Chapter #4 Set The Example
In chapter #4 Kouzes and Posner urge leaders to
develop a passionate commitment to what they do.
The authors provide a few examples of leaders who
have used this commitment effectively. The example
that kept occurring to me as I read this chapter is one
that college football coaches have used quite often.
Typically for a Division I athletic department to be
successful a winning football team is required.
Football programs can generate profits in excess of
costs to an extent sufficient to fund the rest of the
athletic department. At some schools men’s
basketball and men’s hockey also contribute a small
amount to the bottom line. Football, however, assumes
most of the responsibility to generate income.
The story is short, but effective. Coaches merely ask
donors to consider a bacon and eggs breakfast. This
is a breakfast each of us has had many times.
Typically we eat it without much thought. Football
coaches, however, and possibly Kouzes and Posner,
would ask us to look at it differently. Donors who are
merely involved by giving minimal amounts to the program
are compared to the chicken that gives the egg for the
bacon and eggs breakfast. The contribution is appreciated,
and essential, but the chicken makes her contribution and
then resumes her day unfazed. The pig on the other hand
is truly committed to the cause giving her life so that the
breakfast can be prepared. Football coaches seek donors
who will make commitments that will be large enough to
affect the donor. Kouzes and Posner advocate that
leaders be committed to the values of the organization
rather than just involved with what is important.
The authors recommend that leaders act to personify
the shared values of the organization in thought and deed.
To assure that this is being done consistently effective
leaders will make time to ensure that their actions match
their words and that the proper language is being used.
Using colleagues as feedback loops can be a useful tool
to assure that messages are being received in the manner
they were sent. Using leading questions can also help
managers to direct their subordinates in a direction that
will build consensus and further the organizations goals.
Leaders who have a grasp on the pulse of their organization
are able to glean examples of success stories that can be
used to further the buy-in of shared values as well.
Telling stories of everyday heroes who happen to be co-
workers and acquaintances can be very effective in a group
dynamic. Providing the spotlight and heaping praise on these
heroes allow leaders to show that the organization rewards
the things that are important to them. Doing so also gets people
within the organization talking about the shared values and
modeling them as well attempting to garner some attention too.
The specific tools that Kouzes and Posner list at the end of
the chapter; having someone else audit your performance,
using questions to guide the organization, and, making
storytelling a regular part of the organization, are not tools
I am very familiar with. To be certain, they are not employed
at the organization I presently work for. I wonder if others
have seen these actions modeled in their organizations.
They sound as if they’d be quite effective. It seems to me
that at my office here at the University we are all busy with
our daily tasks and give little if any thought to the culture of
our department or long term issues. I’m sure the department
head and managers are thinking long-term, but that is not
communicated well. Possibly to our detriment we seem to
have a lot of chickens that are involved and not many pigs
that are truly committed. Perhaps that is why our turnover
rate has historically been fairly high.
Comments
Hi Todd,
I wanted to let you know how much I appreciated your reflection on Kouzes and Posner Chapter 4 Set the Example. I personally come from a more practical background and your analogy of the football breakfast with the bacon (pigs) and eggs (chickens) was a nice change from quotes from other texts or articles that I may or may not have read. In addition to a very realistic story of what was outline in the chapter in regard to ‘setting the example’ (more the pig then the chicken).
I do feel for you when you work in an environment where the message of what ‘we are all about’ isn’t very clear. I have personally felt a sort of ‘what’s the point’, in those types of organizations. I have, on the flip side worked directly with the owner of a billion dollar construction company in Massachusetts and although the owner never told story’s with proverbial ‘the moral is’ he did and was always very clear in setting the example of wanting to be the best construction company in the world. This in turn resonated throughout the entire organization. This particular organization did have a lot of shared values with its employees making them feel accountable knowing were part of the big picture, regardless of your position. Morale was far more up lifting then in the one where the ‘leaders’ were not necessarily passionate about ‘the cause’ so to speak.
Irene
Posted by: Irene Menasco | February 19, 2008 11:48 AM