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Or they look for scapegoats to blame for their problems. Using their power, charisma, and communications skills, they force people to accept these distortions, causing entire organizations to lose touch with reality. At this stage leaders are vulnerable to making big mistakes, such as violating the law or putting their organizations' existence at risk.

Their distortions convince them they are doing nothing wrong, or they rationalize that their deviations are acceptable to achieve a greater good. His denial turned balance sheet misjudgments into catastrophe for the entire financial system. Fuld persistently rejected advice to seek added capital, deluding himself into thinking the federal government would bail him out. When the crisis hit, he had run out of options other than bankruptcy. It's lonely at the top, because leaders know they are ultimately responsible for the lives and fortunes of people.

If they fail, many get deeply hurt. They often deny the burdens and loneliness, becoming incapable of facing reality. They shut down their inner voice, because it is too painful to confront or even acknowledge; it may, however, appear in their dreams as they try to resolve conflicts rustling around inside their heads. Meanwhile, their work lives and personal lives get out of balance. Eventually, they lose their capacity to think logically about important issues.

Leading is high stress work. There is no way to avoid the constant challenges of being responsible for people, organizations, outcomes, and uncertainties in the environment. Leaders who move up have greater freedom to control their destinies, but also experience increased pressure and seduction. Leaders can avoid these pitfalls by devoting themselves to personal development that cultivates their inner compass, or True North.

This requires reframing their leadership from being heroes to being servants of the people they lead. This process requires thought and introspection because many people get into leadership roles in response to their ego needs. It enables them to transition from seeking external gratification to finding internal satisfaction by making meaningful contributions through their leadership. Maintaining their equilibrium amid this stress requires discipline. Some people practice meditation or yoga to relieve stress, while others find solace in prayer or taking long runs or walks.

Still others find relief through laughter, music, television, sporting events, and reading. Their choices don't matter, as long as they relieve stress and enable them to think clearly about work and personal issues. The reality is that people cannot stay grounded by themselves. Leaders depend on people closest to them to stay centered. They should seek out people who influence them in profound ways and stay connected to them. Often their spouse or partner knows them best. They aren't impressed by titles, prestige, or wealth accumulation; instead, they worry that these outward symbols may be causing the loss of authenticity.

Spouses and partners can't carry this entire burden though. We need mentors to advise us when facing difficult decisions. Reliable mentors are entirely honest and straight with us, defining reality and developing action plans. In addition, intimate support groups like the True North Groups, with whom people can share their life experiences, hopes, fears, and challenges, are invaluable.

Members of our True North Group aren't impressed by external success, but care enough about us as human beings and as leaders to confront us when we aren't being honest with ourselves. As Senator Ensign told his fellow senators in a farewell speech in May, "When one takes a position of leadership, there is a very real danger of getting caught up in the hype surrounding that status … Surround yourselves with people who will be honest with you about how you really are and what you are becoming, and then make them promise to not hold back… from telling you the truth.

Bill George discusses how powerful people lose their moral bearings. To stay grounded executives must prepare themselves to confront enormous complexities and pressures. Examples abound of other recent failures: Hewlett-Packard CEO Mark Hurd resigned for submitting false expense reports concerning his relationship with a contractor. This makes their behavior especially perplexing, raising questions about what caused them to lose their way: Why do leaders known for integrity and leadership engage in unethical activities?

Why do they risk great careers and unblemished reputations for such ephemeral gains? Do you have what it takes to become a pioneering thought leader who can create an ideas revolution? We are fascinated by stories of victory against all odds. We love tales of good over evil and take delight in seeing the underdog come out on top. And, we love to see people succeed without compromising their truth and integrity. In fact, there is always something very special about the Olympics that excites our own potential.

And one Olympic event in particular, the games of , I still find remarkable when I consider all that was achieved in spite of the greatest of odds. What I love about this story is no doubt true for others as well: This is especially true of the eight-man crew that won the Gold Medal in the Berlin Olympics.

In general, these young men were very different from the privileged and wealthy athletes that dominated the sport. This team did not take steroids. They did not use illegal equipment. They did not sabotage their competitors. In addition, the global backdrop for our Boys in the Boat is important to understand in order to fully appreciate all that they achieved. In , the United States was still entrenched in an economic depression. West China was in famine. Yet in spite of some very steep odds, in front of Hitler and the world, our USA eight-oar crew beat Germany and all competitors in an intense and very close race.

Their victory in Berlin demonstrated that leadership and integrity, the ability to overcome conflict, and a commitment to a greater good were key factors for success in the Olympics and beyond. In essence, The Five Practices were central to their success. To learn more, you can also check out this Facebook page dedicated to this inspiring true story: Bruce Leamon , M. He can be reached at bruce leamongroup. As a leadership coach, leadership presence and resilience have always been my interest. And recently, this really hit home as I walked the battlefields of Gettysburg with a Brigadier General from the U.

As we talked about all that happened on that sacred ground so many years ago, the leadership lessons became evident. It is clear that the generals and other corps commanders did not fight the Battle of Gettysburg alone.

Free Resources for Leaders from The Leadership Challenge

So, the question I came to consider was this: How were all those brave soldiers motivated to keep fighting—even willing to die? Inspire with a clear vision. Learning how to inspire through a common vision takes practice. Leaders can seek out feedback from trusted colleagues to get better at putting emotion and imagery into their visions.

How do I know they are getting what they need to be inspired? One of the most criticized decisions of the Battle of Gettysburg—a decision involving the attempt to take two important hills—was the result of what was clearly a miscommunication between General Robert E. Lee and General Richard Ewell. In fact, his choice of words turned out to be a serious misjudgment that resulted in the loss of lives and set a different course for the battle. Cultivating effective delegation skills is a crucial leadership competency. First and foremost, leaders must be clear about whether they just want a task done or whether they are actually delegating the authority to discern or change course, if needed.

Before delegating or giving even a simple directive, leaders should pause and consider whether authority is being delegated. How can I reinforce his or her role in a successful outcome?

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Be flexible in the moment. Each of the Gettysburg leaders had their own style, to be sure. But more than style, it was their behavior in the moment that determined whether an engagement was successful or not. Communicating in the moment is a complex task requiring not only a clear vision but important decisions about what and how much to communicate to those seeking direction. Think about what values you rely on to frame critical communication and directives?

Review those times when a quick analysis and decision was required. What can you learn from your actions and the ultimate outcome? Ask for feedback from those involved to gain their perspective. Enable, coach, and Encourage the Heart. Stories abound about how the Gettysburg leaders created instant relationships with their men. To follow a leader in any circumstance—especially under the most arduous situations—requires a humanistic connection. Respectful nicknames were common during this battle. On the battlefield, as in the workplace, the common thread that weaves through effective leadership is relationships.

Whether building immediate or enduring connections, the words and actions of leaders have a profound influence on those willing to follow and those willing to be a part of an ongoing drive for success. Take up the challenge, leaders. It just takes practice! In her executive coach and consulting psychology role, she helps leaders give meaning to their LPI feedback and move from intent to leadership action.

Leaders often fear the exposure and vulnerability that come with direct and honest feedback. Having one or more practice activities that you engage in on a daily basis will go a long way to improve the frequency of this essential leadership behavior and, as a result, improve your effectiveness as a leader. Begin today getting comfortable with honest dialogue by engaging at least one team member or constituent in conversation for feedback.

Reflect on that experience at the end of the day and write down your responses to the following: For an additional online activity, use the instant feedback of Twitter to build your feedback experience. Consider setting up a Twitter account for an appropriate project or initiative. Then ask your team members or constituents to report developments, react to ideas, and post suggestions online. Remember that leadership is a dialogue, not a monologue. A key component of that continuous improvement focus is leadership development. Indeed, a central belief sees leadership behavior as one of the key drivers of company culture, together with people programs, policies, and organizational structure.

Aligning Values and Leadership Behaviors. When it came time to conduct its strategic review a few years ago, the organization took action to revisit its vision, mission, strategies, brand promises, and culture values. Senior management felt that it was very important that the cultural values be the guiding principles and foundation for everything they did, and that the leadership team live by and lead with a set of leadership behaviors that reinforced and embedded those cultural values.

There was such close alignment that the decision to embrace and adopt The Leadership Challenge was an easy one. Engaging the HR team in formulating a new vision. As she considered each of The Five Practices, she saw how the behaviors and principles around Inspire a Shared Vision could be used to create an even more engaged HR team. In particular, she saw how this Practice could be used to enlist her HR team in creating a common vision. And she knew the forum she would use to put this new process to the test. Each year, the HR team holds annual review meetings to Challenge the Process by asking two key questions: What are we doing right?

Theresa and her managers h ad their own views about what they wanted the vision to look like and knew they could develop one in short order as a small leadership team. However, rather than developing and refining their vision just among themselves , they committed to making the vision process an inclusive one for the entire team.

And we put a lot of effort into crafting well-thought-out questions for this purpose. The full HR team visioning session began with important discussions around: All participants were asked to think high-level—as a team, as part of the larger organization—rather than focusing on their individual team roles. They were encouraged to consider all areas of their work for their input and ideas and, most importantly, to share their dreams for the future.

HR is a strategic partner to the business. We are a committed and professional team which contributes to making MTL an employer of choice. Cheer - Me - Up Stations , for example, started small. They initially were set up as kiosks, once every other month in different MTL work locations where people could come to get healthy snacks and drinks.

Staffed by members of the HR Employee Relations team around shift-change times, operations employees many of whom do not have work computers could learn about sports and recreational activities, volunteer work opportunities, staff benefits, policy changes, pay adjustments and bonuses , and more. The HR Employee Relations team also took the time to ask employees how they were doing—to provide an opportunity just to talk —and received very useful feedback regarding changes in company policies, ways in which HR could be of more assistance, etc. Walking the talk of The Five Practices.

The Five Practices are now deeply-rooted in the culture of the organization and, specifically, in the behaviors of its HR leaders. Now they are just part of my DNA. The learning of this Practice inspired Theresa Lai to hold multiple visioning sessions, inviting all team members to participate in crafting the overall vision and providing a forum for all voices to be heard. While regular review meetings are standard as a way of engaging the team in finding new ways to improve their work, incorporating the learnings of The Leadership Challenge has reinforced the importance of Challenging the Process for the team—to take the initiative to innovate and experiment.

Fostering collaboration, building trust, facilitating relationships, actively listening to all points of view. HR leadership did an exemplary job of involving all 18 members of the HR staff in the process of generating ideas on how to achieve the vision. They recognized team members by agreeing to do what they proposed, and supported the initiatives by actively participating in those activities. HR managers use the monthly meetings of the whole HR team to recognize efforts of team members in projects or for just going the extra mile. Creativity and innovation have continued to flourish within the HR units at MTL over the past 18 months.

In part this is a result of the exemplary leadership the HR Leadership Team modeled so that others could follow. It is also due to how fully the team embraced the Practice of Enabling Others to Act that resulted in the creation of their powerful vision that is driving positive organizational change and engagement. He can be reached at mdterence tacsen. Tom Pearce, a Certified Master of The Leadership Challenge, is a popular facilitator, speaker and team developer whose personal mission is to amplify the greatness of others. He enthusiastically carries out his vision through his coaching, training, and mentoring with clients across the U.

He can be reached at tompearce ileadusa. Years ago, I bought a piano. I always wanted to play.

Why Leaders Lose Their Way

But after a few short weeks, I came to the conclusion I had made a financial blunder in buying it. I still very much wanted to play the piano, but I discovered that I did not want to learn to play the piano! I also made note of something much more subtle that I will remember perhaps more than their opening session comments. They were present, engaged, and contributing. They participated in discussions. And they offered their experience and knowledge freely to all. Thanks guys for the clear reminder.

One of the keynote speakers, Dr. Leaders recognize that Challenge the Process is as much about challenging oneself internally e. And it seems there will always be an abundance of iron clad rules, routines, and personal beliefs conspiring to keep the status quo in place. That is why we need leaders to challenge the way things are done. There were a total of 26 breakout sessions, facilitated by practitioners from around the globe who openly shared their talents, experiences, and stories to help everyone in attendance learn to lead more effectively.

It was such a great example of mass collaboration and the collective desire to help everyone grow. There was, as always, an enormous amount of genuine and well-deserved praise and recognition provided. And one very important thing that attendees learned or re-learned was how vital encouragement is in creating an environment for extraordinary achievements to occur.

As many of us who are part of The Leadership Challenge Community know, a shared vision is different than a big, ambitious goal. Bravo to everyone at Wiley and elsewhere for their tireless work to bring that big vision to life in such a meaningful and rewarding way. I was thinking back on the presentation by keynote speaker Keni Thomas, one of the leaders of the 3rd Ranger Battalion immortalized in the book and movie, Blackhawk Down. The overarching message of his keynote was that leadership is all about the example you set.

And it occurred to me that there is a difference between an extraordinary storyteller and someone who changes lives. Nor will they forget the lessons he shared, about standing the line and never leaving anyone behind, especially those who might appear to be a little slower or more challenged in their learning.

Thank you for your service Keni, not only on the battlefield but for all the people in the world you continue to touch and inspire. All that being said…there is little I find more joyful and inspiring than being around really smart and creative people who are graciously willing to teach, coach, mentor and yes, be good friends.

Thanks to all for creating a stimulating and rewarding learning environment. Steve Coats, Certified Master of The Leadership Challenge, is managing partner and co-owner of International Leadership Associates, a leadership development education and consulting firm. Have you found meaning in your work?

Harry Stoner, the main protagonist played by Academy Award-winning actor Jack Lemmon, is successful by most external measures yet is on the edge of ruin as he struggles to find significance, inspiration, and meaning in his life. He wants more than just to survive. Indeed, he wants to be in love with something.

What does that look like? They have to be able to articulate to others what the meaning is in the work that they do. Think of this as one of the first steps on the path to having a vision. Leaders in the world of business often have trouble being visionaries within their organizations—and that often is a result of an inability to see meaning in their work. If your work simply represents a paycheck, it will no doubt mean no more than that to the people who report to you.

I encourage you to find meaning in what you do. This article was originally published on LinkedIn Pulse. Research has shown that people are more likely to honor their commitments when they share them with others. Tell your manager, your coach or a close colleague what actions you intend to take and when you will take them. Make an agreement to meet with that person at a certain time to review your progress. Kouzes and Barry Z. As leaders, facilitators, or coaches, we all have some idea of the impact we can have on others.

But our personal interactions with others—whether professionally or personally—can also be life-changing in the long term. This is a lesson that was brought home to me most recently during a memorial service for a long-ago colleague and friend. Originally from Australia, I currently live and work in the Middle East, in Dubai, but was back in my home-country after a protracted absence. Although we hadn't been in regular contact, his partner emailed me to pass on the news and to ask if there was anyone from all those years ago who could speak at the service.

It became clear my return was timely and I was very pleased to accept the honour myself. The heart-warming memorial service was held on a bleak, wintry day in my former hometown of Melbourne, attended by friends from his varied theatrical and television career. As I had also had a career in the television field as a producer of prime-time drama, I began my tribute by describing how I had first come to know our friend and colleague, when I was asked to take him on as a director.

Although I was more than a little reluctant at first, I came to see our friend for the exemplary leader he was, how over time he developed as a leader, the positive impact he had on those around him, and how he continually pushed his own creativity as well as the creativity of others. On reflection, much of what I spoke about during my tribute was how our mutual friend Modelled the Way and, as a result, how others developed a deep respect for him; how his attitude and what he spoke about inspired others and how he Challenged the Process—challenging himself and those around him to go higher, to deliver better results.

I told his gathered friends of the significant trust and respect that I developed with him, as his leader. After the service finished, I was approached by two former colleagues. It had been a long time since we worked together and even as they shook my hand and said their names, I still had trouble remembering more than a few fleeting details about them.

But as we caught up on what we had all been doing with our lives one of them said something which absolutely shows how Encourage the Heart resonates—has an often huge impact on the other person, not just in the moment but significantly beyond that. At least 25 years later he still remembered how I encouraged his heart! Did I remember sending those memos, which he still has?

Some of us might struggle to remember what a 'memo' was But the lessons from that encounter are very clear to me: Of course I remember even from back then when my own heart was encouraged. What I didn't expect, such a long time later, was that what I'd done to Encourage the Heart of another would still be remembered—and kept. What a gift this former colleague gave me after all those years, telling me that he still remembered what I did. What a lesson this is for leaders everywhere. What you say and what you do stays behind, like footprints in the sand.

As leaders, we have to make sure they're the 'footprints' we want to leave. And, as leaders, we have a choice in that. So often the leaders I'm working with struggle to Encourage the Heart for a variety of reasons, not the least of which is that others have not encouraged their heart.

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If only all aspiring leaders could grasp the idea that when you do this, it can resonate in the heart of the other person for such a long time and deliver such great results. Among his many contributions to the TLC community, he helped capture the powerful story of the Ministry of Tourism of Ajman one of the seven emirates of the United Arab Emirates into a video case study available on YouTube. Recently I spoke about leading change in challenging times to a group of child welfare professionals.

This leader told me of her renewed commitment to push local government and law enforcement officials to address the growing problem of heroin abuse in her Southeast Indiana community. Her passion and the potential impact of her work impressed and humbled me. And when I thanked her for working to make her community better, she also surprised me by responding, "You inspired me. That said, one of my core beliefs is that people want to contribute to something greater than themselves. I do want to help leaders help others get to where they feel that they are a part of something bigger—to be inspired by that bigger picture.

Charisma isn't limited to the great leaders like Martin Luther King. You show charisma when you speak—with conviction—about the meaning of your work, your world. Her leadership journey has included helping leaders at Charles Schwab and Company, Roche Diagnostics, and in her own consulting practice to fully engage those around them. She can be reached at renee harnessleadership. Indeed, it is the only thing that ever has. Working in this field of leadership development, every once in a while we get the chance to work with aspiring leaders and organisations that are truly destined to make a difference, to make our world—now and for generations to come—a better place.

Well, since that time Hanif, Sammy, and the rest of the young leaders at ACF have been very busy—raising their voices and Modelling the Way to make a change in the world. Appalled by the recent activities of the Islamic State IS organisation, in particular the barbaric acts of violence like those reported in such U. Their view was that what the members of IS were doing was the antithesis of Islam.

They also shared a belief that the only way to defeat the radical elements of Islam is for the moderate voice to prevail. They wanted to DO something. They decided to launch a social media campaign that has gone viral. From the streets of London to cities across the U. President Barack Obama, in his recent address to the United Nations General Assembly, paid tribute to the work of these young leaders. And within the local communities in London, it most importantly has engaged both moderate and radical Muslims and Christians in a debate about the kind of community they want to build. These young leaders of ACF have found their voices and, even more importantly, have found the courage to speak up in a deeply divided community.

No doubt there will be consequences, both good and inevitably bad. But this is exemplary leadership at its best—great leaders I think we all can learn something from. He can be reached at chris questleadership. For more information about ACF, visit www. One important challenge Jim Kouzes and Barry Posner often raise addresses an issue nearly every leader can identify with: In an event Jim participated in a while back with Sonoma Leadership Systems, he had a few suggestions that inspire us in our work with clients every day—a few simple yet powerful actions we all can take to thank and inspire others:.

Thank each person on your team at least once a day for contributing to high performance. Ask yourself "What have I done today that demonstrates the values that I hold dear to me? What will I do tomorrow to demonstrate my values? Then ask "What have I done this week to improve so that I am more effective that I was last week?

Delivering a wide range of Department for Work and Pensions DWP and Jobcentre Plus employment programmes, the company works closely with employers and partner organisations to empower individuals with the skills they need to move off benefits and into sustainable employment. With well-established roots in IT consultancy services, Seetec also supports employers with recruitment, training, and IT solutions, implementing customized, cutting-edge systems for businesses.

Within a year, a learning culture was taking root and the department had created a multitude of learning and development interventions to ensure that staff had a clear career path and routes for internal promotion. One of these successful programmes was the Leadership Academy that uses The Leadership Challenge as the foundation for empowering Seetec staff with the essential skills of effective leadership. Upon arrival at the workshop, attendees are provided with a full report that helps identify their areas of strengths and those that need improvement.

The following two days consist of a series of sessions, supported by The Leadership Challenge book and companion workbook, that explore in-depth each of The Five Practices so that participants can really focus on steps they can take to more frequently practice the behaviours of exemplary leaders in order to become more effective leaders themselves.

Now into its second year, the structure of the Leadership Academy has expanded to include additional learning components e. This additional course of study further supports The Leadership Challenge Practices and principles, and certifies participants as a qualified manager and leader. The Leadership Academy initially offered Manager-level staff the opportunity to take charge of their development and help them reach their career goals while also helping Seetec ensure that talented individuals remained within the business.

Now the programme reaches across the entire organization—from the initial group of junior managers to executives and members of the Board of Directors—to include all levels of leadership. And feedback has been very positive, such as what one Spring Board participant wrote:. Your life is great. Everything is moving along beautifully. Then, out of nowhere, something unexpected happens. As a result, you feel inspired, motivated, enthusiastic, creative, supported, understood and, ultimately, you feel brand new—all in two days.

The Leadership Academy has certainly delivered within its first year of implementation. Seetec has already seen a positive impact on the business and management retention rates have increased as program participants now feel supported and challenged and can see a clear career pathway.

We hope to have all of our managers experience the Leadership Academy within the next year and look toward further embedding a culture of learning throughout the organisation. To learn more about the Seetec Leadership Academy program, visit http: Approaching every challenging task with positivity and enthusiasm, she has created high quality, successful learning interventions including workshops, online and distance learning. She can be reached at claire.

Seetec is a leading provider in the U. Celebrating 30 years in the industry, the company employs over 1, dedicated individuals. What is important are the choices you make when stuff happens. Take one day this week and communicate with at least one new or under-used contact. Then at the end of the day, answer the following questions: What new insight did you gain from your exchange? How might you use or build on what you learned?

Should the contact be part of your regular network? What is the best way to share your knowledge? You also must stay sensitive to external realities. Consider using podcasts or video links from external sources to support innovative new ideas or approaches to the way you currently do business thinking. Use key words to search the Internet for free podcasts and videos. As a first step try searching blogs using free online tools such as socialmention.

These quick activities can help you specifically focus on LPI Item I search outside the formal boundaries of my organization for innovative ways to do what we do. When people are forced to leave their homes due to war, violence, or famine, they carry little with them but hope for a better future. Dotted across Africa, Asia, the Middle East, and other parts of the world, there are refugee camps filled with families with a desire to improve their lives yet without the tools to do so.

Many reside at these camps for years, struggling to get even the most basic necessities for their families. So, how can these families go from basic survival to improving their lives and communities? And what can mission-driven organizations do to help? The Society of Jesus, a religious order within the Catholic Church, is one of these mission-driven organizations trying to find solutions. Its members, known as Jesuits, are especially well known for their focus on education and social justice. Higher Education at the Margins JC: Open to people of all faiths, the JC: HEM program mobilizes the resources of the worldwide network of Jesuit and other universities to bring higher education to those who need it most.

Understanding the challenges that refugees face is to understand the mission of JC: If we tip this equation in those regions by making higher education accessible, will that lead to a decrease in poverty and a decrease in conflict? Even though it may take 20 to 30 years, those of us who have worked with these students believe it is possible. Refugee camps are filled with people of different races, ethnicities, and religions.

Refugees arrive with little, if anything, and often from opposing warring tribes. They must find a way to live peacefully, side- by-side, leaving behind old prejudices while wondering about the fate of the homes, families, and friends. In addition, camp life has its own struggles. Basic needs—such as quality sanitation, plentiful food, and safe, potable water—are difficult to meet. Refugees face overwhelming odds, both physically and mentally. In the midst of all this hardship is where JC: HEM has stepped in to provide opportunities for learning that offers these survivors a chance for a brighter future—for themselves and their families.

And it has built a curriculum focused on liberal studies and also on practical skills. The Diploma in Liberal Studies is awarded by Regis University, Denver Colorado, and several different universities award certificate-level programs.

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  • Marked by Magic.
  • America Under Fire.

This education empowers students to reclaim their sense-of-self and take a leadership role in their communities. Faculty from over 36 universities—primarily from the U. One online class, created specifically to help refugees develop essential leadership skills, uses The Leadership Challenge as the core text. And currently, professors from U. Neil Sparnon, the JC: As students learn leadership principles, they are able to apply them right away as leadership opportunities abound in these refugee camps. Domique, for example, is one individual who has taken a leadership role in his camp.

After completing his JC: HEM program, he began to work as a water and sanitation monitor. He instructs others on how to prevent the spread of disease through proper use of hand washing and the correct way to obtain fresh, clean water. He encourages those he teaches to educate their families and neighbors Enabling Others to Act to make the camps safer and keep residents healthy. I feel more helpful in the community because I have something that I can give.

HEM for assisting me and other refugees with more skills and improving our way of looking at life. Peter, after completing his leadership course, started volunteering as President of the Dzaleka Sanitation Committee coordinated by the Office of the United Nations Higher Commissioner for Refugees. From increasing access to clean water to ensuring that new toilets were installed, Peter faced many challenges. But in his new role, Peter became a guide for others Modelling the Way to be both a member of a community and a leader.

Peter is now employed as a health surveillance assistant at the Dzaleka Health Centre where he helps to immunize children and teach about water and sanitation in the community and camp. From a workshop that she opened, she makes furniture and sells wood to other carpenters in the camp. She also has taught business skills to other women, to help them create small businesses of their own. HEM has given me more value in the community, and I have gained knowledge that helps me do something for community and my family.

HEM celebrated a momentous occasion: Extending beyond the graduates to their families, friends, and community, there was much to celebrate. As the program graduates take on leadership roles in their communities, life there improves. They find that their newly-gained wisdom is trusted and valued by their peers. Program graduates, who have studied side-by-side with those from different backgrounds, are natural peacemakers. They are invited to help solve inter-religious and inter-ethnic conflicts that emerge.

And their new-found leadership skills and confidence ripple through the community, encouraging more and more people to focus on improving camp life and living peacefully together. HEM students have now received the gift of knowledge and they want to use it to help themselves, their families, their communities. HEM since , can be reached at kareena. Christine Mulcahy is a freelance writer specializing in education. A graduate of Boston College and NYU, she has 12 years of experience as an educator, editor, and writer. The program offers a Diploma in Liberal Studies delivered online by volunteer faculty who teach in their subject area; leadership skills are a foundational element.

In addition, shorter Community Service Learning Tracks are offered that seek to enhance local vocational education by providing on-site facilitators and online access to faculty expertise and materials. HEM works with a variety of partners and donors, and actively seeks institutional partners involved in accreditation. Learn more at http: Recognizing, confronting and overcoming adversity were clearly key sub-themes that were addressed in nearly every breakout session, skill-building session, and the great keynotes.

The Leadership Challenge model and the annual Forums are truly geared toward Enabling Others to Act, not just providing interesting but non-applicable knowledge. Symbolically, New Orleans was a perfect location given what the people there have had to overcome throughout the past few years. No matter how much all of us outsiders think we might know about Katrina, the people of New Orleans and the Gulf Coast have had a much different experience than we can imagine.

A remarkable and heartwarming sense of history and pride exists in that city. The Forum offered a number of terrific learning opportunities. Jim and Barry, once again, happily gave up the stage to a couple of other authors: Courage is part of dealing with adversity and it takes courage to confront the unchallengeable norms in a workplace in order to make it better. I always appreciate being exposed to the additive work of other researchers and authors, which is so often a great benefit of attending The Leadership Challenge Forum.

The closing activity was an example of experiential learning at its best. To be in New Orleans and have a jazz ensemble rocking the room would have been grand enough by itself. But along with some great music, we were able to learn some powerful lessons about New Orleans traditions and music, songwriting, and collaboration. It was amazing to watch how the energy level continued to soar and how that energy, along with the lessons learned, was harnessed into an immediate result. We learned, we delivered, and we thoroughly enjoyed. Imagine that combination in your workplace every day! This may be my most important reflection.

If there is one value that was immensely modeled at the Forum, it was generosity. Jim and Barry were very accessible and generous with their time and knowledge. All of the speakers, including the breakout session leaders, were generous in sharing what they know and what they have learned.

Master Facilitators looked forward to sharing what they could with attendees who wanted and needed advice and knowledge. And our host, Wiley Publishing, continued to show great generosity in supporting the Masters Give Back program. It is a joy for me to see this value so abundantly displayed.

Staying stuck or moving forward - Dr. Lani Nelson Zlupko - TEDxWilmington

My final reflection is this: The Leadership Challenge community is not just a group of people from around the world who enjoy common work and like to come together to socialize around it once a year. Rather, it is a well-intentioned, focused community whose members are all deeply committed to the work of leadership development. There is a real power in this community. For years, many of us have seen the impact The Leadership Challenge has had on individual people and organizations of all kinds.

And this impact is expanding worldwide, including places like Asia, Africa, and Australia to alliteratively name a few. There are members of the community devoted to helping students become exposed to leadership at earlier ages and, as a result, perhaps changing their futures forever.

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And consider this…there is Leadership Challenge work being done in the Middle East, which with time and its accumulating, visible results could actually become a factor for future peace and interdependence. It is a privilege to be part of a community that makes such a difference for so many people. In , we will gather in San Francisco, June 18—19, to continue strengthening our collective desire to grow leaders and, yes, even change the world.

We extend a hearty welcome to all who want to join in on this wild and rewarding adventure. For all those familiar with The Leadership Challenge, we know that the most important starting point for values-driven leadership or any leadership, for that matter is to have an awareness of self: And it is that focus and learning that participants in a recent workshop, sponsored by the Hamilton County Leadership Academy HCLA , experienced in a unique way.

HCLA is a community leadership development program dedicated to helping those in leadership positions continue to develop their capabilities as leaders. Representing a variety of organizations from Hamilton County in Indiana, participants come to the program from various backgrounds—all seeking education and information about the Hamilton County community as well as opportunities to build on their leadership skills. Here, leaders return to the HCLA community to share their experiences, and spend a morning focusing on ways to more fully develop their leadership skills, both personally and professionally.

While this Values-Driven Leadership Workshop, in many settings, may have focused only on organizational values, HCLA has always recognized the importance of individual leaders exploring their own personal values. For example, during the most recent workshop held earlier this year, leaders spent the first several hours exploring personal values with an exercise adapted from the Values Card Sort provided in The Leadership Challenge Values Cards Facilitator Guide. Leaders identified the personal values that mattered most to them and created definitions for each that would help guide them in their daily leadership.

This exploration was both illuminating and reflective. And when participants shared their values with each other, the room was abuzz! To our surprise, this first exercise went more quickly than we had planned—perhaps because these leaders were so committed to the community they were already very in tune to the values that truly mattered to them and were quick to narrow down their values.

As many of us within the TLC community understand, having a leadership philosophy—one that arises from our values—often has more impact than we ever expect. This was the case with attendee Chris Owens, Director of Indiana Parks and Recreation Association, who was surprised that this simple process of exploring personal values and using those to create his leadership philosophy made such an impact. In fact, he was so excited that he posted about his leadership philosophy on Facebook, writing:. Still needs some polishing, but happy with draft 1. Workshop participants also shared their leadership philosophies with others in the group before being treated to a panel discussion that included executives from Hamilton and nearby Marion counties who told stories and provided insight into the personal values that drive their behavior and actions as leaders, as well as how their organizations use values to positively impact results.

During the extreme cold of the Polar Vortex in January, on the coldest night of the year when the wind chill was degrees, a valve broke on one of the liquefied natural gas tanks that provide gas into our system which, of course, is used to heat homes. And as employees from various divisions gather together to come up with a solution, the values of quality and teamwork were very evident.

Each member of the team that night came in during off hours, bringing specific skills to collaborate on a solution that, ultimately, ended with three people climbing to the top of the 80 foot tank in the coldest hour of the coldest day to implement a fix. It was all hands on deck and, in fact, a temporary worker was brought into the conversation because he had an idea for fixing the broken valve based on an observation earlier in the day.

This truly demonstrated the value of teamwork and illustrates the great lengths our employees went to in order to ensure customers had gas to heat their homes. I know it sounds hokey, but we really took it to heart. This means making our clients better, making each other better, making life better for our families, making the technical field better and, finally, making our community better. We live these values out every day through our client training sessions, mentoring, wellness initiatives, technical community involvement and events, and our community involvement plan.

A concrete example is our Pay It Forward Month. We provide a small stipend for each employee and ask them to help others in the community in some small, but meaningful way. Involvement in our community has become ingrained in who we are. I see our people taking it to heart and going above and beyond. Leaders left the session energized about their personal leadership, and eager to help others explore their own personal values and help them make the link to their organizational values. Lisa Wissman of Community Health put it this way:.

I have applied what I learned, shared examples from the panel and networked with two new individuals who are assisting me with helping a young engineer build a professional network for his job search. I truly hit the jackpot! Thank you for creating the opportunity. This most recent Values-Driven Leadership Workshop again confirmed the importance of the contribution that HCLA makes to the community by helping leaders further their development. Hearing stories from panel members, having the space and time to reflect on their own values, and getting an unexpected opportunity to reflect on their leadership philosophies, HCLA participants and alumnae are in an even better position to make a positive impact on the communities in which they live and work.

The Gift of Leadership program, begun in , is not just an annual workshop. It is a cause. Our Gift of Leadership program was held in March, and for two full days ILA and our other collaborative partners hosted a dynamic group of managers and directors from such Greater Cincinnati area nonprofits as The Council on Aging, Girl Scouts, St. Vincent de Paul, and the Cincinnati Youth Collaborative, among others.

The venue was once again provided by our partner, Camp Joy, a nonprofit organization devoted to experiential learning for over 75 years. They generously provided scholarships for the program, and are deeply committed to providing more nonprofit members with ongoing, high - quality leadership development opportunities, such as The Leadership Challenge.

Collectively, we have been working on a vision of making the Cincinnati community better by building up our nonprofit leadership. We have developed a plan and are already in the process of rolling out a strategy to seek ongoing funding from businesses and other donors, to make the gift of The Leadership Challenge the foundation of leadership for area nonprofits. Certified Master Facilitator Valarie Willis is also part of this endeavor. She offers The Leadership Challenge for additional members of this nonprofit community, and has played an important role in developing the strategy for keeping the Gift of Leadership moving forward in Cincinnati.

New friendships were made and participants have begun sharing best practices—already raising their leadership capacity to better serve people in need throughout the Greater Cincinnati community. As one Gift of Leadership participant wrote: I have made some commitments to myself that I intend to accomplish in the next 30 days that will benefit me and the organization. Thanks again for thinking of me for this opportunity. Every day, people working with human services agencies must confront circumstances which seem virtually impossible, and often deeply heart wrenching.

Their work is hard and tireless, yet their passion and commitment remains unswerving. It is a privilege to be able to contribute to their efforts in some small way. We thank them for their devotion to their work and for accepting the challenge to become better leaders for their organizations and the people they serve. For 25 years, Steve has taught, coached, and consulted with executives and all levels of managers around the world in leadership development, team development, personal growth, change, and business strategy.

Most good leaders seem to be good storytellers. Can you share your thoughts on why that is and some examples that illustrate the value of telling stories? Through stories, leaders pass on lessons about shared values and the norms about how people should work together. In a business climate obsessed with PowerPoint presentations, complex graphs and charts, and lengthy reports, storytelling may seem to some like a soft way of getting hard stuff done.

Research shows that telling more positive stories than negative stories enables individuals, groups, and organizations to recover more quickly from adversity and trauma. In fact, research indicates that when leaders want to communicate standards, stories are a much more effective means of communication than are corporate policy statements, data about performance, and even a story plus the data. His dad was a great storyteller, and he used stories especially effectively to teach lessons. Phillip has carried the family tradition into his business life at Goodyear.

When Phillip was named to head up a large team with previously poor engagement scores for communication, he needed to find a way to be more proactive about connecting with employees. He carried the practice with him when he was appointed president of Wingfoot Commercial Tire Systems, a 2,person wholly owned subsidiary of Goodyear. Storytelling, Phillip says, accomplishes two things. It offers a framework for relating to the message—something that people encounter in their own lives that can bridge to the main point. It also offers him the chance to lead through an example rather than to come across simply as preaching.

Telling stories forces you to pay close attention to what your constituents are doing. Peers generally make better role models for what to do at work than famous people or ones several levels up in the hierarchy. When others hear or read a story about someone with whom they can identify, they are much more likely to see themselves doing the same thing. People seldom tire of hearing stories about themselves and the people they know. These stories get repeated, and the lessons of the stories get spread far and wide. Storytelling is how people pass along lessons from generation to generation, culture to culture.

Together with Barry Posner, he is author of The Leadership Challenge —now in its fifth edition—and over a thirty other books and workbooks on leadership and leadership development. Using a proven, evidence-based approach to leadership—in the form of The Leadership Challenge—Presence Health is inspiring its nursing leaders to strengthen partnerships, value contributions, and create innovative solutions that are transforming the culture of the entire organization. What began in with the merger of two single ministries, Provena Health and Resurrection Health Care, is now a fully integrated health system consisting of five congregations:.

Collectively, these congregations represent a unified passion, capturing the essence of the Presence Health name: And it was through this desire for unified connection that Presence Saint Joseph Medical Center wanted to ignite change within its nursing staff. Presence Saint Joseph had a historical baseline turnover of To achieve this, Jackie began working with her team to create a new leadership initiative: Every Nurse a Leader , a program that would establish a new philosophy and mindset for emerging nurse leaders at the point of care and fundamentally transform the culture long-term.

They started by looking for the root cause of the high turnover rate among RNs. What they found was a lack of structure—a framework that could provide guidance for new graduate nurses and help them understand more clearly what it would take to be successful in their work. They also emphasized developing inter-organizational relationships and holistic teams to focus on the common mission of patient care.

At the heart of the Every Nurse a Leader program is a two-year Transition into Practice residency, set up in stages to allow everyone to grow and become a leader within the organization. Focusing on clinical, technical, interpersonal, and leadership skills, each participant is involved in a series of projects and roles throughout their residency. The first LPI is administered during their orientation period, after their cohort begins.

A follow-up assessment is completed at the end of the first year of practice and, again, at the end of the second year—and beyond. Residents in the program Model the Way with hands-on clinical training in a Simulation Lab where they receive real-time feedback on their clinical and critical thinking skills as well as a full debrief to help analyze and reflect on their performance.

Taking the challenge one step further, each cohort spends a full day at an outdoor teamwork facility where they learn how to take risks, to overcome fears, and to trust each other as they work as a unified team. Jackie and her team at Presence Saint Joseph have found that Enabling Others to Act through these collaborations creates a supportive infrastructure that encourages key stakeholders to make a meaningful investment in the process and strengthens engagement and shared decision-making.

More experienced Nurse Managers actively participate in interviewing, onboarding, and providing transitional support during the residency period for new RNs. In addition, interdisciplinary partners, including the nursing leadership team and executives, are involved in the Transition into Practice Program through cohort educational sessions. Presence Saint Joseph has seen an increased commitment to goals and those involved in the program have also reported an increased capacity to attain goals.