Customer Reviews

Encouraging the Heart: A Leader's Guide to Rewarding and Recognizing Others (J-B Leadership Challenge: Kouzes/Posner)

5 star:		(15)
4 star:		(1)
3 star:		(4)
2 star:		(1)
1 star:		(0)

 

 

"We're living in a time that holds great promise. New developments in pharmaceuticals and biotechnology promise that some of the deadliest and most disabling diseases may be cured or at least better managed. New information technologies promise not only to connect us globally and to create whole new forms of commerce but also to foster peace and expand the reaches of our educational systems. Fledgling democratic movements promise to free people from centuries of tyranny and fear. But what is a promise without hope-hope that these promises will be kept? Bold leadership is required if we are to keep these hopes alive...Encouraging the Heart is ultimately about keeping hope alive. Leaders keep hope alive when they set high standards and genuinely express optimism about an individual's capacity to achieve them. They keep hope alive when they give feedback and publicly recognize a job well done. They keep hope alive when they give their constituents the internal support that all human beings need to feel that they and their work are important and have meaning. They keep hope alive when they train and coach people to exceed their current capacities. Most important, leaders keep hope alive when they set an example. There really is nothing more encouraging than to see our leaders practice what they preach" (from the Introduction).

In this context, James M. Kouzes and Barry Z. Posner identify seven essentials to encouraging the heart. According to Kouzes and Posner, when leaders do their best to encourage the heart, they:

1. Set clear standards- The first prerequisite for encouraging the heart is to set clear standards (goals and values or principles). To be successful in encouraging the heart, it's absolutely critical that everyone cherish a common set of standards. It's certainly not very encouraging to be in the dark about what we're expected to achieve, or never to know where we stand relative to what's important. Only when we know the standards can we set our sights for success.

2. Expect the best- High expectations or low expectations both influence other people's performance. Only high expectations have a positive impact on actions and on feelings about oneself. Thus, passionately believing in people and expecting the best of them is another prerequisite to encouraging the heart.

3. Pay attention- One way of showing you care is to pay attention to people, to what they're doing, and to how they're feeling. If you are clear about the standards of behavior you're looking for and you believe and expect that people will perform like winners, then you're going to notice lots of examples of people doing things right, and doing the right things.

4. Personalize recognition- Before recognizing someone, the best leaders get to know people personally. They learn about their likes and dislikes, their needs and interests. They observe them in their own settings. Then, when it comes time to recognize a particular person, they know a way to make it special, meaningful, and memorable.

5. Tell the story- Although the live example is the most powerful of ways to publicize what people do to exemplify values, there are other media available to leaders. Newsletters, annual reports, advertisement, even voice mail and e-mail can be used to encourage the heart and teach positive stories about what people do to exemplify our values. These media sure are a lot more powerful than posting our values on a wall somewhere.

6. Celebrate together- Public ceremonies bring people closer together. As we move to a more virtual world, where communication is by voice mail, e-mail, cell phone, videoconference, and pager, it's becoming ever more difficult for people to find opportunities to be together. We are social animals, and we need each other. Those who are fortunate enough to have lots of social support are healtier human beings than those who have a little. Social support is absolutely essential to our well-being and to our productivity. Celebrating together is one way we can get this essential support.

7. Set the example- Setting the example for encouraging the heart starts by giving youself permission to do so. It starts with putting it in your daily planner. It starts with putting a sign by your door. It starts when you talk to everyone about it. It starts when you turn a routine task into something fun. It starts by giving to others first. It starts when you get personally involved. When leaders do get personally involved in encouraging the heart, the results are always the same: the receiver and the giver both feel uplifted. The reflection in the mirror is the one you portray.

Highly recommended.

Those who have already read Kouzes and Posner's The Leadership Challenge will immediately realize that this volume provides a deeper examination of the concepts introduced in Part Six ("Encouraging the Heart") of the previously published work. After introducing and then discussing five "leadership practices common to successful leaders" and ten "behavioral commitments" among those leaders studied iwhile preparing to write The Leadership Challenge, Kouzes and Posner focus on recognizing contributions (i.e. linking rewards with performance) and celebrating accomplishments (i.e. valuing the victories) in Part Six. In this volume, these two "leadership commitments" receive their full attention. The material is carefully organized within 12 chapters which range from "The Heart of Leadership" to "150 Ways to Encourage the Heart." Why did they write this book? There are four reasons.

Practicality: "We wanted to offer a set of principles, practices, and examples that would provide leaders with a repeatable process -- a set of essential actions --they could apply in their own settings."

Principle: "In this book, we not only demonstrate that encouraging the heart is not soft; we show how powerful a force it is in achieving high standards and stretch goals."

Curiosity: "We've been intrigued for some time by this finding that] "female constituents do not report that their leaders encourage the heart any more than do male constituents, regardless of the gender of their leader] and we wanted to explore the practice in depth to see if we could understand more about these differences."

Finally, "...because we wanted to add our voices to the discussion of soul and spirit in the workplace."

Kouzes and Posner note that the word "encouragement" has its root in the Latin word "cor" which literally means "heart." (So does the word "courage.") To have courage is to have heart. To encourage -- to provide with or give courage -- literally means to give others heart. For me, there are at least three especially important core concepts: First, love what you do. Love those for whom you are responsible. And love them enough to set high standards for them and then give them hope that you and they can meet those standards. Second, don't think of leadership in terms of position, title, power, status, etc. Rather, think of it in terms of initiative. Encourage, recognize and reward initiative whenever and wherever you find it throughout your entire organization. Third and finally, practice what you preach and do that every day. The most effective leaders care....and care deeply. They have credibility because their values and behavior are in unshakable alignment. They have earned others' trust.

Those who share my high regard for this book are urged to check out David Maister's Practice What You Preach, Tim Sanders' Love Is the Killer App, David Whyte's The Heart Aroused, and Larry Davis' Pioneering Organizations.

Other books on leadership only tip their hats to the notion of motivating people. "Encouraging The Heart" actually shows you how to do it successfully. This book fleshes out, with stories and examples, the specific ways to let people know that they are truly appreciated and valued.

Some employees quit just to find a better paying job, but it's usually the lack of rewards and appreciation that start employees looking around in the first place. Rewarding and recognizing others is essential to keeping good employees-and Kouzes and Posner show you how to do it. While some leaders are naturals at touching people's hearts, most of us have a lot of learn. This important book is a great guide.

This wonderful book touches a much-neglected and much-needed segment of management today .... the business case for managers to also be human beings and recognize the humanity of their coworkers and subordinates and themselves when managing.

I am a human resources manager at a utility company. We have many engineers and managers who are familiar and attracted to harder mangement concepts of process, rules, and equations, but are sometimes confounded as to why, with people, 1 + 1 consistently = 3. This book takes a big step toward answering that question with research, examples and tips to try. It shows that managing without recognition and encouragement is like running an engine without oiling it --possible - if not totally enjoyable - in the short-term, but with very negative long term consequences.

For those who like this book, I also recommend James A Autrey's "Love and Profit: Art of Caring Leadership." (available on amazon.com) or the videotape of Mr Autrey's presentation of that material. We changed our company personnel policies to reflect these management concepts and it helped with a culture shift we are working on at the company.

This is a tremendous guide for analyzing and evaluating our personal attitudes, behaviors, and practices we display in both our personal and professional lives. Encouraging the Heart offers a fresh perspective that embraces the heart of leadership. It is motivationl and inspirational, yet gets beyond the "pep rally fluff" by providing real-life applications for a better understanding of what it means to lead and influence others.

This book will touch your heart and your mind, which is where every leader must learn to work from to truly be a leader-- to "walk the talk" with integrity and to inspire others to take action and to want to follow you.

Encouraging The Heart is one of the five key leadership practices presented in the Leadership Challenge by Kouzes and Posner both leaders and experts in this field. Encouraging the Heart is more than a set of skills. It is a way of being and valuing, a perspective that moves leadership from the left side of the brain to a combination of mind of heart. This encouraging of the heart is also one of the most difficult leadership practices to "walk" and "talk". Kouzes and Posner acknowledge this difficulty and the vulnerability entailed in adopting and enacting this way of leadership at work and at home.

Encouraging the Heart goes beyond a simplistic "just do it" to show us how to REALLY do it-- to encourage the hearts of self and others. This newest book of Kouzes and Posner is powerful because it provides realistic ways to enact and live the principle of leadership. These changes can be a springboard for enhancing effectiveness in their other four practices of leadership-- "Challenging the Process, Inspiring a Shared Vision, Enabling Others to Act, and Modeling the Way." I suggest a standing ovation and shouts of "encore" for Jim Kouzes and Barry Posner so that we may encourage their hearts to give us four more books, one on each of the other leadership practices on which they have enlightened us. Thank you and Bravo!

Great book - well organized and written - theory backed up by research with very practical advice. Don't miss this book!

I felt that this book by Kouzes and Posner presented wonderful ideas for leaders. It seemed more directed towards managers of organizations than leaders in general. I was very impressed with the seven essential steps that were offered. It opened up a whole new avenue for putting your heart into a job. I do feel that this book could have been titled, "150 Ways to Encourage the Heart." This book seemed completely repetitive in the last chapter and could have cut down the 11 chapters before it. However this book did offer wonderful ideas for caring leaders and I would recommend it.

My concern with this book upon ordering it was that it would be intended for Execs with a large budget, and how they can allocate those resources to keep their employees happy. I'm glad I was wrong.

This book is good for anyone in a leadership position, and provides explicit examples on how to empower your employees.

The authors break this up into seven principals:

1. Set clear standards: While it's important to "play nice" in the office, the authors explain how to do so in a way without jeapordizing the standards you hold for your team.

2. Expect the best: This pricipal essentially adopts the The Pygmalion Effect. i.e. When you see the best in your employees, they will soon live up to your expectations.

3. Pay Attention: Often cited but overlooked is the need to simply walk around and say 'Hi' to your employees and ensure they know you are there for any support they need.

4. Personalize Recogniztion: Although it goes without saying, this chapter encourages leaders to ensure recongnition is unique to each employee or group of employees.

5. Tell the Story: This chapter focuses on the importants of placing recongition into context. i.e. Instead of saying "John did a great job", find ways to capture the audience by telling the story of his accomplishments.

6. Celebrate together: This chapter really just encourages leaders to ensure that recognition is public.

7. Set the Example: The authors encourage leaders to ensure they hold themselves accountable in their pursuit of following the principles defined in the book.

The final chapter provides offers "150 Ways to Encourage the Heart". Really this is just a breakdown of the seven principles defined above. Those who have very little time can simply read this chapter (with the other chapters defining WHY) to execute their ideas. Admittingly, some of them are little "out there", such as "Go to Clown School so you can learn to laugh and joke around more", or "Interview and actor". I just went through the 150 and circled the 30-40 that I want to ensure I institute into my leadership skills.

Anyone can benefit from this book. It is beautifully written and has great examples to follow and customize. Employees, children, friends and co-workers have benefited from my reading of this book. We are all leaders afterall!