Morgan Freeman On Accusations: “I Apologize To Anyone Who Felt Uncomfortable Or Disrespected”

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Shirley Manson

In other eras she might have been a pop torch singer , a soul belter or a new-wave frontwoman: There's a little of each of them in her voice" also stating "In the course of each song she let her voice rise in anger, contempt or passion". It can plead or demand. It can sound dreamy or psychotic. Manson's earliest musical memories were of her mother, who sang with a big band when Manson was a child.

At nineteen, Manson discovered Patti Smith , and specifically Smith's Horses album, which made a "strong impact" on her. Manson's lyrics deal with darker themes, often in a mocking manner. She credits that to her Scottish psyche that leads to a preference for depressing themes, and the fact she always felt like an outsider, even within Garbage — "I'm the odd one out by default.

I'm the only girl, I'm younger than they are, they've all known each other for 40 years, or something crazy like that. So I always felt, like, off the centre of things. The first time Manson contributed her vocals to a project separately from any of her bands was in , when she performed vocals for the chorus of a Garbage-produced remix of Fun Lovin' Criminals single " Korean Bodega ".

Manson teamed up with Marilyn Manson and Tim Sköld in to record a cover version of the Human League 's " Don't You Want Me " [98] but both felt the track inappropriate for either acts upcoming albums, and remains unreleased. The following year, Manson worked with long-time friend Chris Connelly, orating part of a long poem on his eighth album Forgiveness and Exile , [] and worked on a duet with longtime inspiration Debbie Harry [] which remains uncompleted.

Upon her taking on the role of Catherine Weaver in Terminator The Sarah Connor Chronicles season one soundtrack at the end of All proceeds made from sales of the single will benefit Amnesty International. Manson refused clearance for the sample and the track was scrapped. Manson was cast in Terminator: The Sarah Connor Chronicles in May , [] after being asked to appear by series creator Josh Friedman and enduring a multiple audition process, beating out other actresses including Julie Ann Emery.

At the conclusion of the episode, Weaver is revealed to be a liquid-metal T Terminator. Manson also performed and co-arranged a rock and blues version of the gospel song " Samson and Delilah " for the episode's score. In , Manson made her first venture into the videogame industry by becoming digitally mapped to create an avatar of herself for the Guitar Hero franchise.

In the fifth game in the series, Manson is an unlockable character , while the game also features a licensed Garbage track. The next year, Manson was one of the final guests to appear on the cult US children's show Pancake Mountain. Featured in a segment titled "Around the World with Shirley Manson", [] she talked about music from other countries.

She filmed five such segments but none aired before creator Scott Stuckey and producer JJ Abrams canceled the show. One segment, featuring Germany, was eventually released and featured an original theme song sung by Manson and written by Stuckey.

Manson has used her and Garbage's profile to raise awareness and funds for a number of causes. Manson is also a keen lover of animals. In , Manson fronted an international poster campaign for PETA Europe , holding the carcass of a fox under the headline "Here's the rest of your fur coat".

In , Manson became involved with The Pablove Foundation , a charity founded by Dangerbird Records head Jeff Castelaz , whose son Pablo succumbed to cancer the following year. Castelaz, whose family Manson had befriended in the 90s, had asked Manson to sing " Life on Mars?

In , Shirley Manson donated two hand-decorated T-shirts to Binki Shapiro's of the band Little Joy online charity auction "Crafts for a Cause" to raise money for victims of the Haiti earthquake. Manson was married to Scottish artist Eddie Farrell from to In , Manson became engaged to record producer and Garbage sound engineer Billy Bush. Manson is an atheist but has long been interested in spirituality. She recalled, "When I was very small, I was very besotted with the church, absolutely I loved the theatre of it and I got very involved in all the stories we were taught.

She stopped going to church but continued to have theological debates with him every Sunday. Manson became disenchanted with organized religion and although she maintained an interest in spirituality, she complained that she "brushed up against too many examples of hypocritical spiritualists".

Manson identifies as a feminist and has been hailed as a feminist icon. From Wikipedia, the free encyclopedia. Shirley Manson Manson performing with Garbage in June Alternative rock electronic rock dream pop. Musician singer songwriter record producer actress. They didn't really care for the direction I was moving in and I found it really disheartening. They wanted a pop hit, which I understand in terms of making money.

But what they were going to ask of me was something I wasn't prepared to deliver and I felt kind of trapped. I just stopped writing. And Shirley had some of the same depth. Shirley is just the opposite. By using understatement, she can sound even more subversive. Retrieved 7 March Shirley Manson's Individualist Style Legacy". Retrieved 5 January Still Mysterious and Delicious". Retrieved 24 July And God Created Shirley Manson".

Retrieved 8 December Retrieved 13 February Retrieved 18 January Retrieved 5 December Archived from the original on 6 December Archived from the original on 22 August Retrieved 9 May Archived from the original on 11 April Retrieved 6 March Retrieved 11 August Retrieved 2 February Shirley Manson plumbs dark depths on new Garbage album". Breaking up the garbage girl". Archived from the original on 8 December Retrieved 4 February Archived from the original on 21 July Retrieved 8 March United States District Court , S.

Retrieved September 6, Retrieved 15 January Retrieved 22 May Retrieved 12 May Archived from the original on 14 December Retrieved 20 June Not Your Kind of People". Garbage reigned in the late-period glory days of alternative-rock radio, probably because their sound was a hectic amalgamation of almost everything that mingled on the format's airwaves: Retrieved 22 September Retrieved 12 November Shirley Manson, via Facebook.

Retrieved 20 March Retrieved 27 July Retrieved 13 August Retrieved 23 March Archived from the original on 24 September Retrieved 11 September Archived from the original on 29 May Jnana Records press release. Retrieved 25 September Archived from the original on 2 December Archived from the original on 12 February Retrieved 17 January Retrieved 2 March Los Angeles Newspaper Group.

Archived from the original on 13 July Archived from the original on 22 December Shirley Manson of Garbage". Retrieved 3 February Retrieved 4 April Retrieved 5 October The New York Times. Retrieved 3 April Retrieved 3 October Archived from the original on 24 February Retrieved 9 September Foreword by Shirley Manson, Sanctuary, Retrieved 16 October Retrieved 29 December Met one of my idols today, Shirley Manson of Garbage Retrieved 23 May Retrieved 5 November Retrieved 10 June Retrieved 29 November Retrieved 14 January Archived from the original on 15 January Retrieved 27 January Retrieved 28 December This team did not take steroids.

They did not use illegal equipment. They did not sabotage their competitors. In addition, the global backdrop for our Boys in the Boat is important to understand in order to fully appreciate all that they achieved. In , the United States was still entrenched in an economic depression.

West China was in famine. Yet in spite of some very steep odds, in front of Hitler and the world, our USA eight-oar crew beat Germany and all competitors in an intense and very close race. Their victory in Berlin demonstrated that leadership and integrity, the ability to overcome conflict, and a commitment to a greater good were key factors for success in the Olympics and beyond.

In essence, The Five Practices were central to their success. To learn more, you can also check out this Facebook page dedicated to this inspiring true story: Bruce Leamon , M. He can be reached at bruce leamongroup. On a related note, we believe it is important to take the LPI more than once: Think of this as an annual checkup—just like you would with your care or your health.

In addition, it is not unusual to find that the individual leader self results may not show significant change over time but the results from observers manager, peers, and direct reports do show changes over time; hence the importance of degree feedback. Barry Posner , Ph. Together with Jim Kouzes, he is author of The Leadership Challenge —now in its fifth edition—and over thirty other books and workbooks on leadership and leadership development, including the recently released Learning Leadership.

As a leadership coach, leadership presence and resilience have always been my interest. And recently, this really hit home as I walked the battlefields of Gettysburg with a Brigadier General from the U. As we talked about all that happened on that sacred ground so many years ago, the leadership lessons became evident. It is clear that the generals and other corps commanders did not fight the Battle of Gettysburg alone.

So, the question I came to consider was this: How were all those brave soldiers motivated to keep fighting—even willing to die? Inspire with a clear vision. Learning how to inspire through a common vision takes practice. Leaders can seek out feedback from trusted colleagues to get better at putting emotion and imagery into their visions. How do I know they are getting what they need to be inspired? One of the most criticized decisions of the Battle of Gettysburg—a decision involving the attempt to take two important hills—was the result of what was clearly a miscommunication between General Robert E.

Lee and General Richard Ewell. In fact, his choice of words turned out to be a serious misjudgment that resulted in the loss of lives and set a different course for the battle. Cultivating effective delegation skills is a crucial leadership competency.

First and foremost, leaders must be clear about whether they just want a task done or whether they are actually delegating the authority to discern or change course, if needed. Before delegating or giving even a simple directive, leaders should pause and consider whether authority is being delegated. How can I reinforce his or her role in a successful outcome? Be flexible in the moment. Each of the Gettysburg leaders had their own style, to be sure.

But more than style, it was their behavior in the moment that determined whether an engagement was successful or not. Communicating in the moment is a complex task requiring not only a clear vision but important decisions about what and how much to communicate to those seeking direction.

Think about what values you rely on to frame critical communication and directives? Review those times when a quick analysis and decision was required. What can you learn from your actions and the ultimate outcome? Ask for feedback from those involved to gain their perspective. Enable, coach, and Encourage the Heart. Stories abound about how the Gettysburg leaders created instant relationships with their men. To follow a leader in any circumstance—especially under the most arduous situations—requires a humanistic connection.

Respectful nicknames were common during this battle. On the battlefield, as in the workplace, the common thread that weaves through effective leadership is relationships. Whether building immediate or enduring connections, the words and actions of leaders have a profound influence on those willing to follow and those willing to be a part of an ongoing drive for success. Take up the challenge, leaders.

It just takes practice! In her executive coach and consulting psychology role, she helps leaders give meaning to their LPI feedback and move from intent to leadership action. Leaders often fear the exposure and vulnerability that come with direct and honest feedback. Having one or more practice activities that you engage in on a daily basis will go a long way to improve the frequency of this essential leadership behavior and, as a result, improve your effectiveness as a leader.

Begin today getting comfortable with honest dialogue by engaging at least one team member or constituent in conversation for feedback. Reflect on that experience at the end of the day and write down your responses to the following: For an additional online activity, use the instant feedback of Twitter to build your feedback experience. Consider setting up a Twitter account for an appropriate project or initiative. Then ask your team members or constituents to report developments, react to ideas, and post suggestions online.

Remember that leadership is a dialogue, not a monologue. A key component of that continuous improvement focus is leadership development. Indeed, a central belief sees leadership behavior as one of the key drivers of company culture, together with people programs, policies, and organizational structure. Aligning Values and Leadership Behaviors. When it came time to conduct its strategic review a few years ago, the organization took action to revisit its vision, mission, strategies, brand promises, and culture values.

Senior management felt that it was very important that the cultural values be the guiding principles and foundation for everything they did, and that the leadership team live by and lead with a set of leadership behaviors that reinforced and embedded those cultural values. There was such close alignment that the decision to embrace and adopt The Leadership Challenge was an easy one. Engaging the HR team in formulating a new vision. As she considered each of The Five Practices, she saw how the behaviors and principles around Inspire a Shared Vision could be used to create an even more engaged HR team.

In particular, she saw how this Practice could be used to enlist her HR team in creating a common vision. And she knew the forum she would use to put this new process to the test.

Each year, the HR team holds annual review meetings to Challenge the Process by asking two key questions: What are we doing right?

Theresa and her managers h ad their own views about what they wanted the vision to look like and knew they could develop one in short order as a small leadership team. However, rather than developing and refining their vision just among themselves , they committed to making the vision process an inclusive one for the entire team. And we put a lot of effort into crafting well-thought-out questions for this purpose.

The full HR team visioning session began with important discussions around: All participants were asked to think high-level—as a team, as part of the larger organization—rather than focusing on their individual team roles. They were encouraged to consider all areas of their work for their input and ideas and, most importantly, to share their dreams for the future. HR is a strategic partner to the business.

We are a committed and professional team which contributes to making MTL an employer of choice. Cheer - Me - Up Stations , for example, started small.

They initially were set up as kiosks, once every other month in different MTL work locations where people could come to get healthy snacks and drinks. Staffed by members of the HR Employee Relations team around shift-change times, operations employees many of whom do not have work computers could learn about sports and recreational activities, volunteer work opportunities, staff benefits, policy changes, pay adjustments and bonuses , and more.

The HR Employee Relations team also took the time to ask employees how they were doing—to provide an opportunity just to talk —and received very useful feedback regarding changes in company policies, ways in which HR could be of more assistance, etc. Walking the talk of The Five Practices. The Five Practices are now deeply-rooted in the culture of the organization and, specifically, in the behaviors of its HR leaders.

Now they are just part of my DNA. Inspire a Shared Vision: The learning of this Practice inspired Theresa Lai to hold multiple visioning sessions, inviting all team members to participate in crafting the overall vision and providing a forum for all voices to be heard.

While regular review meetings are standard as a way of engaging the team in finding new ways to improve their work, incorporating the learnings of The Leadership Challenge has reinforced the importance of Challenging the Process for the team—to take the initiative to innovate and experiment.

Enable Others to Act: Fostering collaboration, building trust, facilitating relationships, actively listening to all points of view. HR leadership did an exemplary job of involving all 18 members of the HR staff in the process of generating ideas on how to achieve the vision.

They recognized team members by agreeing to do what they proposed, and supported the initiatives by actively participating in those activities. HR managers use the monthly meetings of the whole HR team to recognize efforts of team members in projects or for just going the extra mile. Creativity and innovation have continued to flourish within the HR units at MTL over the past 18 months. In part this is a result of the exemplary leadership the HR Leadership Team modeled so that others could follow.

It is also due to how fully the team embraced the Practice of Enabling Others to Act that resulted in the creation of their powerful vision that is driving positive organizational change and engagement. He can be reached at mdterence tacsen.

Tom Pearce, a Certified Master of The Leadership Challenge, is a popular facilitator, speaker and team developer whose personal mission is to amplify the greatness of others.

He enthusiastically carries out his vision through his coaching, training, and mentoring with clients across the U. He can be reached at tompearce ileadusa. When reviewing the Percentile Rankings, without fail, the mood drops and people feel despondent.

You see, the scores are average to below-average on the ranking. And in this latest session, two of the seven participants were not Irish yet they, too, had below-average scores.

I frequently see LPI scores in the lower third, and rarely, if ever, in the upper third. So, is there any data that might demonstrate if Irish leaders score characteristically low compared to leaders in other parts of the world? Thanks, first of all, for putting your trust in our materials and leadership development framework to develop exemplary leaders.

They seem ready to learn about how they can be more effective without much consideration of how they compare with anyone else in any other place or location. The LPI provides them with some clues about how frequently they currently use these leadership practices. And our belief is that their first "scores" are neither good nor bad, but simply a baseline for determining where they would like to focus on becoming even better.

As to whether the Irish are any more or less likely to be using The Five Practices, here are the average mean scores from all leaders and all observers compared with those who indicate their nationality as Irish or being from Ireland: Irish observers rate leaders about the same or somewhat lower in frequency than do observers from around the globe again with the same rank order. Additional analysis revealed that responses of Irish leaders were significantly lower than reported by Irish observers, and this finding is consistent with the global data set.

Specifically, you will see that "nationality" does not account for any significant explained variance around engagement levels for the direct reports of leaders, while assessments of how frequently their leaders use The Five Practices accounts for more than one-third of that same variance.

Indeed, the analysis shows that I encourage you to focus on helping your leaders increase the frequency of the behaviors associated with exemplary leadership and The Five Practices. We recommend that leaders not focus on the percentile ranking when thinking about their own development because it truly is not the most important scale to look at when making personal plans.

Together with Jim Kouzes, he is author of The Leadership Challenge —now in its fifth edition—and over 30 other books and workbooks on leadership and leadership development, including the recently-released Learning Leadership. Years ago, I bought a piano. I always wanted to play. But after a few short weeks, I came to the conclusion I had made a financial blunder in buying it. I still very much wanted to play the piano, but I discovered that I did not want to learn to play the piano!

I also made note of something much more subtle that I will remember perhaps more than their opening session comments. They were present, engaged, and contributing. They participated in discussions.

And they offered their experience and knowledge freely to all. Thanks guys for the clear reminder. One of the keynote speakers, Dr. Leaders recognize that Challenge the Process is as much about challenging oneself internally e. And it seems there will always be an abundance of iron clad rules, routines, and personal beliefs conspiring to keep the status quo in place. That is why we need leaders to challenge the way things are done. There were a total of 26 breakout sessions, facilitated by practitioners from around the globe who openly shared their talents, experiences, and stories to help everyone in attendance learn to lead more effectively.

It was such a great example of mass collaboration and the collective desire to help everyone grow. There was, as always, an enormous amount of genuine and well-deserved praise and recognition provided. And one very important thing that attendees learned or re-learned was how vital encouragement is in creating an environment for extraordinary achievements to occur. As many of us who are part of The Leadership Challenge Community know, a shared vision is different than a big, ambitious goal.

Bravo to everyone at Wiley and elsewhere for their tireless work to bring that big vision to life in such a meaningful and rewarding way. I was thinking back on the presentation by keynote speaker Keni Thomas, one of the leaders of the 3rd Ranger Battalion immortalized in the book and movie, Blackhawk Down. The overarching message of his keynote was that leadership is all about the example you set.

And it occurred to me that there is a difference between an extraordinary storyteller and someone who changes lives. Nor will they forget the lessons he shared, about standing the line and never leaving anyone behind, especially those who might appear to be a little slower or more challenged in their learning.

Thank you for your service Keni, not only on the battlefield but for all the people in the world you continue to touch and inspire. All that being said…there is little I find more joyful and inspiring than being around really smart and creative people who are graciously willing to teach, coach, mentor and yes, be good friends.

Thanks to all for creating a stimulating and rewarding learning environment. Steve Coats, Certified Master of The Leadership Challenge, is managing partner and co-owner of International Leadership Associates, a leadership development education and consulting firm.

Have you found meaning in your work? Harry Stoner, the main protagonist played by Academy Award-winning actor Jack Lemmon, is successful by most external measures yet is on the edge of ruin as he struggles to find significance, inspiration, and meaning in his life. He wants more than just to survive. Indeed, he wants to be in love with something.

What does that look like? They have to be able to articulate to others what the meaning is in the work that they do. Think of this as one of the first steps on the path to having a vision. Leaders in the world of business often have trouble being visionaries within their organizations—and that often is a result of an inability to see meaning in their work.

If your work simply represents a paycheck, it will no doubt mean no more than that to the people who report to you. I encourage you to find meaning in what you do. This article was originally published on LinkedIn Pulse. In addition to coaching, what else can we do? My clients are looking for a series of follow up actions that can sustain for a year.

I have gotten the best results by holding routine, short follow-up sessions every month or two to focus on one of The Five Practices and bring in some additional activities or related ideas. By having to teach, they will learn more. Brown Bag lunch sessions focused on one of The Five Practices for the five months following the two-day session work very well.

These can be short refreshers, minutes long, ideally led by the client. If they care to focus on one or two behaviors within a practice, that works, too.

That adds a sense of urgency to their continued focus. Research has shown that people are more likely to honor their commitments when they share them with others. Tell your manager, your coach or a close colleague what actions you intend to take and when you will take them.

Make an agreement to meet with that person at a certain time to review your progress. Kouzes and Barry Z. As leaders, facilitators, or coaches, we all have some idea of the impact we can have on others. But our personal interactions with others—whether professionally or personally—can also be life-changing in the long term. This is a lesson that was brought home to me most recently during a memorial service for a long-ago colleague and friend.

Originally from Australia, I currently live and work in the Middle East, in Dubai, but was back in my home-country after a protracted absence. Although we hadn't been in regular contact, his partner emailed me to pass on the news and to ask if there was anyone from all those years ago who could speak at the service. It became clear my return was timely and I was very pleased to accept the honour myself.

The heart-warming memorial service was held on a bleak, wintry day in my former hometown of Melbourne, attended by friends from his varied theatrical and television career.

As I had also had a career in the television field as a producer of prime-time drama, I began my tribute by describing how I had first come to know our friend and colleague, when I was asked to take him on as a director. Although I was more than a little reluctant at first, I came to see our friend for the exemplary leader he was, how over time he developed as a leader, the positive impact he had on those around him, and how he continually pushed his own creativity as well as the creativity of others.

On reflection, much of what I spoke about during my tribute was how our mutual friend Modelled the Way and, as a result, how others developed a deep respect for him; how his attitude and what he spoke about inspired others and how he Challenged the Process—challenging himself and those around him to go higher, to deliver better results.

I told his gathered friends of the significant trust and respect that I developed with him, as his leader. After the service finished, I was approached by two former colleagues. It had been a long time since we worked together and even as they shook my hand and said their names, I still had trouble remembering more than a few fleeting details about them. But as we caught up on what we had all been doing with our lives one of them said something which absolutely shows how Encourage the Heart resonates—has an often huge impact on the other person, not just in the moment but significantly beyond that.

At least 25 years later he still remembered how I encouraged his heart! Did I remember sending those memos, which he still has? Some of us might struggle to remember what a 'memo' was But the lessons from that encounter are very clear to me: Of course I remember even from back then when my own heart was encouraged.

What I didn't expect, such a long time later, was that what I'd done to Encourage the Heart of another would still be remembered—and kept. What a gift this former colleague gave me after all those years, telling me that he still remembered what I did. What a lesson this is for leaders everywhere. What you say and what you do stays behind, like footprints in the sand.

As leaders, we have to make sure they're the 'footprints' we want to leave. And, as leaders, we have a choice in that. So often the leaders I'm working with struggle to Encourage the Heart for a variety of reasons, not the least of which is that others have not encouraged their heart.

If only all aspiring leaders could grasp the idea that when you do this, it can resonate in the heart of the other person for such a long time and deliver such great results. Among his many contributions to the TLC community, he helped capture the powerful story of the Ministry of Tourism of Ajman one of the seven emirates of the United Arab Emirates into a video case study available on YouTube.

Recently I spoke about leading change in challenging times to a group of child welfare professionals. This leader told me of her renewed commitment to push local government and law enforcement officials to address the growing problem of heroin abuse in her Southeast Indiana community. Her passion and the potential impact of her work impressed and humbled me. And when I thanked her for working to make her community better, she also surprised me by responding, "You inspired me. That said, one of my core beliefs is that people want to contribute to something greater than themselves.

I do want to help leaders help others get to where they feel that they are a part of something bigger—to be inspired by that bigger picture. Charisma isn't limited to the great leaders like Martin Luther King. You show charisma when you speak—with conviction—about the meaning of your work, your world. Her leadership journey has included helping leaders at Charles Schwab and Company, Roche Diagnostics, and in her own consulting practice to fully engage those around them.

She can be reached at renee harnessleadership. Ten participants held district leadership positions and also had served beyond the local level as club president; the group also included the executive director from the Southern Oregon Lions Sight and Hearing Center.

They gathered from three of the four corners of the state of Oregon, and one from Northern California. While some of the group knew each other, many did not, yet they share one important thing: To say they were motivated and committed to their personal and Lions leadership development would be an understatement! As a Lions member and Certified-Master-in- Training of The Leadership Challenge, it gave me great pleasure to volunteer my time and to share The Leadership Challenge with fellow Lions volunteers in my home state of Oregon.

Thanks to a generous donation from Wiley Publishing through the Masters Give Back program, program participants were well supplied for their leadership journey. We began on Friday afternoon with group discussions and ice breakers, and went right into sharing Personal Best experiences and feedback on the LPI that each participant completed prior to the start of the program. That evening, participants worked on developing their vision statement, which they presented to the group the following day.

Sunday also saw the group engage in more learning, focused on the Practices of Enable Others to Act and Encourage the Heart, and committing to keeping all of The Five Practices, 10 Commitments, and 30 behaviors at the forefront of their Lions leadership.

The group conquered the Koosh ball challenge in about 2 seconds flat on the first try, and then 1 second on the second try. Lion Bev Bridgewater expresses her true feelings about the strategy game while Chuck Blanchard and Wes King look on in happy agreement.

The blind square was learning at an even deeper level, especially given the commitment of the Lions organization to sight and hearing.

As a facilitator, an inspirational part of any Leadership Challenge experience is seeing and hearing individual participants breathe life into their vision. And this group of Lions leaders did not disappoint! The visions shared ranged from increasing club membership to mentoring fellow Lions on their own leadership journey. Throughout the entire retreat, these leaders were highly participative and engaged.

They clearly were all on a journey to explore exemplary leadership and to deepen their personal commitment to the mission of Lions Club International while leading their respective local or regional organizations. It was amazing to see how many participants remained beyond the conclusion of the retreat to continue to discuss and plan their future Lion leadership strategies.

While The Challenge to Lead program with the Lions was her first experience as a solo facilitator, and the first all-volunteer group of retreat participants, she has been using The Leadership Challenge as a facilitator and coach with SCU leaders since Cheryl can be reached at cjohnson scu. This issue was recently addressed head-on in a research study [1] sponsored by the Institute of International Education West Coast Center , which supports the leadership development and engagement of reproductive health and population leaders in the poorest economic regions of Ethiopia, India, Pakistan and the Philippines.

Overall, leaders and observers participated in the study. That is to say: At the same time, within each country, the level of workplace engagement by constituents was directly related to how often they reported their leaders used The Five Practices. Indeed, we assert that leadership development efforts may be better directed toward building skills common to leaders rather than targeting differences within national boundaries.

Having led and managed people in eight countries across three continents, I have found the exact opposite to be true. Regardless of geographic location or culture, what drives people to the highest level of engagement is innately human and universal.

Thus, great leadership looks the same wherever you are. Together with Jim Kouzes, he is author of The Leadership Challenge —now in its fifth edition—and over a thirty other books and workbooks on leadership and leadership development. The empirical problem with determining that a statically significant change has occurred is due to a limited or restricted sample size. Working with individual leaders, we're often just trying to help the leader move the needle, to see a change in frequency in one or more behaviors in a leadership practice.

At the unit or small group level, there are several ways to provide feedback on changes that may have occurred between LPI administrations. I considered a change in the average score of 1. From this perspective, comparing Self, Managers, and Direct Reports, we calculated that there was positive movement in four of the leadership practices with one showing little change for the group of leaders, that there were meaningful changes for all five leadership practices from the viewpoint of their Managers, and that three of the leadership practices showed favorable movement as perceived by their Direct Reports with the other two remaining relatively the same in frequency.

There were still areas for developing their leadership skills at an individual level but clearly some things had changed from the time the group entered the program to the point that they were concluding it. There are statistical methods available to test whether the mean average scores from two samples are the same or different e. This involves calculating a "t" or "z" statistic, and the formula is, again generally: You can look up in a t-table or z-table the probability of finding such a "result" given the degrees of freedom which is roughly the smaller of the two sample sizes, minus 1.

The formula above would yield the following calculation: For more details, I'd refer you to various statistics books or information you may be able to find on various websites. Exploring the Passion of Leadership. Each of these men set out into unknown parts of the world in search of knowledge, guided by principles of leadership that are quite similar to those we practice as part of The Leadership Challenge journey at Kaneka.

My most current read is The Explorers: Some of these may look familiar and you may agree that these are all valuable attributes of leaders. But, one in particular, caught my eye…. And without a doubt, the explorers Dugard features in his book suffered greatly during their journeys.

So, what about the rest of us? When I reflect on my own career there were times that I simply gave up. Perhaps the suffering was too great and the risk too high. Perhaps I did not have the authority to bring about change or could not convince those in authority to take up the charge. On those successful occasions I was able to endure.

I think it is about staying true to your personal values and personal vision. Perhaps you might think about your family, your faith, a social cause. What about your followers? Are you willing to suffer and endure hardship for others? Can you sacrifice for them? A year veteran in the manufacturing industry, he can be reached at steve leadingelements. It is a question that I always enjoy hearing from people, as I see The Leadership Challenge as a way to bring servant leadership to life for an organization.

Servant-leaders deliver their best while striving to build the capacity of coworkers to become better each day. They follow and are empowered by key philosophies and practices that support their conscious choice to serve. The underlying philosophy of servant leadership is respectful and participatory guidance in working toward common objectives. Both The Leadership Challenge and servant leadership emphasize seeing the unique skills individuals bring to the team, and putting those individuals in positions to succeed.

Therefore, the leader has to understand and value the team enough to Model the Way, Inspire a Shared Vision, Challenge the Process—and both Enable them to act and Encourage their hearts. Some researchers have defined servant leadership as including the competencies of vision, influence, credibility, and trust.

These, too, are closely linked to The Five Practices model and its supporting research, and are found to be both learnable and measurable qualities. An emerging servant-leader understands and behaves in a manner consistent with improving along these 10 dimensions with each leadership opportunity.

That these opportunities are available every day makes the learning process a constant, incremental endeavor. The Leadership Challenge Framework At Integris, we find that the overarching framework of The Leadership Challenge serves to support the development of all of the 10 dimensions of servant leadership. Because the 30 behaviors are designed to be outward-facing and focused on how the leader supports the team and organization, they can serve as a blueprint for what leaders need to do more frequently to become more effective as servant-leaders.

Measuring frequency rather than how well or poorly a leader performs makes the LPI more actionable for true development. Bringing It All Together The idea that you need to serve people first has been demonstrated throughout history. And in order to help leaders understand how to put that into daily action, the framework of The Leadership Challenge provides an actionable roadmap.

It provides a common language to identify the behaviors that will lead to lasting improvement in how we serve others. The Leadership Challenge, coupled with the servant leadership model, is a wonderful foundation for developing the people and culture of an organization. Universities across the country are creating programs that employ both leadership frameworks into their curriculum.

Currently, at Gonzaga University, you can get a degree in Organizational Leadership with a certificate in Servant Leadership. Adapted from an original article published at IntegrisPA. With over 30 years of experience working with multi-national organizations such as Cisco, Sun Blue Cross Blue Shield, BP, State of Arizona, and King County Washington, he provides consulting services in leadership, team development, continuous improvement, and strategic planning.

Evans can be reached at evans. The other day I said to my daughter, "Stop crying over spilled milk. But, how we respond to these episodes is the true test of leadership. In doing some thinking around this idiom, I've concluded 'spilled milk' situations strengthen our leadership skills and enhance our personal growth—if we just take time to ask a few questions of ourselves: Can I use this setback to reinforce my character, demonstrate my values, and set a powerful example for others in how to respond?

When we accept personal responsibility for our mistakes, we Model the Way for others to do the same. When we do, we create teaching moments and opportunities that Enable Others to Act toward greater success. Angela Duckworth in her book Grit talks about her research on the powerful combination of passion and persistence—stating that it truly is what separates the winners from the also-rans.

When we frame it correctly, we learn that failure is never the end of the road. It is only a small step in a greater journey. We get better by learning from the missteps we will no doubt make. And we get to be authentic by being imperfect. Tips for Leaders - Pass it On!

Ten separate research investigations. All to examine self-awareness: She shares the surprising roadblocks, myths, and truths we hold, and findings about how rare this quality actually is: Leaders who are committed to self-reflection and self-awareness willingly seek feedback. They ask what instead of why. And they continually look for ways to engage in learning—for themselves and all those around them. Learn more in the 6th edition of The Leadership Challenge.

The Proof Is In. Leadership Drives Employee Engagement. Use your existing HCI membership log in credentials to view or register for a free membership to access this and hundreds of other webcast presentations. Why do we need grit to make extraordinary things happen?

Challenge is the opportunity for greatness. In every Personal-Best Leadership Experience that Barry Posner and I have gathered for our books and studies, challenge defined the context. People do their best when the conditions stretch them to reach beyond business-as-usual solutions. Successfully handling challenging situations requires, among other things, grit. Angela Duckworth has done the seminal work in this area, and in her book, Grit: The Power of Passion and Perseverance she defines grit as passion and persistence in pursuit of a purpose.

Grit is having stamina. Grit is sticking with your future, day in, day out, not just for the week, not just for the month, but also for years, and working really hard to make that future a reality. The people who tough it out and work through those problems end up with interesting—and finished—books and songs.

This is just as true for the leaders we studied. Despite the adversities they encountered, they persisted because they strongly believed in what they were doing. Having studied the impact of grit in a variety of settings, Angela and her colleagues convincingly demonstrate that people with the most grit achieve the most positive outcomes. For example, researchers have found that those who score high on grit are more likely to persist in a variety of commitments than those who score low.

Grittier soldiers in training for the elite Army Special Operations Forces were more likely to complete the course, and grittier salespeople were more likely to stay in their jobs longer.

Grittier high school students were more likely to graduate, and grittier men were more likely to stay married. In challenging public school settings, novice teachers in Teach for America with the most grit see greater increases in the academic gains of their students than their less gritty teacher counterparts see.

In addition, spelling bee contestants who rated high on the grit scale were consistently the champions. Passion and purpose are equally important elements of grit. You have to care deeply about the outcome and why you are pursuing it. The main skill that differentiates a leader from the rest of those in the organization is the ability to create and communicate an inspiring vision. By definition, leaders are those who are out in front and, therefore, need to know where they are going.

Becoming the very best leader we can be means that we must constantly challenge ourselves and devote ourselves to deliberate practice. Whether working with others or fine-tuning your own skill-set to Inspire a Share Vision, here are a few action steps to get started: Determine your personal vision.

What drives you as an individual? What is your passion and is it compelling to you? Listen to those in your organization about what gives them purpose and meaning. Involve a cross-functional team in crafting a vision that is more attractive than the present.

State it in a way that pulls people forward, projects a clear image of a possible future, and generates the enthusiasm and energy to strive toward the goal. Did this vision motivate them to join the organization, and does it continue to motivate them once they are there?

Does this vision provide a beacon for guiding the kinds of adaptation and change required for continual growth? Embed the vision into the organization. It can NOT just be a sign on the wall. A great example of how an organization can live its vision is a client I worked with that made a video with various leaders and employees talking about the vision and what it meant to them.

The whole company has watched the video as part of an all-employee meeting and it is now part of the onboarding process for new employees. Watch the clip here. Set goals related to the vision. Take your vision further. Once the vision is clear and the strategy is set, assess the organization to make sure all aspects, including structure, processes, rewards, and people are aligned and supporting that direction.

No matter how good we currently are as leaders, we can always be better. So ask yourself what you can do to practice one or more of these seven actions to help develop and refine your skills to Inspire a Shared Vision. Providing organizational development and talent management solutions, she partners with organizations—from small startups to large corporations—to drive high performance by managing change and transformation; and developing talent and leadership.

She can be reached at Laura. The Five Habits at Sea. Ranked as the 3rd worst ship in the Navy, his new command was plagued with low morale, high turnover, and a complete lack of trust. Crew members did their time on the ship and then departed, often leaving not just the ship but exiting the Navy.

While this may seem like the norm for a volunteer force, the backbone of the military relies on tenured mid-level officers and non-commissioned officers to lead day-to-day operations. Not retaining crew members in these positions meant that staff replacement costs on the Benfold had grown exponentially. Commander Abrashoff knew that if he wanted a level of excellence above and beyond what the Navy had experienced in the past, he had to start doing things from a different perspective in the future.

Instead of eating with the officers, as tradition dictated, Commander Abrashoff ate with the enlisted men and women. He walked the deck asking sailors how they thought the ship could improve. As he continually Challenged the Process, he would try anything as long as 1 it did not put someone at risk of death and 2 he could find a way to put it into his budget.

And when things did not go as planned, he made sure that the crew learned from their mistakes. He encouraged calculated risk taking and constantly asked for new ideas, welcoming input from everyone at every rank.

A Tale of Challenging the Process One of the most demotivating tasks for new sailors was painting the ship, which involved a team starting at the front and painting toward the rear. In all, it took a full month. And since every Navy ship at sea was painted every other month, the new crew of sailors was rewarded for their efforts by having to do it all over again the very next month! As a result, the bolts were constantly rusting and dripping down the side of the ship, creating further corrosion.

A fairly simple change but one that delivered a great result: With the extra time provided by these initiatives, sailors had more freedom to take college courses, and had more training time to help increase their readiness scores. In addition, after a few high-profile successes, the ideas came pouring in.

Our Role as Leaders While most of us will never command a destroyer, many of us will lead others who have insight into how we can improve. As our leadership roles become more complex, we often lose touch with daily operations.

We forget the challenges line employees face and with limited perspective cannot accurately identify, let alone solve, the ever-growing list of challenges.

Creating an environment of trust, effectively listening to staff, and giving people freedom to solve their challenges enables our teams to grow and improve, and moves our organizations forward to a more competitive place in the future.

A member of the Texas Department of Family and Protective Services for over 20 years, he currently supervises a team of highly motivated trainers for Adult Protective Services and can be reached at michael. Tips for Leaders - Pass It On! In short, easy-to-read chapters, he offers coaching techniques for building and using our emotional courage to make extraordinary things happen.

Envision Yourself as a Better Leader. Though the chapter is dedicated to being forward looking in terms of having an overall vision of the future for the organization, I like to think of it a bit more personally in the context of our journeys as leaders and our own leadership development. To me, it speaks to thinking about and envisioning yourself as a better leader in the future. It's about deciding the answer to "Where do you see yourself in 10 years?

Improving and growing as a leader can often feel like an insurmountable challenge. I can almost hear them thinking to themselves: I have so much work to do to improve. Maybe this is just who I am. Truly good leaders are continuously learning: Aspiring to be more effective and constantly growing in your practice of exemplary leadership is not for the faint of heart.

Forward-looking leaders understand that and rise to meet the challenge, seeking out new opportunities to grow and ways to develop into the leader they see themselves as down the road, and more importantly, to be the leaders that their employees need.

Andrea wears many hats for FlashPoint—from managing business development and operations to creating solutions for clients. She can be reached at adavis flashpointleadership. Can you provide the most recent data?

And every year, as new leaders and observers complete the LPI we update the numbers and include the analysis of that new data. In addition, our internationally-acclaimed bestselling book, The Leadership Challenge , now in its sixth edition, has been translated into 20 languages and read worldwide by over 2.

Long Live the Degree Tool! Notes from the Field. Many strategies, processes, and policies have served their useful purpose and are ready for replacement or retooling. That said, I feel the need to take exception to a recent article by Forbes. That's a great way to kill trust on a team—not build it!

I left the HR world 18 years ago to become a facilitator, mentor, and coach to leaders and teams around the world. And with feedback coming from as many as Observers, on average, themes start to emerge from both the numerical assessments and the written comments that deliver invaluable insight into how leaders show up in the world and how those around them view the frequency of the behaviors most characteristic of exemplary leaders.

Time-tested over the past 35 years by authors and LPI creators Jim Kouzes and Barry Posner, plus over studies and PhD dissertations conducted by other scholars, the research validates that what leaders do to get extraordinary results in organizations around the world is not only quantifiable, it is learnable!

Counter to what Ms. Increasing the frequency of those 30 behaviors has been proven to improve team effectiveness, morale, productivity, and profitability. Turn-over and absenteeism decreases and engagement improves as leaders increase their emphasis on increasing the frequency of these behaviors. Ryan, there are some bad assessments out there.

When administered and debriefed properly, this proven assessment can and does have a life-changing impact on leaders and teams around the world—regardless of age, gender, ethnicity, or any other demographic you can think of. The sixth edition of The Leadership Challenge is packed with the latest research and evidence of the power of the LPI to deliver results.

Leadership development begins with self-development. And one of the most essential first steps to learning and growth involves feedback. So, ask for it! Ask your supervisor, co-workers, peers, and direct reports for ideas to develop your leadership skills and knowledge. In addition, ask for suggestions of how you could practice some of these skills or learn some of the information.

Establish goals based on the input and create or modify your goals. Get feedback on your feedback. How accurate does your co-worker think the measure was? What can you do to be more effective based on the feedback from your coach, the instrument, and your co-worker? Interestingly, one of the most important times to listen well is when you disagree with the message. This is especially true when it comes to how we affect others.

Identify other times when you may not listen as well as you should when the message is boring, when you lack respect for the speaker, when you are tired, when you have too much to do. Create your own personal action plan to improve your listening skills at all times and for all situations. Listening is seen as one of the most important leadership skills. How well you listen has a major impact on your job effectiveness and on the quality of your relationships with others. You listen to obtain information.

You listen to understand. And in Factfulness , they offer a fascinating way to reframe that worldview to help us see that things are truly better than we think. Was it by design or purely coincidental? The best answer at this point in time is historical symmetry and psychometric factors. The initial research indicated a number of behaviors associated with each leadership practice. Think about the fact that when small groups report out key leadership behaviors, there is always more than one behavior that can be associated with each Practice.

Originally some factors Practices had more statements associated with them than others and we determined that each Practice should have the same number of statements. It is also a well-established statistical finding that the reliability of a scale increases with the number of statements data points associated with it.

In some cases, the Practices with less than six statements did not have as much "reliability" as those with six statements, and seven statements didn't sufficiently increase the reliability. Perfect editorial symmetry would have resulted in two essentials for each leadership Practice with three LPI statements associated with each. But that has never been the case. We do attempt, as much as possible, to align the LPI statements with the text of The Leadership Challenge but, again, this is not an exact match.

When we periodically test out new LPI statements, they typically are first derived from our latest research and thinking as reflected in the most current edition of The Leadership Challenge. For instance, we tested out nearly 50 new statements over a two-year period with nearly , respondents in order to eventually produce the four revised statements and four new statements in the most current edition of the LPI.

An Impact for a Lifetime. But, when you have a Sunday school teacher who shares how important it is to treat people kindly, with dignity and respect, and you see those values exemplified in her own life as she Modeled the Way, you follow. When we first met, my family was new to the church to which she and George H. They became my second grade Sunday school teachers and her kindness in welcoming me into a class of strangers made me want to go back.

She made me feel important — and encouraged my heart! A wonderful storyteller, she read books to us each Sunday which filled me with a love of learning and to value education.

After years of service to families and children, I returned to my love of learning and embraced training others to be great leaders. House of Representatives, my family planned a trip to Washington D.

On the day of our scheduled tour, while waiting in line with all the other tourists to get a glimpse into the House of Representatives, Mrs. She stopped and immediately whisked us off to the private family sitting area in the House of Representatives where we were able to stay and observe as long as we wanted.

She sat with us, explained everything that was going on, and answered all our questions. That picture now hangs in my home. As I grew older, visits with Mrs.

Bush occurred when she returned to Houston for visits. When her husband served as Chief of the U. She encouraged not only me but thousands more to embrace travel, learn about other cultures, and believe in something bigger than ourselves! Her inspiration allowed me to dream a vision that became a reality in my personal and professional life. Did she realize she was Inspiring a Shared Vision? My family, of course, would also see the Bushes at church services and would be greeted so warmly and with such grace.

One year, for example, as then Vice president and Mrs. Bush were leaving the Christmas Eve service and about to get into the waiting motorcade, Mrs. My family was not in the same socio-economic group as the Bush family and we did not socialize with the same people. Bush always treated us as everyone wants to be treated—with dignity and respect—and in all ways that reflected her values, her vision of family, and her philosophy of life.

Encourage The Heart