“Inspiring leadership speaks to our need to have meaning and purpose in our lives.”
“Credibility is the foundation of leadership.”
“Titles are granted, but it’s your behavior that wins you respect.”
I could quote from The Leadership Challenge by Jim Kouzes and Barry Posner all day long. This inspiring, practical resource has stood the test of time and, originally published in 1987, remains one of the top leadership books on the shelves today.
I first discovered The Leadership Challenge in the early 2000’s and, while completing my coach training at the College of Executive Coaching a few years later, was reintroduced to it through the Leadership Practices Inventory (LPI), its associated assessment. I’ve pulled it off my shelf at least once a quarter ever since for a refresher or an insight.
The authors, both well-established in leadership and business, present five practices for leaders:
1. Model The Way
2. Inspire A Shared Vision
3. Challenge The Process
4. Enable Others To Act
5. Encourage The Heart
Each is important, and the goal, of course, is to incorporate all five practices into your leadership. If I had to choose one on which to focus, however, #2: Inspire A Shared Vision returns to the forefront again and again. It’s difficult to lead people toward a greater tomorrow if that tomorrow hasn’t been clearly defined or if they don’t share the same vision.
Within this principle come several key concepts; without them, in my experience, leaders will falter. For example, you need to know your constituents and speak their language. You must understand their dreams, hopes, and values. People need to believe in you and also trust that you have their best interests at heart. Then, and only then, will they fully come on board to support the vision.
So, how do you actually inspire a shared vision? For starters:
* Clarify your vision. A vague vision leads to vague results. When were you/your organization at your best? If you had no limits, what could be? I like to bring Appreciative Inquiry into this process when working with coaching clients on personal or organizational vision statements.
* Get to know your constituents. What matters most to them? What ideas, dreams, and frustrations do you commonly hear from them? What do they value? Constituents might include your team, coworkers, vendors, family members, voters, or any number of people impacted by your leadership.
* Listen. In his book It’s Your Ship by Michael Abrashoff, I love the chapter titled “Listen Aggressively.” What if we did that on a regular basis? How might that shape your vision?
* Read biographies of visionary leaders. Gain ideas and inspiration from their examples.
* Write your “Fifty In Fifty Award” article. Imagine that in 10 years, you’re being highlighted as one of 50 people who have made a positive difference in the last 50 years. Write the magazine article that would accompany this award, particularly highlighting the difference you’ve made for your organization, family, constituents, or community.
What is your vision for the future? Do others share that vision? Is it inspiring, positive, and moving toward a greater tomorrow? Do you allow room for dissent and discussion, not surrounding yourself with “yes-men” but instead with people who can help you truly make a difference?
Ask yourself these questions, and do the work to generate the answers. As you do, keep this statement from Kouzes and Posner in mind:
“Leadership begins with something that grabs hold of you and won’t let go. This is where leaders must go to find their voice.”
Find your voice. Make it a positive one. Accept the leadership challenge and make an inspired and visionary difference in the world!