The leadership challenge workbook free download

The Leadership Challenge, Fourth Edition, has been extensively updated with the latest research and case studies, and offers inspiring new stories of real people achieving extraordinary results. The authors' central theme remains the same and is more relevant today than ever: "Leadership is Everyone?

This edition, with almost one-third new material, emphasizes the global community and refocuses on business leaders. This new guide from Kouzes and Posner, written in conjunction with coaching experts Elaine Biech, provides practical information and tools for integrating The Practices of Exemplary Leadership into a coaching practice or program.

Filled with best practices and success stories as well as worksheets and checklists, this comprehensive resource enables coaches to quickly and easily adapt their coaching regimen to include The Leadership Challenge and the Leadership Practices Inventory LPI. The Challenge Continues program offers you the opportunity to take a deeper dive into the Enable Others to Act leadership practice. Designed for leaders familiar with The Leadership Challenge principles and its Five Practices of Exemplary Leadership foundational model, this new program addresses the important question: "What's Next?

Beginning with a focus on what you have already accomplished and what has gone well with this Practice, the pages then guide you through several interactive exercises and a practical process for expanding and refining your Enable Others to Act skills.

You will also explore ways in which can develop your team members and influence the broader spheres of you work unit or organization. Finishing up the module with a detailed action plan, you will leave the session with a detailed map for continuing your journey toward exceptional leadership.

The Challenge Continues program offers you the opportunity to take a deeper dive into the Model the Way leadership practice. Beginning with a focus on what you have already accomplished and what has gone well with this Practice, the pages then guide you through several interactive exercises and a practical process for expanding and refining your Model the Way skills. Strengthening Credibility Author : James M.

Through practical individual activities, the reader will assemble a blueprint for implementing the principles of credibility in their everyday practice of leadership. It is the gold standard for research-based leadership, and the premier resource on becoming a leader. This new edition, with streamlined text, more international and business examples, and a graphic redesign, is more readable and accessible than ever before.

The Leadership Challenge, Fourth Edition, has been extensively updated with the latest research and case studies, and offers inspiring new stories of real people achieving extraordinary results. The authors' central theme remains the same and is more relevant today than ever: "Leadership is Everyone?

This edition, with almost one-third new material, emphasizes the global community and refocuses on business leaders. The guide includes language, guidance, and activities for teaching each Practice and its associated leadership behaviors, as well as tips for coaching students through their leadership development. It also includes direction on using the Student Leadership Practices Inventory, advice for working with students using the Student Workbook and Personal Leadership Journal, and curriculum suggestions for different educational contexts.

Score: 5. They need to turn to what's real and what's proven. In their engaging, personal, and bold new book, Kouzes and Posner reveal ten time-tested truths that show what every leader must know, the questions they must be prepared to answer, and the real-world issues they will likely face. Based on thirty years of research, more than one million responses to Kouzes and Posner's leadership assessment, and the questions people most want leaders to answer Explores the fundamental, enduring truths of leadership that hold constant regardless of context or circumstance-leaders make a difference, credibility, values, trust, leading by example, heart, and more Shows emerging leaders what they need to know to be effective; fans of The Leadership Challenge will find a dynamic new look at the real challenges leaders face today Drawing from cases spanning three generations of leaders from around the world, this is a book leaders can use to do their real and necessary work-bringing about the essential changes that will renew organizations and communities.

The Facilitator's Guide provides everything needed for high-impact workshops for leaders and managers, including an introduction to the model, instructions for conducting the Workshop, and a script for presentation delivery. El Taller The Leadership Challenge? El desafio del liderazgo le brinda la posibilidad de hacerlo--de tomar la iniciativa, aprovechar las oportunidades y marcar la diferencia. Respaldado por mas de 20 a? Este Libro de tareas del participante esta dise?

Basadas en el celebre modelo Five Practices of Exemplary Leadership? Las cinco practicas de liderazgo ejemplar de Kouzes y Posner, las paginas interactivas lo ayudan a descubrir el significado mas profundo de: A medida que avance en este Libro de tareas, pronto descubrira que la experiencia del Taller The Leadership Challenge?

Han estado trabajando, escribiendo y ense? Employees become exhausted, frustrated, and sometimes entirely disenchanted—and often, they are tempted to simply give up.

But the research conducted by Jim Kouzes and Barry Posner over the last two decades clearly shows that successful leaders find ways to combat these negative feelings by encouraging the hearts of their team members. This workbook, based on the model presented in the bestselling book Encouraging the Heart, guides readers through seven essentials of encouraging the heart: set clear standards, expect the best, pay attention, personalize recognition, tell the story, celebrate together, and set the example.

The authors also provide a question self-assessment to help leaders determine how they are doing and where they should focus their development efforts. An Innovative Tool for Enhancing Vision Skills Throughout 25 years of leadership research, bestselling Leadership Challenge authors Jim Kouzes and Barry Posner have consistently found that Inspire a Shared Vision is the practice that differentiates leaders from other credible people.

They've also found that, for most leaders, it is the toughest practice. Vision is one of those words that evokes ridicule and awe, cynicism and mystery, confusion and inspiration.

It's one of the most misunderstood words in the leadership lexicon. It will guide you through the process of developing a clearer picture of that ideal future, and then it will help you to communicate it more effectively to those who can help you implement it. In addition, the workbook contains sections that will enable you to make your team a more forward-thinking group and your organization a more visionary place.

And because visions are co-created and shared, there is a section on how to build visionary skills in others. Provides what is needed to prepare for and deliver a high-impact leadership development program for leaders at all levels.

This title includes an introduction to the model, detailed preparation instructions and checklists, and a customizable presentation script for conducting the standard 2-day workshop. A Book by James M. Kouzes,Barry Z. All Rights Reserved. For more information, please visit www. Publishing this book is a project. Getting a new product launched is a project.

Making a movie is a project. Implementing a quality improvement process is a project. Remodeling your house is a project. Raising funds for a new homeless shelter is a project. Some projects are small projects within big projects. And, usually, one project leads to another.

Although there are some projects about keeping things the same, those are not leadership projects. Select a project that involves starting something new or making changes in how something is being done or both. You may be a contributor on a number of projects, but for purpos- es of this Workbook, select one for which you are leading the effort. Whatever is the case, select a project for which you are the leader.

At the end of the pro- ject, a new product will have been successfully released, a new system successfully installed, the top of a mountain successfully reached. There are projects you might do by yourself, but you cannot do a leadership project by yourself. It takes a team to get extraordinary things done in organizations.

While you should seek to improve your leadership in whatever you do, for purposes of this activity you should select something that is not too far along in the process. Select a project that represents a significant challenge to you. We know from our research that challenge is the opportunity for greatness. New assignments, turnarounds, cross-cultural experiences, and the like are good candidates for projects that offer that kind of opportunity. Now—use the Personal-Best Leadership Project worksheet that begins on the next page to describe your project.

In the next five chapters, you will explore the five leadership practices in turn, with a focus on expanding and enhancing your own leadership practices as you lead this project.

We believe that the questions and activities on those pages will be instrumental in your achieving a personal best. It does not have to be a project at the office. Your project can be one that involves your community, religious organization, volunteer association, or your work. You will find that you can use this Workbook for all kinds of change initiatives.

Identify the project you have selected to work through in this Workbook. Now look at what you know so far about this project. Remember, you may not be able to answer all of these questions, so respond to what you can and come back to this section when you can complete the rest. What are the challenges that you face in leading this project?

Team member: Team member: Team member: Team member: Team member: Team member: Team member: Team member: If you have more than eight team members, photocopy this page or continue on another sheet of paper.

What other stakeholders have a vested interest in the success of the project? A stakeholder might be a peer whose support you need, your boss or another manager in your organization, a vendor, or a key customer or client who may be using what you produce as a result of the project. What criteria will each stake- holder use to measure success?

List several words that describe those feelings, such as excitement, dread, panic, anticipation, and so forth. What aspects of this project do you expect to be frustrating or difficult? List the specific aspects of this undertaking that are most challenging. Why is this project important. To you? To your organization? The purpose of the retreat was to develop a set of principles that will serve as a guide for all team members. She began by sharing her personal values and then engaging the team in a discussion of their person- al values.

At the retreat the team developed a set of common values and made a com- mitment to discuss this with all their direct reports after the meeting. On important national holidays, he and other corporate office staff members work in the stores so that employees can spend time with their families. The division manager of an electric and gas utility works diligently to demonstrate the importance of customers. The first agenda item in her staff meetings is always cus- tomer satisfaction.

The new superintendent of a major inner-city school system inherited a district that, like many, faced a huge budget deficit, had a majority of students with below average standardized test scores, enrolled a highly diverse student body, and had a host of other problems.

He wanted to demonstrate his commitment to improvement in a highly visible manner. On the first day of school he held a district-wide rally at a large stadium near downtown. It was attended by students, teachers, and adminis- trators from all over the district. He wrote a personal pledge to all, and he had a local superior court judge administer this oath to him before the entire audience. He then repeated this act every year he was superintendent.

Identify two or three that were the most meaningful, energizing, enriching, and fun for you. What would you say characterized these experiences? What made them meaningful, energizing, enriching, and fun? What made you want to continue to be part of them?

Make a list of these attributes. What two or three things do you hope to hear them say? What are you already doing to help create this legacy? Application 1 Clarify Your Values The late Milton Rokeach, one of the leading scholars and researchers in the field of human val- ues, referred to a value as an enduring belief about the way things should be done or about the ends we desire.

Your values are the underlying principles that guide your decisions. Identify Your Values For this project, which values are most important to its successful completion? What princi- ples do you want everyone to understand and hold as priorities? On the blank lines at the end of the list, add any values that you think are missing. Then put check marks next to the seven values that you feel are most important in the success of your project.

This kind of conflict cannot be avoided. Then distribute a total of points among the seven. Be sure to assign a numerical value to each of the seven priorities—if you decide not to assign a numerical value to a priority, it should not be on your list.

Value Points Total Points: Now what does this activity tell you about what you feel is most important? So take a moment to do a fitness check. If yes, take them out and look at them. For instance, you may observe that whenever something needs to be done, individuals go off to their own cubi- cles or offices and work alone, implying that this organization values individual achieve- ment as compared to teamwork and collaboration. Another clue that this is a value is that all awards and recognitions are given to individuals and not to groups.

Where is there alignment? If not, determine how you are going to resolve the conflict. One way is to engage in a dialogue with your manager about the situation. Another way is to talk it over with your family or a close colleague.

Whatever the root cause, you must address the conflict. You can- not be a good role model of what the organization values if you are not fully on board with it. If you have not done so already, now is the time to talk to your team about values. Note: If you have not yet assembled your team, come back and do this activity after you have. It would be great if you could do this in a retreat setting. Let people know ahead of time that you are coming together to talk about the principles that will guide your decisions and actions as you move forward.

Have them select the values they think are important. Tell them you have already done this, and you now want them to do the same. Tell them about any conflicts and tensions you might have had in the process. By doing this you are already setting the example of what you expect of people, and you are also working to build your own personal credibility.

Ask everyone to share the val- ues on their lists. What values do a majority of the group hold? Where are there conflicts? For exam- ple, do a majority of the team members value teamwork and collaboration, but a few value individualism and independence more? Discuss how these kinds of tensions can be resolved.

Post this credo prominently so that the values are visible as a reference. So it is with your leadership actions. The extent to which your actions are consistent with your words determines your personal credibility.

The extent to which your actions are consistent with shared values determines your leadership credibility. As project leader, what can you do to demonstrate the importance of the shared values to the team members, to colleagues, and to management? Brainstorm two or three actions you can take to show your commitment to each value.

The actual allocation of your time to key values sends a mes- sage. For example, if creativity is on the list of principles important to the project, then you need to spend some of your own time in pursuit of creativity.

It might be by visit- ing a product design firm to see how they stimulate creativity, or it might be by partic- ipating in a team brainstorming session. Where and how do you need to spend your time? The way you handle specific important events or episodes in times of stress and challenge can be opportunities for demonstrating commitment to a value. If you are true to the teamwork value, you will be clear with this individual that you expect him to come prepared like everyone else.

There are no exceptions, regardless of how many sales he makes. You will then set some very spe- cific next steps for meeting with this individual to monitor his progress and to offer coaching if needed. What are some ways you can prepare yourself to handle potential critical incidents?

Where and when can you tell the story about what this person did so that others can learn from it? Note: If you are just beginning your project, you might have to come back and answer this question later. Words are very powerful, and you need to choose them carefully. Similarly, the questions you ask can stimulate action in a particular direction. What words do you want to make sure you avoid and discourage?

What questions can you ask to stimulate people to align their thoughts and actions around the core values? If you do not have an action for each shared value, then make a note of it so that you come back to it later.

Based on your experience with these application exercises, what do you need to do in order to improve how you Model the Way during this project? We define vision as a unique and ideal image of the future for the common good. Here are examples from our personal-best cases of actions that helped some leaders Inspire a Shared Vision.

An insurance executive assigned each of his dozen team members three different mag- azines and newspapers to read. Some were popular magazines and others were indus- try-related. The task of each reader was to look for articles that had implications for their business in the future and then to write one-page summaries of the trends and their implications for the business. Each quar- ter the team members would meet to discuss their work and look for themes. This process of continually scanning the horizon for emerging trends helped the team stay ahead of the curve.

A forest ranger was heading up a reforestation project after a major fire. It was something for his grandchildren and great-grandchildren. The president of a financial services company needed to get his organization on board with a new range of services that were a break from the tradition of the com- pany. At the annual management off-site retreat, everyone was asked to write down one dream they had for the future and then paint it onto a piece of ceramic tile.

That evening, the managers stood around a bonfire, read what they had written, and then placed the painted ceramic tile in the fire. The next morning when they arrived in the meeting room they saw a large multi-media art piece that had been constructed from their tiles. The image was of a man looking through a telescope into the future. The community outreach program coordinator of a state university wanted to provide an educational and service opportunity for students to engage with issues and people with whom they were unfamiliar.

She shared her own genuine excitement with others and saw their enthusiasm and energy increase. These experiences can be from twenty years ago or more, or they can be from the present.

The important thing is that they made a real difference in your life. Describe each experience in a few words. Do you see a pattern?

Is there a theme or two that connects them? What are the themes? About your hopes and dreams for the future? What do you hope that they will say about you? These younger workers are different from the Boomers. Both may be a part of your desired future, and data indicates that they have some different, and potentially competing, values. This trend would influence your project in the sense that you will need to find ways to accommodate both sets of values and be prepared to resolve conflicts.

If not, where do you need clarity, and how are you going to get it? As you did with Model the Way, you can engage in a dialogue with your manager about the situation. Whatever the root cause, this is something that you need to address. You will not be able to lead others to a place you personally do not want to go. You can hold that conversation over a series of meetings or on a retreat. You can do it one-on-one or in a group. At the conclusion of these conversations, help the group find common themes among the individual aspirations by asking the questions below.

Note: If you have not assembled your team yet, do this activity when you have. You need to write and rehearse your statement, whether you deliver it to one person at a time or to one hundred.

You give life to a vision when you infuse it with powerful language, with metaphors, stories, word pictures, and other figures or statements. Think of a vision as a song. All songs that stand the test of time are variations on a theme, and the words in the songs have a unique way of expressing that theme. Your vision needs to do the same. The following exercises are intended to help you develop a vision statement that will res- onate with your audience—one that will be remembered and repeated.

In so many organizations policies and procedures are like heavy stones around the necks of employees. They weigh us down. They get in the way of innovation and growth. They make employ- ees and customers furious. They make me furious! We are embarking on an honorable quest to remove those mighty stones from around our necks and use them instead as building blocks for a future in which we can and we will flourish.

Over the next two years, we will work together to create fully integrated and interactive systems for financial tracking and reporting. From where we are today, that may seem like trying to build the Pyramids at Giza. Without them, life would be arbitrary, uncertain, and subjective. Even dangerous. But I know that the organization is committed to this project and will give us what we need to complete it.

The final system will have all the elegance and durability of the pyramids. People will be able to access timely, relevant, reli- able, and secure information from their desktops.