My youngest son came home from school the other day with a packet of information from one of his coaches.
And don’t be surprised to find that you’re at a different stage of leadership depending on the team.
The Pfeiffer Book of Successful Team-Building Tools, 2nd Edition, includes an innovative ten-block model for building a high-performance team and draws on the best-on-the-topic articles from thirty-five years of Annuals volumes.
LearningKeys™ is an innovative strength-based program designed to help identify, appreciate and capitalise on their learning strengths.
This report help students recognise their personal distinctiveness in terms of personality strengths and motivation, values, learning and thinking preferences.
The LPI Individual includes the use of the LPI Self assessment, a 30-item instrument helps individuals measure their leadership competencies, while guiding them through the process of applying Kouzes and Posner’s acclaimed Five Practices of Exemplary Leadership® Model to real-life organizational challenges.
The Student Leadership Practices Inventory (Student LPI) is the only leadership tool designed specifically for students and young people. In this training package, Ingrid Bens (author of the best-selling book Facilitating with Ease) includes all the necessary components for conducting her highly acclaimed Facilitation Skills Inventory (FSI). This comprehensive Facilitator’s Guide provides everything needed to prepare for and deliver a high-impact leadership development program for leaders at all levels.
Your Participant Workbook is a hands-on tool, designed to accompany you on the next phase of your personal leadership development journey.
Created specifically for individual contributors–that is people in organizations who have the capacity to lead and influence others, but don’t have formal management responsibilities, this program underlines the authors’ philosophy that leadership is not a place or position in organisations or just reserved for a few at the top.
Derived from the classic leadership book The Leadership Challenge, Fourth Edition, this is a concise, focused primer on the Five Practices of Exemplary Leadership for students. The Leadership Practices Inventory (LPI) is the best-selling and most trusted leadership tool of its generation. This card deck was created by two Certified Masters of The Leadership Challenge Workshop, based on the best-selling book by Jim Kouzes and Barry Posner. Based on the work of internationally acclaimed leadership experts Jim Kouzes and Barry Posner, the Leadership Practices Inventory (LPI) Action Cards Facilitator’s Guide offers step-by-step instructions on how to conduct nine exercises designed to reinforce the 30 LPI behaviours. The Leadership Challenge, Fourth Edition, has been extensively updated with the latest research and case studies, and offers inspiring new stories of real people achieving extraordinary results. A Coach’s Guide to Developing Exemplary Leaders introduces coaches to The Leadership Challenge model, the Leadership Practices Inventory (LPI), and The Five Practices of Exemplary Leadership—Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart—and provides a road map for quickly n easily. Every position in an organization requires a certain amount of leadership skill and ability.
Sometimes even if we give feedback, we deliver it in such a “sugar-coated way” that the coachee misses it altogether. 1) Clarity – Before you have the conversation get clear and specific on what you want to communicate.
2) Compassion – We often tie ourselves up in knots because we make giving the feedback about us rather than a behavior change that will serve the coachee. Compassion for the coachee helps us put ourselves in their shoes and have a more emotionally intelligent conversation.
If giving the feedback is still a bit uncomfortable for you, experiment with being vulnerable and simply stating “I wish I was more practiced at giving feedback” creates an environment of greater trust and authenticity for the conversation.
3) Curiosity – Coaching conversations are more about listening and asking good questions than talking.
4) Confirmation – Feedback conversations are difficult because our own emotions are often caught up in them (both on the side of the coach and the coachee).
5) Commitment – The end result of any great coaching conversation is a clear commitment to results and a strengthened trust in the relationship.

One last coaching question to ask if you’re looking to grow in your own ability to coach is to ask your coachee “How was this coaching conversation for you? This article was written by Henna Inam, executive coach, speaker, and author of the book Wired for Authenticity. She works with women to help them realize their potential to be authentic, transformational leaders. My name is Gaurav and i work as an AM Training with an MNC corporation , Just wanted to say that these topics that you have written on are just amazing and i normally keep checking all that you write on. The traits that are the raw materials of leadership can be acquired…link them up with desire and nothing can keep you from becoming a leader. Included in the packet was a sheet of paper titled “The Leadership Continuum.” It outlines five levels of leadership and what is necessary to demonstrate each. Be responsible for “victory.” This is the step at which your leadership moves from personal to team-oriented.
You might be on a team where being a level 1 or 2 leader is how you can best contribute, while on another team you might need to step up and be a level 4 or 5.
How great your son and his team is getting early exposure to this content as future leaders! Simply purchase one Self Starter Package with Observers for each participant in your LPI programme. The Leadership Practices Inventory (LPI) Action Cards Facilitator’s Guide Set provides instructions for conducting various activities using LPI Action cards, as well as a set of the cards.
A direct report of yours just gave a presentation to senior management.  The presentation went okay but frankly could have gone a lot better.
A Corporate Executive Board survey suggests that firms whose culture encourages open communication outperform peers by more than 270% in terms of long-term (10 year) total shareholder return. And specificity is hard when we’re giving feedback on “softer” behaviors like a person’s self-confidence or the way they dress.
When we come from a place of curiosity rather than judgment or attachment to our own point of view, new insights can appear and solutions can be co-created that will help us capture stronger commitment (see below).
When emotions get involved it’s hard to really listen clearly (more on this in the blog post “Listen to how you Listen”. Am I reading that correctly?” Acknowledging emotion is a great way to have a more authentic conversation.
I hadn’t seen this before, but in reading it, I thought it was certainly applicable not just to team sports but also to the team environment in the workplace. This fifth level of leadership, the highest on the continuum, requires you to find your “leadership voice.” It’s not always enough to lead by example or feel responsible for the team’s results.
Good leaders understand the nuances of the various teams they’re a part of and can adapt to the circumstances.
Posner as part of The Leadership Challenge suite of programs, products, and services proven to cultivate and liberate the leadership potential in everyone. Posner as part of The Leadership Challenge suite of programs, products, and services proven to cultivate and liberate the leadership potential in every person, at every level in any organisation. The direct report knew her material but didn’t demonstrate self-confidence in her body language, didn’t dress appropriately, and didn’t think fast on her feet in addressing some of the questions. Start with acknowledging what’s working well as it creates a positive environment where the employee can be more open to listening. Her corporate clients include Coca Cola, Novartis, J&J, and others who know female leadership talent is good for business. In my book, that includes the types of choices you’re making in your personal and work life. Or, we race through feedback like we’re going for a root canal, wanting to get it over with as quickly as possible, without any consideration for the pain or numbness of the person on the receiving end.

On the other hand, you can be more specific by saying “your posture and the intonation of your sentences reflected that you didn’t have complete confidence in your own expertise”. Ideally, the talking happens in the form of questions that help the coachee discover the answers within themselves.
This is how leadership is fleshed out: leaders do what leaders experience…they see it around them and they feel it. Great leaders don’t stop with themselves—they believe their actions, their performance, and their leadership can and will influence the rest of the team. That may be saying something that must be said, being the voice of the team in difficult circumstances, or even demanding performance out of others on the team.
Knowing when to take on the various stages of leadership as the circumstances dictate is a key part of leadership.
You secretly wonder if she’s losing confidence in your judgment to have the direct report present in the first place.
They understand it, not because they sat down and took a lesson on leadership…they understand it because they were around leaders. It’s really impossible to succeed in a leadership position if you don’t do these two things.
This can occur only if you’re holding yourself to a high standard of performance and conducting yourself in a way that others aspire to achieve. An individual who reaches this level of leadership accepts the responsibility of the team’s outcome, not just his or her own. Some situations demand more than action—and having a leader who can lend a voice to that situation is necessary. Feedback, particularly developmental feedback, is often hard to give, so most of us avoid giving it. They understand it because leadership principles and values were talked about…lived out, fleshed out, embraced.Incarnation is connecting abstract ideas to human characteristics. A good leader is accountable and is willing to take responsibility for the outcome regardless of what it might be. I’m a believer that actions speak louder than words, and leading by example requires actions that are worthy of imitation. And there’s a reason this one is the highest level on the continuum—it’s not easy to know when to speak up or know the right words and tone for the situation. Taking something that is subjective or an abstract idea and flesh it out until you can see it visualized in the life of a person or the characteristics of a person’s behavior.
I consider this passing the “mom test.” Do you behave in a way that would make your mother proud? Whether you’re at a stage where you’re leading yourself or whether you’re at a level 4 or 5, every team needs leaders who can contribute in various ways. Understand if you can create the right environment it would allow you to understand leadership and you would become a part of it.
Methodology and personality cannot be substituted for this principle.    You cannot communicate out of a vacuum…you cannot impart what you do not possess. If you don’t truly know it, you can’t give it.   As a teacher, you are primarily a learner.

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