Most frequent leadership advice of Jim Kouzes
I recently asked bestselling author and leadership expert, Jim Kouzes some questions. Here’s part of that exchange.
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Leadership Freak: “What piece of leadership advice do you give out most frequently?”
Jim Kouzes: “The most important advice that I can give a leader is credibility is the foundation of leadership. I bet I’ve said this at least once a day for the last 30 years.
This is the inescapable conclusion we’ve come to after thirty years of asking people around the world what they look for and admire in a leader, someone whose direction they would willingly follow. The key word here is “willingly.”
It’s one thing to follow someone because you think you have to “or else,” and it’s another when you follow a leader because you want to. It turns out that the believability of the leader determines whether people will willingly give more of their time, talent, energy, experience, intelligence, creativity, and support.
Only credible leaders earn commitment, and only commitment builds and regenerates great organizations and communities.”
(More tomorrow)
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I’m currently finishing, “The Truth about Leadership,” by Kouzes and Posner. Chapter two focuses on credibility. Their First Law of Leadership is, “If you don’t believe the messenger, you won’t believe the message.”
Their research indicates the top four characteristics of admired leader’s are honesty, forward-looking, inspiring, and competency. (in order of importance)
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Yesterday, I heard a leader explaining that he convinced his organization to make major investments in an unseen vision. This leader has delivered in the past. Now his organization is following him into the future. That’s credibility.
All leaders inevitably ask others to believe in a not-yet, a vision.
The benefit of credibility is if you do what you say, others will be more willing to do what you say.
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How can leaders best exemplify the most admired leadership qualities – honesty, forward-looking, inspiring, and competency?
I think there can be too much or too little of these qualities, what about you?
(300 words or less does not include the introduction, the questions, and this comment.)
Dear Dan,
The leaders can best exemplify the best leadership qualities by meeting what they say and saying what they mean. People know what you say and when you do that. I think, doing in times, meeting promises in times matter more that saying alone. Here time is crucial. When you meet your promise after a long time, people might forget what you promised. Similarly they will forget what you are doing. Creation of credibility needs commitment, communication and compromise that leads to co-creation. Commitment in putting sincere effort, continuous communication with people so that they are well aware of your move and compromise with your personal interest and matters.
Perhaps the more important to create leadership trust is to have single identity. People should see you, your attitude, intention , actions and decisions in consistent and accountable manner. So, being self role model before advising others to become role model, actually creates credible, cohesive and affectionate relation, culture and development.
I always show and practice the qualities that I advise others to do it. This energizes and inspires me to say because I feel empowered from within. Credibility inspires and bonds people, society and organization. If it breaks, each segment disintegrate.
Dear Ajay,
Once again your comment packs a punch.
You made me think about the importance of creating small wins that demonstrate personal and organizational progress. What a great way to nurture credibility. Awesome.
I also love, “Creation of credibility needs commitment, communication and compromise that leads to co-creation.” Great sentence!
Best to you,
Dan
I’m thankful that Ajay consistently adds value to LF conversations. Read his bio at: http://leadershipfreak.wordpress.com/ajay-gupta
Kuozes and Posner are rock stars. I think the first step in exemplifying these qualities is leading yourself first.
To come off as honest, you’ve got to strive to be honest with yourself first. To be forward-looking, you’ve got to take the time to look up from what you’re doing and consider what’s ahead for you and your organization. To inspire others, you must first inspire yourself. To achieve & maintain competence, you’ve got to discipline yourself to focus, study, and grow.
By leading yourself you become “the real deal,” and hence, believable.
Geoff,
It’s great seeing you again.
I’m with you. They are in the stratosphere of leadership gurus.
If all we do is follow the wise advice in your comment, I think we’ll go far.
I’ll add that Smallwood & Ulrich suggest that central to leadership success is personal development.
Best regards to you,
Dan
Great post – thanks!
I was just thinking about this on the way to work this morning (as I was reading about Dell’s shady financial reporting).
How does one define leadership? What does it mean to be a leader?
I find myself coming back to two core elements: A leader is someone who is worth following, and who gets results in a sustainable way.
Credibility is so vital to these things – thanks for the insights!
Tim,
Thanks for your comment.
First of all, it’s great to be thinking. I’m not sure we do enough of that.
Your comment – “someone who is worth following” is a powerful, challenging way to describe credibility.
Thanks for adding value to the discussion.
Best to you,
Dan
This book (The Truth about Leadership) is the Tallahassee Leadership Book Club’s November 2010 selection! When I interact with local people who are prominent leaders here, on committees for example, and see them fail to follow up on their commitments while simultaneously gilding their public identity as a “leader” and “go-getter,” my perception of them changes. I suppose that is somewhat the intersection of “inspiring” (the public image) and “competency” (doing (well) what you commit to).
As far as too much or too little, I think that the four qualities probably shift within one person’s leadership style depending on what the situation calls for. Some crises demand immediate honesty (yes, the building is unstable and you must evacuate now) at times when forward thinking (such as designing a capital campaign) is not a priority. Other situations requiring solid leadership may call for a heavy dose of inspiration (we can build that medical clinic for the underserved in Appalachia!) when honesty would impede progress (we haven’t raised a red cent yet).
I can’t wait to hear what the rest of the LF community has to say.
There is an interesting article by Tony Schwartz in the Harvard Business Review Daily Alert Today about the “Four Capacities All Great Leaders Need (and Very Few Have). Its last line seems a perfect addition to today’s LF blog: Great leaders recognize that the best way to get the highest value is to give the highest value.
Here’s the url for the article: http://blogs.hbr.org/schwartz/2010/10/the-four-capacities-every-grea.html
Paula,
As always your stories help clarify important ideas. Thanks!
Love the statement, “the best way to get the highest value is to give the highest value.” Powerful stuff.
Thanks for giving back to others by sharing your insights and perspective.
Best to you,
Dan
I’m thankful Paula consistently add’s value to the conversation. Her bio and contact info are at: http:leadershipfreak.wordpress.com/paula-kiger
Dan: Another great post. Thanks! Keeping promises IS a key facet of leadership and that builds credibilitly => “The benefit of credibility is if you do what you say, others will be willing to do what you say.”
With credibility comes responsiblility. When people believe in you, believe what you say, and then act on what you ask them to do – you have the resposibility to be very clear about what you say. As leaders we have the abilityto deliver ‘truths’ “this did happen” or this “will happen” or beliefs “this can happen if we do this.” As leaders we have a responsibility to know the difference and speak accordingly.
Joan,
Thank you for stopping in today.
Your comment brings clarity to an important component of leadership-communication. In particular, I love the clarity, honesty, and reality of, “this CAN happen if we do this.” I’m going to use that.
Best regards,
Dan
Thanks Dan. I wish I could say that this lesson was simply an absolute truth. But as with most lessons, it was learned through experience. Most of us have been on both sides of a conversation where truths and beliefs are confused at different times in our career or life. Understanding the difference and acting accordingly can make us better leaders AND better people.
Joan
Credibility is tough to earn and easy to lose. Hopefully, Jim and Barry explain “How” one earns credibility in her or his organization. Few will disagree with the “What” and “Why,” the tough part is the “How.”
A great example of “credible leadership” from yesterday’s news was the back story regarding President Sebastian Pinera of Chile and what he and his team did managing the Chile Mine rescue. Watching him on TV, you could see it in his eyes, this man is a true leader. The United States needs more leaders like him.
Having worked in several crisis management situations during my career, this was one of the best managed crisis situations I have ever watched in my life from a leadership perspective. In retrospect the crisis management community will view this incident as the right way to do it. I am sure a case study on this rescue is being written as I am writing this.
Look forward to reading your book Jim and Barry.
Have a safe and productive day…
Jim
Jim,
It’s always a pleasure seeing you.
Great opener, “Credibility is tough to earn and easy to lose.”
Your comment on “how” vs. “what” and “why,” is well taken.
I suggest one way to earn credibility, and it is earned, is by consistency. You may think consistency is easy but I’m not so sure. I think it’s easy for leaders to give way to pressure or let urgencies push one off the stable foundation of values. We see it all the time. Cutting corners, fudging the bottom line, or ignoring legitimate feedback because we don’t have time to listen. The list goes on and on.
Leadership consistency means we know our values and we live by them through thick and thin.
In addition, I think emotional control helps demonstrate consistency and in the end builds credibility.
Well enough for now.
Best regards,
Dan
James Leeman is an online friend, advisor, and supporter of the LF community. You can read about him at http://leadershipfreak.wordpress.com/james-leemann
Dan,
I agree totally with your consistency thought and would add leaders who are motivated by Affiliation are more likely be inconsistent more often thus they struggle to earn credibility.
Be safe…Jim
Given this sub-thread, I would add ‘when’ as a measure for both of Dan’s questions.
Exemplary leadership shines when situations are the most stressful, the most daunting. In those moments, focused, competent and caring leadership is essential and the credibility of such leadership is measured in a heartbeat with potential ripples of positive regard flowing outward, faster than email! That regard is the foundation for willingness to engage in leadership vision.
When in good times, leadership smoke/mirrors/bright lights can be blown/shown somewhat successfully for a period of time, however, when the smoke dissipates and there is no substance behind the curtain, so too will the willingness and credibility waft away.
When is that leadership genuineness/credibility measured? Constantly, every moment, every interaction. More so in stressful times.
Does that mean the leader cannot express uncertainty? Nope, as long the uncertainty is genuine and does not conflict with the existing VMV. We can be uncertain that an initiative may not succeed, that there may be factors that we cannot manage and that not succeeding is part of our learning process, growth and being human.
Doc,
“When” you come in the conversation only gets better.
Thanks for focusing us on when. As I read your comment, I thought about the “when” of crisis that certainly is a crucible that can build credibility.
Then I began thinking about the “when” of success. I think leaders build credibility when success doesn’t change them. When their values remain intact and when they respond with humility and gratitude rather than arrogance and intolerance.
Thanks for adding the “when” dimension to the conversation.
Best to you,
Doc is an online friend, advisor, and support of the Leadership Freak community. Read his bio and see his contact info at: http://leadershipfreak.wordpress.com/doc
Dear Dan,
Wonderful subject.
I like the most these ideas which are the bases of the book:
1.”credibility is the foundation of leadership.”
2.“If you don’t believe the messenger, you won’t believe the message.”
I can only say that we become better on using these tools by doing, observing and learning .
We must discover our hidden talents, to bring together leaders which have special characteristics. Each one different but with the same main characteristic :honesty, character which show TRUST!
My kind regards to you and your team of leaders on Leadership Freak.
Simona,
Thank you for sharing your insights and perspective on this important conversation.
I think your formula of, doing, observing, and learning makes a lot of sense. If we don’t “do” we can’t gain credibility.
Best to you,
Dan
A good leader, in my opinion, is someone capable of taking decisions when it matters, keeping a good balance between authority and the ability to listen to his followers views, integrating them in his own vision to successfully reach the collective goal.
It is only natural that the ability to consistently repeat such a task builds trust and credibility.
Gabriele,
Thanks for coming back to LF and sharing your insights. I appreciate it.
The word in your comment that jumps out at me is “repeat.” Occasional failures can be tolerated and forgive but repeated failures disqualify. On the other hand, repeatedly expressing positive leadership behaviors enhances credibility and extends influence.
Cheers!
Dan
“Occasional failures can be tolerated and forgive but repeated failures disqualify. On the other hand, repeatedly expressing positive leadership behaviors enhances credibility and extends influence.”
Very true. I have personal experience of both cases, and I have to add, it’s much quicker to get pissed off at repeated failures than to valorize repeated success. I guess the human brain is wired to see the bad quicker and more powerfully than the good.
I agree that credibility is the key – I was on the board of directors for an non-profit organization a few years ago that had struggled financially in the past. We had hired a new director that proved his credibility over and over, especially in the financial end of the organization. When he proposed the new budget it was almost double any prior years budget. The only question that was asked was if he was planning on sticking around as director. His credibility as director was all that was needed to pass a seemingly impossible budget.
Thanks everyone for your very thoughtful and insightful comments on “credibility is the foundation of leadership.” I am learning so much from reading your comments and observations.
I’m reminded of a story about one of the leaders we had the chance to interview early in our research. Picture this scene in a video we have of the leader: a group of factory workers are sitting around a table analyzing their plant manager’s leadership. At one point, a veteran employee says that if the former plant manager of the facility were to walk into the room, he wouldn’t even know the guy. He then says that the new plant manager, who arrived earlier in the year, is the first ever to walk around and shake everybody’s hand. Later, when asked what he thinks of the new manager, the president of the local union responds, “She ain’t got a phony bone in her body.”
We have shown this scene on video to thousands of people to illustrate the essence of how leaders earn credibility. We talk about the simple act of going around and shaking everyone’s hands, for example, and how powerful this personal action is. I’ll never forget the observation one person made after viewing this scene: “She had to get awfully close for them to know her bones,” he said. Exactly.
Earning credibility is a retail activity, a factory floor activity, a person-to-person activity. It is gained in small increments through human interaction. Leaders have to get close to their constituents to earn their respect and trust. Leaders who are inaccessible cannot possibly expect to be trusted just because they have a title. Credibility is earned by shaking a hand, leaning forward, stopping to listen, and being responsive. By sharing personal experiences, telling stories, and joining in dialogue, leaders become people and not just positions. And this is just the beginning. There’s lots more that leaders must do to strengthen their credibility over time.
It all comes down to another truth about leadership: You either lead by example or you don’t lead at all.
Love ’em and lead ’em,
Jim
That video would be a valuable tool for new/existing leadership. Is it something that can be rented or purchased Jim?
I can identify with ‘earning credibility’ as it occurs over time with consistency. At the same time, it would seem, leaders cannot keep ‘drawing on those earnings’ without replenishing the credibility investment, again in a consistent manner, across the organization. One handshake does not a leader make! Lending a hand at the right time may though.
Thanks for sharing your wisdom and experiences Jim, very helpful and applicable! Got me recharged!
Unfortunately the video is not available for rental or purchase. I mention the example because it illustrates how leaders build credibility with small acts every day. And, don’t you just love the comment that she had to get awfully close to them for them to know her bones! As you point out, it is only one thing leaders should do. I know this plant manager well, and she was, and is, constantly earning her credibility daily with little acts like the one the union leader described. No leader can take it for granted. Thanks for your comments.