Nine Practices of 21st Century Leadership: A Guide for Inspiring Creativity, Innovation, and Engagement

Cover
Endorsements
Half Title
Title Page
Copyright Page
Dedication
Contents
Foreword, Second Edition
Foreword, First Edition
Preface, Second Edition
Preface, First Edition
SECTION I: DEMYSTITIFYING 21ST CENTURY LEADERSHIP
	1. Clarifying Why Leadership Is Confusing
		Introduction
		Reason 1: Leadership Is Like a Role but Different
			Defining “Role”
			Leadership Differs from a Role
			Does “Leadership” Include a Set of Roles or Qualities?
			Conclusion
		Reason 2: Leadership Is More than a Set of Qualities
			Many Authors Explain Leadership in Terms of Qualities
			Leadership Qualities Are Necessary but Not Sufficient
			Conclusion
		Reason 3: Leadership Is Like a Skill but Different
			Leadership Is Like a Skill
			Leadership Is More than a Skill
			Conclusion
		Reason 4: Some Leadership Theories Overlap with Leadership Styles
			Leadership Theories Explain Leadership Behaviors
			Leadership Theories Referenced as Leadership Styles
			Conclusion
		Reason 5: Leadership Is Like Management, but Different
			Introduction
			Management Defined
			Management Categories
				Organization Managers
				Process Managers
				Project Managers
				Managers of People
			Three Performance Needs
			Management and Leadership Can Accomplish the Same Tasks
			Leadership Differs from Management
			Conclusion
		Reason 6: The Meaning of Leadership Is Changing
		Summary
	2. Defining 21st Century Leadership
		Introduction
		Definition of 21st Century Leadership and Desired Results
		Desired Results
			Introduction
			Immediate Results
				Fulfilled Needs
				Removed or Reduced Performance Barriers
				Improved Performance
			Short and Long-Term Results
				Cultural Results
				Partnership Results
				Individual Growth Results
			Business Results
			Societal Results
			Conclusion
		Maturing Mental and Moral Qualities, Capabilities, and Behaviors
			Maturing Mental Qualities
			Maturing Moral Qualities
			Maturing Capabilities
			Maturing Behaviors
		Bidirectional
		Seven Principles, Twenty-Six Beliefs, and Nine Practices
		Summary: What to Do
	3. Revealing Traditional Leadership and Assumptions
		Introduction
			Traditional Leadership Definition
			Traditional Leadership Includes Accidental Leaders
			The Extreme Case of Traditional Leadership
			Why Anyone Would Practice Traditional Leadership
			Traditional Leadership Assumptions
		Assumption 1: Leaders Need Authority
			Rationale
			Why the Leaders Need Authority Assumption Is Wrong
		Assumption 2: Leaders Are Heroes Who Leave a Legacy
		Assumption 3: Intimacy Weakens Leadership
		Assumption 4: Giving Away Power Weakens Leadership
		Assumption 5: Only One Person—Typically a Manager—Functions as the Leader
		Assumption 6: The Leader Is the Smartest
		Assumption 7: Team Members Are the Cause of Unproductivity
		Assumption 8: Team Members Cannot Be Trusted
		Assumption 9: Team Members Are Less Important than Revenue, Profit, Operational Costs, and Leaders
		Assumption 10: Talking Is More Important than Listening
		Assumption 11: Recognition Is a Formal Process
		Assumption 12: Leadership Requires Little or No Training
		Assumption 13: Leaders Know How Effective Their Leadership Is
		Summary: What to Do
	4. Explaining 21st Century Leadership Principles and Beliefs
		Introduction: Because of the Environment and Our Brains, We Need Guiding Principles.
		Seven Leadership Principles and Beliefs
		Principle 1: Believe in Others
			How Growth and Fixed Mindsets Affect Believing in Others
				Mindsets
				Fixed Mindset
				Growth Mindset
				People Can Shift Mindsets
				How Fixed and Growth Mindsets Affect Believing in Others
			Belief 1: Intelligence Isn’t Static and Can Be Developed Continuously
			Belief 2: Everyone Can Practice Leadership Regardless of Role
		Principle 2: Connect with Others
			Psychological Safety
			Ingroup and Outgroup
			Belief 3: Being Vulnerable and Getting to Know Others Builds Trust
				Without Trust, It Is Difficult to Maintain Relationships
				Getting to Know Others Builds Trust
			Belief 4: Sharing Your Mistakes Builds Credibility
			Belief 5: Celebrations Build Community, Connect Events to Values, Renew Commitment, Promote Social Support, and Improve Everyone’s Well-Being
		Principle 3: Put Others First
			Belief 6: Giving Credit for Accomplishments to Others Is More Important than Taking Credit
			Belief 7: Employees Serve Customers Before Serving Management
			Belief 8: When Outcomes Are Disappointing, Accepting Responsibility but Never Blaming Is Critical for Personal Accountability
			Belief 9: Leadership Is Action That Focuses on Others and Not the Actor
			Belief 10: Volunteering Time, Energy, Resources, Ego, and Previous Priorities to Help Others Inspires Loyalty and Commitment
		Principle 4: Give Up Control
			Belief 11: Control Erodes Relationships
			Belief 12: Leading Well Is about Empowering Others
			Belief 13: By Making Yourself Dispensable, You Make Yourself Indispensable
			Belief 14: Command and Control Is a Shared Responsibility
		Principle 5: Encourage Growth
			Belief 15: Helping Others Figure Out Their Development Enhances Their Ability to Contribute
			Belief 16: Encouraging People to Grow and Leave Their Role Contributes to Organizational Growth
			Belief 17: Allowing Teams to Make Mistakes Enables Them to Be Open with Their Mistakes and Learn from the Experience
			Belief 18: If You Change the Conditions in Which Others Operate, You Can Change Their Behaviors
		Principle 6: Collaborate with Others
			Belief 19: Organizational Charts Limit Thinking
			Belief 20: Considering Problems from a Systemic Perspective Minimizes Using Blame
			Belief 21: Leadership Doesn’t Reside with One Person
			Belief 22: Influence Comes from All Directions
			Belief 23: Leadership Practices Work the Same with All Populations Including Peers, Customers, Supervisors, and Subordinates
		Principle 7: Develop Leadership Practices Continuously
			Belief 24: To Become Fluent in Leadership, You Need to Practice Leadership Regularly and Monitor Your Effectiveness
				Knowledge
				Conformational and Corrective Feedback
			Belief 25: Knowing Everything about Leadership Isn’t Enough
			Belief 26: Leadership Involves Helping Others Learn Leadership
		Summary
SECTION II: IMPROVING PERFORMANCE WITH SYSTEMIC THINKING
	5. Practice 1: Analyzing Like Detectives
		Introduction: Importance and Benefits of Analyzing Like Detectives
		Characteristics of Analyzing Like Detectives
		Rummler’s Fundamental Laws of Organizational Systems
			Law 1: Understanding Performance Requires Documenting the Inputs, Processes, Outputs, and Customers That Constitute a Business
			Law 2: Organization Systems Adapt or Die
			Law 3: When One Component of an Organization System Optimizes, the Organization Often Suboptimizes
			Law 4: Pulling Any Lever in the System Will Have an Effect on Other Parts of the System
			Law 5: An Organization Behaves as a System, Regardless of Whether It Is Being Managed as a System
			Law 6: If You Pit a Good Performer against a Bad System, the System Will Win Almost Every Time
			Conclusion
		Anatomy of Performance and the Human Performance System
			Introduction
			Anatomy of Performance of Organizations (Organization Level)
			The Human Performance System (Performer and Process Levels)
			Identifying Trouble Spots in the Human Performance System
			Conclusion
		The Performance Chain Model and the Six Boxes® Model
			Introduction
			Performance Chain Overview
				Six Boxes® Model Overview
			Common Mistakes with Influencing Behaviors
				Mistake 1: Attempt to Influence without Focusing on the Valuable Accomplishments Needed to Support Desired Business Results
				Mistake 2: Attempt to Influence without Collaborating with Other Departments
				Mistake 3: Attempt to Influence with Only One Category
				Mistake 4: Using Influence to Optimize a Subsystem While Compromising the Whole System
			Troubleshooting with the Six Boxes® Model
			Conclusion
		Leading Examples
			Individual Contributor Leading Example: Investigating Inventory Losses
			Manager Leading Example: Investigating Opportunities through Skip-Level Dialogues
			Executive Leading Example: Mapping the Primary and Support Processes
				Background
				Clint Analyzes the Organization
			Results
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
	6. Practice 2: Diagnosing and Treating Like Doctors
		Introduction: Importance and Benefits of Diagnosing and Treating Like Doctors
		Characteristics of Diagnosing and Treating Like Doctors
		Rummler’s RIP
			Introduction
			Phase I (Analysis and Diagnostics): Desired Results Determined and Project Defined
			Phase II (Analysis and Diagnostics): Barriers Determined and Changes Specified
			Phase III (Treatment): Changes Designed, Developed, and Implemented
			Phase IV (Treatment): Results Evaluated and Maintained or Improved
			Conclusion
		Leading Examples
			Introduction
			Individual Contributor Leading Example: Diagnosing and Treating Project Management
			Manager Leading Example: Diagnosing Ineffective Performers
			Executive Leading Example: Diagnosing Fighting Fires
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
	7. Practice 3: Finding Key Behaviors Like Social Psychologists
		Introduction: Importance and Benefits of Finding Key Behaviors Like Social Psychologists
			Mistakes That Occur When Not Using This Practice
				Reason 1: Difficulty Finding Key Behaviors
				Reason 2: Promoted Due to Technical Capabilities
				Reason 3: Choose Not to Develop Change Management Capabilities
		Characteristics of Finding Key Behaviors Like Social Psychologists
			Think Like Social Psychologists
		Setting Goals and Measures
		Systematic Approach for Finding Key Behaviors
			Grenny et al. on Finding Key Behaviors
			Duhigg on Finding Key Behaviors
		Influencing and Adopting New Key Behaviors
			Grenny et al.’s Six Sources of Influence for Influencing Key Behaviors
			Duhigg and Influencing Key Behaviors
		Leading Examples
			Individual Contributor Leading Example: Inspiring Multidirectional Collaboration
			Manager Leading Example: Changing the Selling Process
			Executive Leading Example: Eliminating Tribal Knowledge
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
SECTION III: SUPPORTING CHANGE
	8. Practice 4: Communicating Like Agents
		Introduction: Importance and Benefits of Communicating Like Agents
			Clarification: Differences among Practices Aligned to Communication
		Characteristics of Communicating Like Agents
		Tactics for Influencing Others to Take Action
			Point of Clarification between Teams and Groups
			Influence Tactics for Those Assigned to Manage Individual Contributors and Teams
			Tactics for All Formal Roles to Influence Others to Act
		Marquet’s Intent-Based Leadership (IBL)
			Begin with the End in Mind
			IBL
			Conclusion
		Drexler/Sibbet Team Performance Model
		Leading Examples
			Individual Contributor Leading Example: Knowledge Sharing across Teams
			Manager Leading Example: Transitioning from Traditional C2 to a Shared C2
			Executive Leading Example: Blaming the VP
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
	9. Practice 5: Directing Like Guides
		Introduction: Importance and Benefits of Directing Like Guides
		Characteristics of Directing Like Guides
		Assessing Abilities Using Situational Leadership® II
			SLII® Example
	Techniques for Building Capability
			Bandura’s Vicarious Learning
			Cognitive Apprenticeship
			Grenny et al.’s Tactics for Influencing Personal Ability
		Leading Examples
			Individual Contributor Leading Example: Helping an Aircraft Maintainer Build Competence
			Manager Leading Example: Transitioning from Academic to Business Writing
			Executive Leading Example: Transitioning a Training Department
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
	10. Practice 6: Nurturing Like Gardeners
		Introduction: Importance and Benefit of Nurturing Like Gardeners
		Characteristics of Nurturing Like Gardeners
		Grenny et al.’s Structural Ability Tactics
		Make It Easy: Handshaw and Performance-Support Solutions
		Leading Examples
			Individual Contributor Leading Example: Using Job Aids for Performance Support
			Manager Leading Example: Establishing Department Standards
			Executive Leading Example: Making Managers More Accessible by Changing the Space
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
SECTION IV: ADDING VALUE
	11. Practice 7: Facing the Unknown Like Lions
		Introduction: Importance and Benefits of Facing the Unknown Like Lions
		Characteristics of Facing the Unknown Like Lions
		Serious Listening
			Why Listening Is Undervalued, Underrated, and Challenging
			Graves’ Five Levels of Listening
			Miscommunication
		Obtaining Feedback
			Kouzes and Posner on Receiving Feedback
			Goldsmith’s Feedforward Technique
		Using 360° Feedback
			Word of Caution
		Giving Feedback
		Leading Examples
			Individual Contributor Leading Example: Hunter’s Leadership Assessment
			Manager Leading Example: Identifying Annual Leadership Objectives Using 360° Feedback
			Executive Leading Example: Obtaining Executive Team Feedback for a General Manager
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
	12. Practice 8: Developing Like Scouts
		Introduction: Importance and Benefits of Developing Like Scouts
		Characteristics of Developing Like Scouts
		Robinson and Schroeder’s Mechanisms for Innovation: Idea Activators and Idea Mining
		Kouzes and Posner’s Tactics for Generating New Ideas
		Leading Examples
			Individual Contributor Leading Example: Vendor Management Process
			Manager Leading Example: Starting a New Training Department
			Executive Leading Example: College Competition Sponsorship
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
	13. Practice 9: Communicating Like Broadcasters
		Introduction: Importance and Benefits of Communicating Like Broadcasters
		Characteristics of Communicating Like Broadcasters
		Maxwell’s Eight Guidelines for Connecting with Others
		Leading Examples
			Individual Contributor Leading Example: Sharing Technical Expertise
			Manager Leading Example: Leadership Development Breakfast Club
			Executive Leading Example: Sharing Leadership at the Corporate Office
		Summary: What to Do
			Summary
			What to Do
			Word of Caution
SECTION V: CONTINUING TO GROW
	14. Maturing and Sustaining Your Leadership Practices
		Introduction
		The Leadership Development Process
			Step 1: Foundation
			Step 2: Feedback
			Step 3: Friction
				Step 3.A: Share Results
				Step 3.B: Apologize
				Step 3.C: Ask for Help
				Step 3.D: Get Started
			Step 4: Follow-Up
		The 21st Century Leadership Development Roadmap
		Stage I: I Know
			Characteristics
			What You Need to Advance to Stage II
		Stage II: I Don’t Know
			Characteristics
			What You Need to Advance to Stage III
		Stage III: I Know That I Don’t Know
			Characteristics
			What You Need to Advance to Stage IV
		Stage IV: I Don’t Know What I Don’t Know
			Characteristics
			What You Need to Maintain Stage IV
		What to Do: Using the Roadmap to Sustain Your Journey
	15. Considering Organizational Implications
		Introduction
		Managing the Strategy Portfolio
			The Competitive Advantage of Having Employees at All Levels Practice Leadership
			The Way Organizations Form, Monitor, and Refine Their Strategies
		Building Teams with Diversity and Inclusion
		Rethinking Leadership Development
		Advancing 21st Century Leadership
Afterword: The Fundamental Attribution Error
Appendix I: 21st Century Leadership Definition, Principles, Practices, and Results
Appendix II: 21st Century Leadership Principles, Beliefs, and Practices Alignment
Appendix III: Traditional Leadership Assumptions and Related Consequences
Appendix IV: Nine Practices
Appendix V: Nine Practices 360° Feedback Diagnostic Tool
Appendix VI: Related Quality Terms
Appendix VII: Intent-Based Leadership (IBL) Manifesto
Endnotes
Bibliography
Index
Acknowledgments
Author