)

Rhetorical devices like stories, analogies, and metaphors are a persuasive and effective means of communicating ideas.

Questions frame the issue and set the agenda.

Measurement and feedback are essential to increase efforts to improve performance.

The most important role of rewards in modeling is to reinforce the key values.

Setting an example is essentially doing what you say you will do.

Leaders are constantly on the lookout for ways to establish themselves as leaders.

There are three central themes in the values of highly successful, strong-culture organizations:

High performance standards, a caring attitude towards people, and a sense of uniqueness and pride.

Don't stop at creating alignment; acknowledge that even good ideas grow stale over time. Be sure to set a “sunset statute” for any formal (organizational) values statement.

Constituents are attracted to leaders who are dynamic and energetic.

As leaders we must speak out strongly on behalf of our values and get others on the line to do the same.

Speaking with confidence yourself builds the confidence of your constituents.

You need some drama to get a point across.

Leaders are attentive to the use of ceremonies … In the performing art of leadership, symbols and artifacts are a leader's props.

Storytelling is such an effective leadership practice.

To be vivid, a story should be a bout a real person, have a strong sense of time and place, and be told in colorful and animated language. It helps immensely if you can talk from a first-person perspective.

Think of yourself as the chief historian for your team.

Shorter stories are generally more useful (during meetings.)

The key to good questions is to think about the “quest” in your question.

Maintaining credibility requires you to seek 360-feedback.

Let values be your guide, not old habits or the in-basket.