CREDIBILITY

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CREDIBILITY

• By
• James M. Kouzes
• Barry Z. Posner

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A CO-CONSTRUCTED SLIDE PRESENTATION

• For
• The Pennsylvania Governors Leadership Academy
• and the
• Participants in the Urban Leadership Academy

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WHAT MAKES YOU CREDIBLE?
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(No Transcript)
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Competence
Initiative
Ethics
Adaptable
Trust
Visible
Truthful
Vision
CREDIBILITY
Integrity
INSPIRING
Accountability
Confidence
Responsibility

Caring
Appreciative
Follow-through
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We admire those who stand for something. We
respect those who believe in something. (p. 60)
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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.
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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).
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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 ones self all over again.
Stretch yourself -- Push the limits of your own
box just a little at a time!
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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).
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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
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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).
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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 dont 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.
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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).
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Developing Capacity -- How do you like to be
empowered?
Three Rs 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.
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Serving a Purpose -- 5
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 are servant leaders -- not self-serving,
but other serving. The relationship of leader and
constituent has been turned upside down (p. 55).
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).
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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 dont 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
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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 dont 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).
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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! Thats impressive. I didnt
know you liked baseball all that much. I
dont, replied the father, but I do love my son
that much.
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So, what can you do to reduce your credibility
gap, if you have one?
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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).