PRACTICE 3: CHALLENGE THE PROCESS

THE LEADERSHIP CHALLENGE® WORKSHOP, FOURTH EDITION. COPYRIGHT © 2010 BY JAMES M. KOUZES AND BARRY Z. POSNER.

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PRACTICE 3: CHALLENGE THE PROCESS

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• In the context of shared vision and values, look for new ideas outside the boundaries of the organization.

• Take incremental steps in applying new and innovative solutions.

• Create a climate in which people are willing to take risks and learn from mistakes.



Module Objectives

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Sydney Opera HouseDesigned by Jorn Utzon (1957)



Challenge the process




▪ Challenge is the opportunity for greatness.

▪ Leaders welcome opportunities - to test their abilities, look for innovative ways to improve their work and organization, etc.

▪ Great leaders are – great listeners

▪ Greater leaders are - great learners

– Inevitable disappointments are learning opportunities

– Take risks and experiment

– Create safe environments in which others can learn from failures and successes

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3. I seek out challenging opportunities that test my own skillsand abilities.

8. I challenge people to try out new and innovative ways to dotheir work.

13. I search outside the formal boundaries of my organizationfor innovative ways to improve what we do.

18. I ask “What can we learn?” when things don’t go asexpected.

23. I make certain that we set achievable goals, make concreteplans and establish measurable milestones for the projectsand programs that we work on.

28. I experiment and take risks, even when there is a chance offailure.

Challenge the Process – LPI Principles

Take a few moments to review how you specifically scored in these

areas

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JK Rowling, Harvard 2008

“Rock bottom became the solid foundation on

which I rebuilt my life”




JK Rowling, Harvard 2008




▪ People are often at their best when dealing with significant change, difficulties, problems, adversity, and other challenges.

▪ Getting extraordinary things done is often about incremental improvement, not huge one-time transformations.

▪ “Small wins” or “little victories”…”v” versus “V”

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Eliminating touch standards, discarding values, or wanting to change something

simply because it is inconvenient.

Challenge is…

Changing the way something is done to make it better.

Challenge is NOT

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TRUST

▪ Foundation of all productive and long lasting relationships

▪ Essential element of teamworking: creates condition that supports risk-taking

▪ If there is no trust, there will be no leader-follower relationship.



Trust Fall

▪ What would your team need to do for you to trust them?



Trust RulesACTIVITY




Trust RulesACTIVITY

• Consistency

• Skills to do the job

• Pay attention

• Take their responsibility serioulsy


▪ What do you need to do so they to trust you?



Trust RulesACTIVITY


▪ What do you need to do so they to trust you?



Trust RulesACTIVITY

• Make yourself vulnerable

• Be willing to the risk

• Do my job (i.e. keep arms still and body rigid)

• Communicate with the team

▪ Trust is not blind

▪ Trust needs boundaries (faith in own and other’s abilities, not blind faith)

▪ Trust is difficult (those not meeting expectations must be removed)

▪ Trust needs bonding (contact, clear goals and mission)

▪ Trust requires leaders with vision, goals, energy, keeping their word and demonstrating competence.



How does this apply to building trust in an organization: Trust Rules



Challenge the Process

Leaders use

“Outsight” to

Constantly Improve

and Innovate!

“ A desk is a dangerous place from which to watch the world”

John Le Carre

JG




JG

• Most effective people develop keen self-awareness.

• Developing insight into one’s self provides

opportunities for being able to understand one’s own

motivation, preferences and perspectives.




JG

• Outsight: being able to see beyond one’s

self.

• You understand others better.

• Open to new possibilities. Better EQ

• You develop better insight as you look into

the mirror of others who reflect yourself

back to you.



Tips for Applying OutsightACTIVITY

▪ Think of a current challenge to your group

▪ Demonstrate to us how you used outsight to address your challenge?

JG



Conclusion: Applying Outsight

▪ Ways in which we can enrich our pool of innovative ideas

▪ Searching outside the boundaries for new opportunities

▪ Never know where a new idea will come from

JG

“

• Leaders should dream big, but start small.

• To create a climate in which the norm is to experiment & take risks, it’s essential for leaders to generate “small wins”!



The concept of “small wins”



Applying Challenge the Process

Story: NIH

▪ RFA: deadline in 15 days!

▪ Can one person do it? NO

▪ Build a team: accumulate many buy ins!

▪ Basic thinking and planning: 6:30 am in office




▪ Break the grant down into various components!

▪ Four faculty on the team!

▪ 1 person:

▪ Model of the grant




▪ Items:

▪ Cover letter Title Abstract Narrative

▪ Key personnel-biosketches

▪ Facility resources- Equipment

▪ Budget Specific aims Significance

▪ Research strategy Human subjects

▪ Bibliography etc



Concept of small wins

▪ What did you learn from this activity about how to use the concept of small wins to address challenges?



Key Actions for Generating Small Wins

▪ Break it down.

▪ Make a model.

▪ Keep it simple.

▪ Do the easy stuff first.

▪ Accumulate yeses.

▪ Experiment.

▪ Give feedback.

▪ Celebrate.




▪ Leadership is closely associated with change and innovation

▪ Leaders actively seek and create new opportunities

▪ Experiment and take risks to learn

PRACTICE 3: CHALLENGE THE PROCESS

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