Chapter 11:
"...by expected the best from people, they in turn expect the best from themselves" (Kouzes & Posner, 2007, p. 279).
I wrote about this in one of the papers I wrote recently. Basically, people will go above and beyond their own expectations if they believe that their leaders believe in them. Being a leader and telling others that they can do it, they can overcome struggles, really goes a long way at making people feel good about themselves. And when people feel good about themselves they do what's good for themselves and for the company.
"People hunger for feedback. They really do prefer to know how they are doing, and no news generally has the same negative impact as bad news" (Kouzes & Posner, 2007, p. 290).
This is so true! I receive feedback in my job, but would like to get more of it. I like knowing what I'm doing well, where I'm struggling, and what I totally messed up or completely exceeded expectations. People want feedback like they want food, regularly and in good taste; if that makes sense.
Chapter 12:
"Besides, who really wants to work for a place that has no ritual or ceremony--a boring place that neither remembers nor celebrates anything?" (Kouzes & Posner, 2007, p. 309)
I sure do not! People like having fun. If you create an atmosphere that fosters enjoyment, you will see people start enjoying coming to work. When people enjoy coming to work, they start going beyond what is expected of them. Why? Because happy people feel great about life and people who feel great about life do great things in life.
"And if you report that your manager is a close friend, you are 2.5 times more likely to be satisfied with your job" (Kouzes & Posner, 2007, p. 318).
I had to re-read this several times because I found it so amazing. It really goes to show that just being nice to people will have a positive impact on them, and ultimately yourself. It also helps to explain why so many people are unhappy with their jobs; because their managers don't care about them and make it blatantly obvious. Being able to open up as a leader, and let your constituents feel a personal connection to you, will only benefit you, your company, and your constituents.
Chapter 13:
"Leadership is not a gene, and it's not a secret code that can't be deciphered by ordinary people" (Kouzes & Posner, 2007, p. 339).
I said this in a recent paper too. So many people think that only certain people can be leaders. I think anyone can. That being said, I think anyone can be almost anything they want to be. There are so few things that limit us in this world, or at least this country. The biggest thing that limits people, I find, is themselves. People are afraid of the unknown and thus do not venture into it. But being a leader is about being someone who is willing to stand up and do something that maybe others are unwilling to do, in order to create a better tomorrow. Anyone can do it, yet so few do; which is why people think only a few can be leaders.
"Of all the things that sustain a leader over time, love is the most lasting" (Kouzes & Posner, 2007, p. 351).
I agree with this and was surprised that it was written. Love makes people do things they never imagined they could, or would. What's more, it is usually positive things. Love drives people to have a passion and determination that cannot be matched by anything else. You cannot incentive people to do something that they do not feel a love for. You can never get someone to do something as passionately as they would if they loved what they do. So find what people love and harness it!
Reference:
Kouzes, J. & Posner, B. (Fourth Ed.). (2007). The Leadership
Challenge, San Francisco: Jossey-Bass
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