Kouzes & Posner - Chapters 5 & 6

Chapter 5:

"Leaders have to make sure that what they see is also something that others can see" (Kouzes & Posner, 2007, p. 105).

Who is going to follow a leader who cannot set a clear path?  No one.  But even if that leader CAN set a clear path, would you follow her if it was not a path you yourself wanted to take? Of course not.  A leaders desires and end-goals have to be aligned with that of her constituents, or no one will support her.

"As surprising as it might seem, in aiming for the future you need to look back into your past" (Kouzes & Posner, 2007, p. 107).

How can you understand where you are going if you do not know where you have been?  It seems so simple, yet it is so often ignored when people try and make solutions for the future.  Historians will tell you, time and again, that you must know your past to be able to determine where you are going in your future. Your past helps you develop your limits, test them, and exceed beyond your expectations.

"Exemplary leaders have a passion for something other than their own fame and fortune.  They care about making a difference in the world" (Kouzes & Posner, 2007, p. 116).

I think this is what separates leaders from those who direct others.  A leader will care more about creating betterment for the masses more than betterment for his pockets.  Great leaders are ones that can lead even without the rewards which many of us have grown so accustomed to, whether it be money or fame.  Finding this passion, or passions, can be difficult.  However, once a leader has it (or them), he can make incredible changes because he will do whatever it takes to create greatness.

Chapter 6:

"We've also learned from our research that constituents expect their leaders to be inspiring" (Kouzes & Posner, 2007, p. 132).

This really should come as no surprise.  Who would want to follow someone that is boring and monotone?  I certainly wouldn't.  People want a leader who can create an enthusiasm like few others.  They want a leader who will encourage others to get up and create the change that the leader describes.

"What truly pulls people forward, especially in the more difficult times, is the exciting possibility that what they are doing can make a profound difference..." (Kouzes & Posner, 2007, p. 134).

If people feel that what they are doing will have an impact on the lives of others, they will go above and beyond to make sure they do an excellent job.  They will exceed expectations without common rewards, like salary.  Look at teachers.  Teachers make small salaries, yet are so passionate about their jobs.  Why?  Because they know they are making a difference in the lives of so many.  The possibility to make a difference drives teachers, and all leaders alike, to continue motivating and encouraging both themselves and those around them.

"You have to evoke strong emotions if you want people to remember where it is you want them to go" (Kouzes & Posner, 2007, p. 154).

If you instill a strong passion in someone, and one that will last for a long time, that someone will do whatever it takes to make it happen.  If you show people that they are connected to the success you describe, they will help you achieve it.  People want to be part of something bigger than themselves.  Show them how and watch them prosper.

References:

Kouzes, J., & Posner, B.  (2007). Enlist Others.  The Leadership Challenge (4 ed., pp 130-160). San Francisco: Joseey-Bass.

Kouzes, J., & Posner, B.  (2007). Envision the Future.  The Leadership Challenge (4 ed., pp 103-129). San Francisco: Joseey-Bass.