CREDIBILITY

1. CREDIBILITY By James M. Kouzes & Barry Z. Posner

2. A CO-CONSTRUCTED SLIDE PRESENTATION For The Pennsylvania Governor’s Leadership Academy and the Participants in the Urban Leadership Academy

3. WHAT MAKES YOU CREDIBLE?

5. Competence Initiative Ethics Adaptable Trust Visible Truthful Vision CREDIBILITY Integrity INSPIRING Accountability Confidence Responsibility Caring Appreciative Follow-through

6. We admire those who stand for something. We respect those who believe in something.” (p. 60)

7. Exploring the Six Disciplines of Credibility • Discovering Your Self • Appreciating Constituents and Their Diversity • Affirming Shared Values • Developing Capacity • Serving a Purpose • Sustaining Hope Recall that “discipline” and “disciple” contain the same root origin.

8. DISCOVERING YOUR SELF -- 1 “Credo, competence, and confidence are the content of character. They are the substance of self, the subject matter that gives meaning to people” (p. 80). “To become a leader then, you must become yourself, become the maker of your own life” (W. Bennis cited on p. 59). You have to know what you believe in before you can share it with others (a paraphrase). “Leaders must be aware of the degree to which they actually have the capabilities to do what they say” (p.69).

9. DISCOVERING YOUR SELF -- What will you do? Try to see yourself as others see you. Be honest. Be brave enough to seek feedback. Develop a credo! Go public with what you stand for! Sponsor a faculty retreat to deal with discovering one’s self all over again. Stretch yourself -- Push the limits of your own box just a little at a time!

10. Appreciating Constituents and their Diversity -- 2 “So, as leaders, we must simply articulate our own philosophies. We must listen to others. We must learn from them” (. 98). “Leaders must reach out and attend to all their constituents if they wish to be credible” (p. 90). “True leaders must understand deeply the hurts and bruises, joys and struggles, aims and aspirations of their constituents. Through carefully listening and being sensitive to the needs of others, you can recognize their needs and offer ways to fill them” (p. 89). “Another way leaders remain open and appreciative is by basing their self-respect not on what they already know, but on how well they are capable of learning” (p. 102).

11. Appreciating Constituents and their Diversity -- How can you become better at this? Look for the positive. Realize that others bring their needs to you to be “fixed.” Develop your skills at listening. Remember the Covey Habit (#5) to “seek first to understand, then to be understood.” Find common ground. Try to focus FIRST on areas of agreement, not on differences. Step out of your boundaries. Take opportunities to learn and appreciate cultural differences. Let people know you notice and respect their work

12. Affirming Shared Values -- 3 “Confronting dilemmas is both dangerous and potentially rewarding” (p. 142). “Your goal is not to achieve wholeness by suppressing diversity, nor to make wholeness impossible by enthroning diversity, but to preserve both. Each element in the diversity must be respected, but each must ask itself sincerely what it can contribute to the whole” (Gardner, cited on p. 124). “Determining the key shared values is not just a technical problem-solving exercise; it is a process in which the parties must participate, and, together, design an agreement” (p 125). Credible leaders honor the diversity of their many constituencies” (p. 53).

13. Affirming Shared Values -- Do you have any practical thoughts for this discipline? Ask people to render their thoughts, and attend to them. Practice the skills of good listening so they know you are interested in their thoughts. Take time (find it first) to discuss and talk about issues of importance. People will willingly discuss things that are seen as important - they just don’t want their leaders to waste their time. Check perceptions -- ask others to share their understandings of what has been said. Develop understanding and appreciation for diversity. Different is not deficient.

14. Developing Capacity -- 4 “Credible leaders make us believe we can make a difference” (p. 157). “The problem with empowerment is that it suggests that it is something leaders magically give or do for others. But people already have tremendous power. It is not a matter of giving it to them, but of freeing them to use the power and skills they already have” (p. 157). “Leaders are great learners, and they regard mistakes as learning opportunities, not the end of the world. And this attitude is true not just for themselves, but also for their constituents” (p. 168).

15. Developing Capacity -- How do you like to be empowered? Three R’s apply here -- respect (mutual), relationships (affirming), and responsibility (remember, there is NO blame). Empowerment increases when you have the support of others. Building connections to constituents is empowering, because they are more likely to support your initiatives than fight them. The metaphor of “customer” is important. Think of how a most valued customer should be treated and then Treat others that way. Your empowerment comes from them, and their respect for you and your work.

16. Serving a Purpose -- 5 “They are servant leaders -- not self-serving, but other serving. The relationship of leader and constituent has been turned upside down” (p. 55). “Stories serve as a kind of mental map that helps people know, first, what is important (that is things, purpose and values) and, second, how are done in a particular group or organization. Stories are powerful educational (leadership) tools” (p. 197). “They put the guiding principles of the organization ahead of all else and then strive to live by them. They are the first to do what has been agreed upon” (p. 185). “Credible leaders set the example for others; they are willing to hold themselves to the same set of standards as others. Credible leaders go first. They truly walk the talk” (p. 187).

17. Serving a Purpose -- What does this mean for you in your professional life? Why do schools need professionally trained principals? What substantive purpose do they serve? If you don’t serve a purpose that other think is valuable, there is no purpose for your being there. Credible leaders must set examples for others. Be accountable. A credible leader has to take responsibility for the effects of leadership. Credibility is lost when the leader points the finger of blame at others. Deflect praise to others; absorb blame from others; build loyalty and commitment from others

18. Sustaining Hope -- 6 “In keeping hope alive, credible leaders demonstrate their faith and confidence by first accepting responsibility for the quality of their lives and for those of their constituents” (p. 221). “You don’t really have to be charismatic, you just have to believe in what you are doing so strongly that it becomes a reality” (p. 223). “When we talk about what we love to do, gain a deeper understanding of others, share more intimately, and truly enjoy the interaction, our energy and passion are contagious” (p. 235). “To enliven team spirit, breed optimism, sustain hope, foster resilience, and renew faith and confidence. Leaders must learn to look at the bright side” (p. 240).

19. Sustaining Hope -- Talk about how you help turn things around? A story to illustrate – A father, one summer, arranged an extensive summer trip for him and his teenage son, a devoted baseball follower. The trip was to travel and see a game in every major league ballpark in the country. A friend and neighbor, hearing of this trip and plan, remarked to the father, “Wow! That’s impressive. I didn’t know you liked baseball all that much.” “I don’t”, replied the father, “but I do love my son that much.”

20. So, what can you do to reduce your credibility gap, if you have one?

21. One final thought • “Renewing credibility is a continuous human struggle and the ultimate leadership struggle. Strenuous effort is required to build and strengthen the foundations of working relationships. Constituents do not owe leaders allegiance. Leaders earn it. The gift of their trust and confidence is well worth the struggle” (p. 273).