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Set the Example (chapter 3) 23 terms azza_khalil

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Set the Example leaders take every opportunity to show others by

their own example that they're deeply committed
to the values and aspirations they espouse .
No one believe you are serious until they see you
doing what you're asking of others.

Model the way 1. Clarify values by finding your voice and affirming
shared values.
2. Set the example by aligning actions with shared
values.

Leading by example Is how leader provide the evidence that he/she

personally committed. It's how leader make their
values tangible Either you lead by example or
don't lead at all.
walking the take, follow their commitment, keeping
promises, putting your money where your mouth is
and doing what you say.

Credibility Is the foundation of leadership.

people want to follow a leader in whom they are
believe.
Mean Leader (do what you say you will do)
DWYSYWD

Credible leader mean:

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You have as a leader to live the values. You have to

put into action what you and others stand for. You
have to be the example for others to follow.
( As a leader you teach, coach, and guide others to
align their actions with the shared values because
you're held accountable for their action too, not
just your own.

In order to Set the Example: 1. Live the shared values

2. Teach others to model the values

Live the shared values: 1. Spend Your Time and Attention Wisely
2. Watch Your Language
3. Ask Purposeful Questions
4. Seek feedback

Spend Your Time and Attention 1. How to spend your time is the single clearest
Wisely indicator of what's important to you, and have
tremendous influence on those around them.
2. the behaviors and actions of leaders send clear
messages to others about what's important and
what's merely lip service.
3. Whatever your values, they have to show up on
your calendar an on meeting agenda for people to
believe that those values are significant.

Watch your language: 1. Exemplary leaders understand this and are

attentive to language. They know the power of
words.
2. Words not only give voice to one's own mindset
and beliefs, they also evoke images of what
people hope to create with others and how the
expect people to behave.
3. The words people choose to use are metaphors
for concepts that define attitudes, behavior,
structure, and systems.
4. the words can have a powerful effect on how
your constituents see their worlds and you should
choose them intentionally and carefully.

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Ask Purposeful Questions: 1. The question leader ask are also quite powerful
in focusing attention.
2. When leader ask questions, they send
constituent on mental journeys.
3. Questions develop people, help them escape
the trap of their own paradigms by
broadening their perspective and forcing them to
take responsibility for their own viewpoint.
4. Asking a good questions reduces the risk that a
decision might be undermined by either
inadequate consideration or unexpected
opposition.

Seek feedback: Make a powerful statement about the value of self-

improvement and how everyone can be even
better than he or she is today.
(It's not always easy to get feedback, it's not
generally asked for, and most people are not used
to providing it)

Self-reflection The willingness to seek feedback and the ability to

then engage in new behavior based on this
information have been shown to be predictive of
future success in managerial jobs.

360-degree feedback For assessing the frequency with which people

instrument: engage in the Five Practices Exemplary
Leadership.

Good feedback: 1. need to be specific, not general

2. focused on behavior not on the individual
(personality)
3. Solicited rather than imposed.
4. timely rather than delayed
5. descriptive rather than evaluative.
(if you don't do anything with the feedback,
people will stop given it to you)

learning to be a good leader You signal to others your openness to doing what
requires great Self-awareness, is right, and make it easier for others to be

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and it requires making yourself receptive to learning about how well they are
vulnerable By asking for modeling the way.
feedback

Teach other to Model the values 1. confront critical incidents

(In order to show others what's 2. Tell stories
expected and ensure that they 3. Reinforce Through Systems and Processes
themselves accountable)

Words and deeds must be All levels and in all situations. It's not just what you
aligned at do that demonstrates consistency between word
and deed. Every team member, partner is a sender
of signals about what's valued. Therefore, you need
to look for opportunities to teach not just by your
example but also by taking on the role of teacher
and coach
(exemplary leaders know that people learn
valuable lessons from how unplanned as well as
planned events are handled)

Confront critical Incident Are those events in the lives of leaders and
organizations that offer the chance to improvise
while still staying true to the script.

Critical Incident present opportunities for leaders to teach

important lessons about appropriate norms of
behavior.

By standing up for values: leaders demonstrate that having shared values

requires a mutual commitment from everyone to
align words and deeds.

Tell stories Through stories, leaders pass on lessons about

shared values and get others to work together.

The researcher shows that when stories are a much more effective means of
leaders want to communicate communication than are corporate policy
standards statements, data about performance, and even a
story plus the date. information is more quickly and
accurately remembered when it is first presented in
the form of an example or story.

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Reinforce Through Systems and Key performance measures and reward system are
Process among the many methods available to you.
Recruitment, selection, on-boarding, training,
information retention and promotion systems are
also important means by which you can teach
people how to enact values and align behavior.
They all send signals about what is valued and
what is not, and they must be aligned with the
shared values standards that you're trying to instill.

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