Kouzes Posner Leadership insights

The Kouzes Posner perspective on Leadership

According to context and client need I use several models and key insights to help with leadership skills and development. One useful approach ( based on client feedback)  is provided by the Kouzes Posner perspective


Kouzes Posner describe 10 commitments/propositions  within the 5 major practices and look at ways of bringing the propositions to life :

Practice 1 : Model the way

1. Find your voice by clarifying your personal values

2. Set the example by aligning

How does it happen?

· Take time for contemplation

· Consider lessons from leaders you admire

· Create alignment around key values

· Speak about shared values with enthusiasm and confidence

· Do a personal audit

· Keep score ( e.g. 360 degree feedback)

· Ask questions

Practice 2: Inspire a shared vision

3. Envision the future by imagining exciting possibilites

4. Enlist others in a common vision by appealing to shared aspirations

How does it happen?

* Listen first – and often
* Draft a collective vision statement
* Breathe life into the vision
* Speak from the heart
* Expand your communication skills
* Find the common ground
* Get to know your “constituents”
* Hang out / keep your ear to the ground
* Determine the “something” you want to do
* Become a futurist
* Test your assumptions

REFLECTION : What makes the difference is the vision of how things could be and then clearly painting this picture for all to see and comprehend

Practice 3: Challenge the process

5. Search for opportunities by seeking innovative easy to change, grow and improve

6.Experiment and take risks by constantly generating small wins and learning from mistakes

How does it happen?

* Treat every job as an adventure
* Seek meaningful challenges for yourself
* Create meaningful challenge for others
* Give people choices
* Make it safe for others to experiment
* Question the status quo
* Break mindsets
* Admit your mistakes
* Conduct pre and post mortems of every project to gain the learning
* Look outwards for ideas
* Add fun to work

REFLECTION : How do I go to work today and do something that will move the enterprise and myself another step in the right direction

Practice 4 : Enable others to act

7.Foster collaboration by promoting cooperative goals and building trust

8. Strengthen others by sharing power and discretion

How does it happen?

* Ask questions, listen and take advice
* Always say “ we”
* Focus on gains not losses
* Create places and opportunities for informal interactions
* Offer visible support
* Enrich peoples jobs
* Enlarge peoples sphere of influence
* Create a learning climate
* Educate,educate,educate

REFLECTION: Take the time to work with staff as individuals, understand their motivation and assign tasks that complement their interest and ability. Only teamwork brings the best results.

Practice 5: Encourage the heart

9. Recognise contributions by showing appreciation for individual excellence

10. Celebrate the values and victories by creating a spirit of community

How does it happen?

* Schedule celebrations
* Be creative about rewards
* Foster positive expectations
* Say thank you
* Find people who are doing things right
* Honour exemplary actions
* Demonstrate caring by walking around
* Show passion and compassion
* Have fun
* Set the example

REFLECTION: Ceremonies , celebrations and rituals are not about the event , they are about touching the hearts and souls of every colleague and team members

More on leadership

Shape the future. Articulate where your company or division is going and be sure everyone around you understands the direction.

  1. Make things happen. Once you know where you’re headed, focus on the how. Again, be sure all of your people know what it takes to execute.
  2. Engage today’s talent. Make the most of your people; engage and inspire them to do their best.
  3. Build tomorrow’s talent. Find and build the talent you need for future success.
  4. Invest in yourself. You can never be a perfect leader; find ways to continually build your skills and become better.

Leading smart people 

The people in your organisation who have the largest capacity to add value are not necessarily those who have the best titles or the most impressive educations. They may also not be the easiest people to manage. Here are three “dos” and “don’ts” for leading the smartest people in the room:


For customised leadership coaching  and free exploratory chat please contact me – cobbep@coachingcosmos.com

NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.

I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”


  • Holistic / systemic approach to coaching
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • First 100 days
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching

Just a thought :
Five frogs are sitting on a log.Four decide to jump off. How many are left? 
Answer: five. Why? Because there’s a difference between deciding and doing.
Mark Feldman





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