encouraging heart

LEADER’S GUIDE TO THE CRM VIDEO

ENCOURAGING THE HEARTwith JAMES KOUZES and BARRY POSNER

20 minutes, color

BASED ON THE BOOK BY JAMES KOUZES AND BARRY POSNER

Videoscript by Leslie RodierLeader’s Guide prepared by Jane Gould

CONTENTS

FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

BACKGROUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

SUGGESTED TRAINING DESIGNS / OBJECTIVES . . . . . . . . . . . . . . . . . . . . . . . . 9

TRAINING DESIGN 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

TRAINING DESIGN 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

WORKSHEET 1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

WORKSHEET 2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

WORKSHEET 3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

WORKSHEET 4. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

WORKSHEET 5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

WORKSHEET 6. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

WORKSHEET 7. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

CLOSED CAPTIONED BY THE NATIONAL CAPTIONING INSTITUTE. USED WITH PERMISSION.COPYRIGHT © 2000, CRM LEARNING, L.P.

FOREWORD

Encouraging the Heart is about the principles and practices that support the basic human need to beappreciated for what we do and who we are. Encouragement is absolutely essential to sustainingpeople’s commitment to organizations and outcomes. It’s about the hard work it takes to getextraordinary things done in organizations and about how to enhance your ability and comfort withrecognizing and celebrating the achievements of others.

Encouraging the Heart has its origins in our research on the practices of individuals when they arefunctioning at their personal best as leaders. Since our studies began in the early 1980s, we’vecollected thousands of best practice leadership case studies and analyzed thousands of leadershipsurveys. Encouraging the Heart was one of the five key practices of exemplary leaders that weoriginally described in our book The Leadership Challenge: How to Keep Getting ExtraordinaryThings Done in Organizations.

We chose to focus another book, and this video, on Encouraging the Heart for several reasons. First,we either couldn’t find other resources on the bookshelves or weren’t satisfied with what little therewas for students and practicing managers. Second, too often this practice was viewed as “soft” andwe wanted to challenge that assumption and demonstrate that encouraging the heart is a powerfulforce that is pragmatic and results-oriented. Finally, we wanted to add our voice to discussions of souland spirit in the workplace. Encouraging the Heart is about relationships which are at the essenceof leadership. Moreover, when we’re asking people to do things that they have never done before, thenan essential requirement of leadership is the ability to give courage to others.

We have to put our hearts in our businesses, and our businesses in our hearts if we are to meet today’scompetitive and turbulent environments. Heart brings forth images of courage when faced with greatchallenges, hope when confronted with great difficulties, and the fortitude to reach inside and giveyour best even when faced with great odds. Heart involves strength and toughness. It involves leaders’awareness of their responsibilities to those they’re entrusted to lead, as well as to the values oforganizations that select them. Heart is also about being generous and charitable, grateful andappreciative for the dedication and commitment others have shown to the cause.

Encouraging the Heart is about the dichotomous nature of leadership. It’s about toughness andtenderness. Guts and grace. Firmness and fairness. Fortitude and gratitude. Passion and compassion.And it’s about achieving sustainable results that would otherwise be impossible to imagine orcomprehend. In the end, there’s nothing soft about Encouraging the Heart — It’s a hard requirementfor anyone who aspires to lead others, their organization and their communities, to greatness.

Jim Kouzes and Barry Posner

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Leader’s GuideENCOURAGING THE HEART C R ML E A R N I N G

C R ML E A R N I N G

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Leader’s Guide ENCOURAGING THE HEART

BACKGROUND

Who is a leader? Is it someone extraordinary like George Washington orMartin Luther King? Or can it be some ordinary person like your child’ssoccer coach, a supervisor at work, or even the person working in the nextcubicle? Leaders are people who are not only exceptional themselves, butwho know how to make those around them exceptional. They can be anyone,whether an executive or a temporary worker, an employer or an employee, ateacher, a student or a parent. It’s all in a person’s attitude and his or herdesire to make a difference.

James Kouzes and Barry Posner are authors and researchers who haveconducted thousands of case studies and analyses in order to determine thequalities that make up the best leaders. They found that there were fivecharacteristics that came up consistently. Exemplary leaders:

• Challenge the Process• Inspire a Shared Vision• Enable Others to Act• Model the Way• Encourage the Heart

In their books, The Leadership Challenge and Credibility, Kouzes andPosner explore these five essential elements of successful leadership. Thepair found, however, that of the five practices, the most difficult one for manypeople was “Encouraging the Heart.” Many of their clients thought that thishuman touch was too “soft” for their business. Kouzes and Posner stronglydisagree, believing that finding a human side to business is actually a verypowerful force that is far from “soft,” and can be critical for achieving thehighest standards and goals. In their book, Encouraging the Heart: ALeader’s Guide to Rewarding and Recognizing Others, they discuss theprinciples and practice of this important concept.

LOOKING FOR ENCOURAGEMENT

In a 1995 study by Kepner-Tregoe, a training and development company, onlyforty percent of North American workers surveyed said they received anyrecognition for a job well-done, and about the same percentage reported thattheir outstanding individual accomplishments were never acknowledged. Inthe same study, only fifty percent of the managers said that they gaverecognition for high performance. Yet, when asked, ninety-six percent of theworkers in the study agreed with the statement “I get a lot of satisfaction outof knowing I’ve done a good job.”


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Leader’s GuideENCOURAGING THE HEART

What does this imply? For one, that many managers must think thatexceptional performance is just part of the job. Another reason for thisoversight could be due to the image managers have of themselves. There’s amyth that “if you want to get things done right, do it yourself.” These peoplebelieve that they don’t need support from colleagues or co-workers in orderto accomplish their goals. There’s also a common feeling that leaders need tobe detached, analytical, and must avoid displays of emotion to maintaincontrol. They need to evoke respect, maybe even fear, but not love.

According to Kouzes and Posner, these assumptions are wrong. No onemakes the best decisions, gets the highest sales, or the most inventivebreakthroughs by working in isolation. It takes support and feedback fromothers to accomplish the extraordinary. And the view that successfulmanagers are always cool and controlling is also mistaken. In a study by theCenter for Creative Leadership (CCL) in Colorado, the single factor thatdifferentiated the most effective managers from the least effective was higherscores on affection. Although they also got high scores for “thinking” and theneed to have power and influence over others, the highest-performingmanagers also showed more warmth and fondness towards others than did thebottom twenty-five percent.

CCL’s study also revealed that the highest-performing managers not onlygave affection, but also wanted affection. This suggests that the best leaderswant to be liked, and they do care how others feel about them. Venturecapitalist and former CEO Irwin Federman explains why this exchange ofaffection can lead to a successful business: “Conventional wisdom has it thatmanagement is not a popularity contest. I contend, however, that all thingsbeing equal, we will work harder and more effectively for people we like.And we like them in direct proportion to how they make us feel.”

Genuine caring is a fundamental aspect of effective leadership, and this isaccomplished by what Kouzes and Posner call “encouraging the heart.”Leaders who follow this philosophy generally employ a set of recognizable,learnable, and repeatable actions that the authors call “The Seven Essentialsof Encouraging.” These leaders:

• Set Clear Standards• Expect the Best• Pay Attention• Tell the Story


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• Personalize Recognition• Celebrate Together• Set the Example

SET CLEAR STANDARDS

Leaders who show appreciation and concern for the people they work with arenot sacrificing standards for “touchy-feely” emotions. They can showempathy, while still demanding the best; they can be caring, while still beingconscientious. Inspirational leaders set inspirational goals for themselves andothers. Their values become the values of those who look up to them. It’stherefore critical that leaders are clear about the performance and behaviorstandards they expect everyone to meet.

Clear goals make work meaningful, providing a finish line that stimulatesthose involved and makes a task seem achievable. Yet, it’s not enough to seewhat’s expected at the finish. People also want to know whether they’re goingin the right direction or wandering off course. Various studies confirm thatgoals without feedback have little effect on motivation. Feedback alone isalso ineffective. Together, however, they provide a sense of purpose andfulfillment, which greatly increase performance and effort.

Encouragement is a form of feedback that is more personal than most. Itrequires a person to show that he or she cares and takes an interest in others.This, in turn, can lead to a bond of trust between leaders and their associates.When people believe in each other, they have a reason and desire to live up tothe values of the other person. They are willing to give their best because theyknow someone believes they are capable of giving the best.

EXPECT THE BEST

In their book, Kouzes and Posner describe the concept of “self-fulfillingprophecy.” This term was coined by Robert K. Merton, a sociology professorat Columbia University, and he used it to describe the power that expectationshave on people. If we expect someone to fail, that person probably will. Ifwe expect someone to succeed, the person probably will. In other words, ifwe predict or prophesize that something will occur, a person’s behaviorchanges to make that prediction more likely to happen.

BACKGROUND(continued)


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Leaders who consistently demonstrate their belief in individuals, and whoreinforce their belief through positive interactions will have a strong positiveinfluence on those around them. They don’t, however, expect people toaccomplish their best with only encouragement, thanks, and a pat on the back.Even the highest performers need concrete support from their leaders such asaccess to information and resources. And, as difficult as this can be, leadersneed to be available with their time so people feel comfortable coming tothem for support.

And what happens when leaders have negative expectations? What if anemployee seems to have a performance problem regarding a missed deadline,sloppiness, or a clerical error? Instead of giving encouragement, a managermight begin to distance himself from this person, becoming more likely tolook for problems instead of achievements, and exerting more control as aconsequence. The employee could then begin to believe that the managerlacks trust and confidence in her. This might lead to further deterioration ofthe employee’s performance, which then reinforces the manager’s feelingsthat this employee can’t make the grade. When expectations are low, boththe manager’s and the employee’s behaviors are affected, to the detriment ofboth.

High expectations made concrete through action will produce high selfesteem, and this can empower people to do the exceptional and meet thetoughest challenges. In order to encourage the heart, leaders must believe inothers, as well as themselves.

PAY ATTENTION

Kouzes and Posner frequently refer to the exceptional leadership qualities ofTom Melohn, former president of North American Tool and Die. One of thereasons for Melohn’s success was a practice he called CBWA, “Caring ByWalking Around.” His wanderings helped him learn how people were feelingand let him see what they were doing. By paying attention, he was able tonotice the things that people were doing right.

CBWA should not be confused with micromanaging, when managers walkaround looking for problems. Rather than preventing trouble, micromanagingcan create it. If people know their manager is coming to spot problems,chances are they’re going to hide any difficulties they’re having which is justthe opposite of what should be happening. When workers know their leaderis coming around to look for achievements and to offer support, they’ll berelaxed about sharing information about what they’re doing.


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One of the most important aspects of paying attention is listening. Successfulleaders know that they don’t just listen to the words, but the heart and soulbeneath the words. For most people, it’s not necessarily what they’re sayingthat’s most important; it’s the knowledge that they’re being heard withopenness and understanding. This, unfortunately, is not the usual practice inmost organizations. In research covering one million employees from morethan two thousand organizations, only about one in three people thought theircompany listened well to them.

In order to really listen, leaders have to go to the people they work with, sinceit’s often not easy for their constituents to come to them. When leaders getclose, they not only communicate better, but they allow others to know thembetter, to understand how they feel, and to trust them more. They becomemore human; people are more willing to follow someone who they like andtrust. Even during difficult times or in the face of unpopular decisions, atrusted leader will be likely to keep the respect and support of associates. Thecloseness of that relationship will resonate in all aspects of the workplace,providing a comfortable, open environment where people can feel secureabout their leaders, their jobs, and their co-workers.

TELL THE STORY

Communication is a vital component of a well-run organization, and one ofthe most basic forms of communication is the story. Stories are a powerfulform of persuasion that can play an important role in encouraging the heart.They motivate and teach in ways that can not be equalled by memorandums,e-mails, financial statements, or statistics.

Researchers have found that information is more quickly and accuratelyremembered when it is first presented in the form of an example or story.S t a n fo rd Unive rsity sociologists Joanne Martin and Melanie Powe rscompared the impact of a story to statistical data as a means of convincingtheir subjects about the likelihood of a specific company policy. Their resultsshowed that the subjects that were told only the story believed the claim aboutthe policy more than the groups that were told statistics only, or the story withstatistics. They also remembered it better several months later.

Stories that use real incidents and people from an organization illustratevalues and policies that have personal relevance to the listeners. They cangive examples of peers who overcame obstacles or achieved success under



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circumstances that are recognizable to co-workers. And, they make animportant human connection between the storyteller/leader, the subject of thestory, and the audience.

PERSONALIZE RECOGNITION

Everyone wants to be acknowledged for their accomplishments, but thepreferred form of recognition can be greatly different from one person to thenext. John might like a ceremony with speeches, applause from colleagues,and an engraved plaque. Consuelo might prefer something less public, suchas a handwritten note with some flowers. Sandra would be thrilled by aweekend at a golf resort, whereas Karam could use some extra money to buya crib for his new baby.

Some organizations like to tailor the form of recognition to the achievement.At Consumers Energy, the design and development team developed adatabase with the acronym CRICKET. To reward their hard work, they weregiven Cricket Awards: special paperweights with a cricket design.

The wrong type of recognition can end up having no meaning and can evenbe hurtful. Leaders who pay attention know the likes and dislikes of thepeople they work with. They know what people have contributed and whatthey want to be recognized for. They know how to make their tribute uniquefor each person, so that person understands the importance of his or hercontribution.

An expression of appreciation doesn’t have to cost a lot or take a lot of time.It’s the thought and caring that goes into it that makes the difference. Mostimportant, it should come personally from the leader, not delegated to anassistant or co-workers. Whether a manager organizes a big party or justbakes some cookies, it’s going to have a positive impact on the people whoare being acknowledged.

CELEBRATE TOGETHER

Celebrations don’t need to be well-planned, big, expensive affairs. They canbe spontaneous get-togethers; they can be in the office or at the beach or insomeone’s house; they can last a weekend or five minutes. What makes themimportant is that they’re a way of saying thanks and a way to bring peopletogether.


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Whether co-wo rke rs celeb rate an orga n i z ational milestone or theaccomplishment of a peer, they come together as a community. This not onlyhelps people get to know each other, but it makes them feel like part ofsomething larger, like they all have a stake in a common goal. No matter whatthe cost, the energy and good will generated by celebration producessignificant benefits like improved teamwork, higher performance, and releaseof stress.

Celebrations are also effective ways of reinforcing organizational values.They visibly demonstrate the organization’s pride in accomplishing specificgoals and they recognize achievements that reinforce those goals and values.Individuals or teams who are singled out for recognition are held up as rolemodels. They not only receive well-deserved thanks, but they also serve asexamples for their peers to emulate.

SET THE EXAMPLE

Kouzes and Posner present a formula for leader modeling: DWYSYWD. Itstands for “Do What You Say You Will Do.” This perfectly illustrates the twoessential elements that make leaders believable: what they say and what theydo. Are the leader’s words consistent with his or her actions? People knowwhen their leaders genuinely care and whether they actually follow theprinciples they advocate.

But Ko u zes and Posner take this fo rmula one step furt h e r, b e c a u s eexceptional leaders represent groups of people and they must base theiractions on a collective set of values and aspirations. They have to encouragethose around them to share the same beliefs and follow the same standards.To do this, a leader has to set the example for everyone in the workplace. Ifhe or she is seen personally interacting with co-workers, thanking them,celebrating success, telling stories, and having fun, then chances are otherswill start doing the same.

Leadership is more than a position or a title. It is more than technical know-how and organizational skills. Exceptional leaders earn respect and loyaltyby allowing themselves to care and showing people that they care. By trulybelieving that people can do extraordinary things, they will get extraordinaryresults. It’s not always easy to be encouraging and open, but once it becomesa way of life, both leaders and those who look up to them will find it’s awin/win situation where everyone is rewarded.



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SUGGESTED TRAINING DESIGNS

These two training designs, when used with the CRM video, Encouragingthe Heart, will be valuable for people in any position of leadership, from topmanagement to team leaders. The first training design is a short course thatprovides a general overview of the principles that are part of encouraging theheart. The second training design is a half-day workshop that will use specificexercises to illustrate the concepts of this philosophy.

Both training designs are instructor-led and can be used with large or smallgroups. Choose one that best matches your needs, or create your own trainingsession by using any of the exe rcises and wo rksheets that you fi n dappropriate. There is also a “Self-Evaluation,” which participants cancomplete before the session.

OBJECTIVES

After viewing the CRM video, Encouraging the Heart, and completing theexercises in this Leader’s Guide, participants should be able to:

• Understand the importance of encouraging the heart.

• Identify and understand the Seven Essentials of Encouraging:

• Set Clear Standards• Expect the Best• Pay Attention• Tell the Story• Personalize Recognition• Celebrate Together• Set the Example

• Practice the Seven Essentials of Encouraging in real life situations.


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TRAINING DESIGN 1

Introduce yourself and the workshop. Tell a personal story about the best“thank you” you ever got. Ask participants for stories about times theywere thanked or recognized for something they did. How did it makethem feel? Then ask for stories about times they didn’t re c e iveacknowledgment for something they thought was important: a specialachievement, extra hard work, etc. How did that make them feel? Whyis it important to receive and give recognition and positive feedback?(10 minutes)

Brainstorm the best qualities of exceptional leaders. Write down people’sanswers. Try to categorize them into the five practices that Kouzes andPosner attribute to extraordinary leaders:

• Challenging the Process• Inspiring a Shared Vision• Enabling Others to Act• Modeling the Way• Encouraging the Heart

How do participants feel about leaders they’ve known with these qualities(trust, affection, openness, desire to do their best, etc.)? Which qualitiesdo they think inspired them most? Why? How, in particular, doesencouraging the heart inspire better attitudes and higher performance?

Now ask about leaders that were the least inspiring. What characteristicsdid they have? What were the results of their behavior? How mightencouraging the heart have made a difference in their performance andpeople’s perception of them? (10 minutes)

H ave the group complete Wo rksheet 1, the Self-Evaluation. When they’ve finished, discuss the results. Foreach question, find out how often people performed theactivity and whether they thought it was enough, too muchor too little. Write down the tally for each response.

2 hours 10 minutes

M at e rials needed: flip ch a rt , m a rking pens, the CRM video,Encouraging the Heart, Worksheets 1 and 2, paper.

Do some people do things just as often as another, but disagree aboutwhat’s too frequent, what’s too seldom, and what’s just right? Who’sright? Does anybody think they should do any of these activities lessoften? Why? (10 minutes)

S h ow the CRM video, E n c o u raging the Heart.(20 minutes)

After seeing the video, would any participants change some of theirresponses on their Self-Evaluations? How would they re-evaluatethemselves? (5 minutes)

Discuss the Seven Essentials for Encouraging and come up withexamples for each from participants’ own experiences as leaders or withpeople they consider leaders. These can be people in the workplace orteachers, coaches, parents, friends, etc. Write down their responses.


If encouraging the heart is so important, why don’t leaders or managersdo it more? What is the usual kind of behavior that participants haveexperienced or employed themselves? Which of these would theyconsider negative behavior? How might this have hurt or hindered themand their associates? (15 minutes)

Have participants form seven small groups. Each group will work on oneof the Seven Essentials for Encouraging. They will use Worksheet 2,“Looking for the Essentials,” to discover the best ways to apply their“ e s s e n t i a l ” p ractice to their team, d ep a rtment and/or orga n i z at i o n(whichever is most relevant to each group’s make-up).

A f t e r wa rds discuss each gro u p ’s examples and write down theirresponses. See if the group as a whole can come up with a coherent setof Seven Essentials of Encouraging that relates specifically to their ownwork situation. (45 minutes)

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Leader’s GuideENCOURAGING THE HEART C R ML E A R N I N G

H ave participants write down three examples ofencouraging the heart that they will commit to doing in thenext month. Have each person share their commitmentswith others in the workshop. See if there are certainpractices that are more popular than others and discuss whythat might have occurred. (10 minutes)

Conclude the training session by following some of the principles ofencouraging the heart. Thank everybody for coming and for their activeparticipation in the workshop. Let them know that if they have anyquestions or further concerns that you are available. Then give out paperso they can write feedback on the workshop to give back to you.Afterward, you might want to celebrate the successful completion of thetraining by going out for lunch or coffee together. (5 minutes)

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Leader’s Guide ENCOURAGING THE HEARTC R ML E A R N I N G

TRAINING DESIGN 1(continued)


TRAINING DESIGN 2

Introduce yourself and the workshop. Tell a personal story about howyour life has been affected by someone who encouraged you or how youencouraged someone during a difficult time. Ask participants if they canrelate any experiences where they were helped by positive feedback andrecognition. (5 minutes)

H ave participants complete Wo rksheet 1, the Self-Evaluation. (10 minutes)

Discuss the results of the Self-Evaluation with the group. For eachquestion, find out how often people performed the activity and whetherthey thought it was enough, too much or too little. Write down the tallyfor each response. Do some people do things just as often as another, butdisagree about what’s too frequent, what’s too seldom, and what’s justright? Who’s right? Does anybody think they should do any of theseactivities less often? Why? (10 minutes)

S h ow the CRM video, E n c o u raging the Heart.(20 minutes)

Discuss how the video is relevant to participants in the group. Do theysee a lot of this behavior in their organization? How would they describethe work environment if there is enough? What if there isn’t enough?How is encouraging the heart important for different positions in theirorganization, such as CEO or president, managers or supervisors, teamleaders, and people who just work together everyday? (5 minutes)

Talk about the concept of a leader being empathetic, but demanding;caring, yet conscientious. Make a chart with one column to list the “Soft”characteristics of a leader and one to list the “Tough” characteristics.What’s harder for most participants, being “tough” or being “soft”? Howis it possible to combine the two qualities to be an effective leader? Haveparticipants give examples of successful leaders who have both qualities.They can be famous people or people who made a difference inparticipants’ lives. (10 minutes)

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4 hours 20 minutes

M at e rials needed: flip ch a rt , m a rking pens, the CRM video,Encouraging the Heart, Worksheets 1, 3, 4, 5, 6, 7, paper.


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Write down the Seven Essentials of Encouraging the Heart.Go over the principles with the group, coming up withdefinitions and examples for each one. (10 minutes)


Have the group complete Worksheet 3, “Smart Goals.” If you have alarge number of participants, they can complete this in pairs, though thepairs should be from the same team or department so they have goals incommon. Discuss the results. Try to find specific goals for theorganization, as well as individual departments or teams. (15 minutes)

Ask the group if they like to get fe e d b a ck for their wo rk andaccomplishments. How do they feel if they turn in work or complete anassignment, but don’t get any response? What kind of feedback do theylike to get? What kind of feedback do they give to others? (5 minutes)

Talk about how encouragement can be a type of feedback and discusswhy. Ask the group about the term “Self-Fulfilling Prophecy.” (See theBackground in this Leader’s Guide for a definition.) What does it mean?Do they think there’s truth to it? Why? (5 minutes)

Have the group complete Worksheet 4, “Encouragementor Discouragement.” Discuss peoples’ responses and writethem down on the flip chart. Ask for stories from the groupabout how they turned potentially negative situations intopositive ones, or how someone they knew did it for them.What about a time when they couldn’t give a positiveresponse? See if the group can find positive ways to dealwith these difficult situations. (20 minutes)

In their book, Encouraging the Heart, James Kouzes and Barry Posnermention the phrase “ c a ring by walking aro u n d ” or CBWA. (SeeBackground in this Leader’s Guide for a description.) Ask the groupwhat they think this term means and how it helps a leader to “payattention.” Talk about the advantages of CBWA. Write down theiranswers on the flip chart.



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How do participants feel when their boss or manager comes around? Dothey feel comfortable or do they get nervous? Brainstorm about thecharacteristics of the leaders that make people feel relaxed about sharinginformation. Some of the attributes of these positive leaders are that:

• They’re good listeners. They don’t just hear the words. They try tounderstand what’s behind them.

• They ask questions because they’re interested, not to look forproblems.

• They let you get to know them, and they want to know about you.• Th ey ’re ge nu i n e ly pleased to see you and note yo u r

accomplishments.

Write down the habits of leaders that make people want to hide or lieabout what they’re doing. What are the problems that those feelings cancause? Ask individuals how they would conduct a CBWA for theirparticular organization or department. (15 minutes)

One of the advantages of CBWA is getting to see the work spaces ofpeople, which usually have photos or toys or souvenirs that give a senseof people’s lives, their likes and dislikes. Why is it important for a leaderto know about these things? What are the advantages to this when itcomes to giving re c ognition and thanks to the individuals in anorganization?

Ask participants to brainstorm all the different ways to show appreciationto people. How are different kinds of accomplishments rewarded? Forexample, when is a simple thanks or a note appropriate and when shouldthe honor be something like a ceremony or party? Write down responses.(10 minutes)

Put participants into pairs, then have them complete Worksheet 5, “ThePersonal Touch.” Both individuals should fill out Part A of the worksheetand then exchange it with each other. Then they should each fill out PartB, based on what their partner has written.

Discuss the answers for each team. First have one person read his/her listfrom Part A, then have the partner read his/her response in Part B. See ifthe first individual agrees with the evaluation. Then repeat the process


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with the other member of the team. (20 minutes)Talk a little bit about why you told a story at the beginning of theworkshop. Why was that better than just explaining what “encouragingthe heart” meant and why it was important? Have the group completeWorksheet 6, “Telling a Story.” (15 minutes)

Discuss the differences between the two examples in Worksheet 5.Which one did participants prefer and why? What are the importantelements of a good story? What is the value of telling a story aboutparticular people and events rather than just giving facts or statistics?Write down the answers. Some of the important points about storytellingare that it:

• Provides inspiration during challenging situations.• Teaches guidelines and reinforce goals by presenting real examples

with people we know.• Creates legends and mythologies about organizations and the people

in them.

See if the group can come up with stories from their own organization ordepartment. (10 minutes)

Review the steps of encouraging the heart that you’ve covered so far.They all lead to the next important step: celebration. When people givetheir best to meet high standards, they need to be recognized for theirachievements. By paying attention, an astute leader knows who deservesto be rewarded and the best ways to personalize these rewards. And whenit’s time to celebrate, the leader will have stories ready to commemoratethe accomplishments of these top performers.

There are many reasons to celebrate, from personal milestones likesomeone’s birthday, to organizational milestones that involve everyone.They can be just to have some fun, like having an ice cream break ord ressing up for Halloween. Ask the group wh at the benefits ofcelebration are and write down their answers. They should include:

• Recognizing the achievements of individuals and groups.• Rewarding hard work.• Releasing steam.• Providing a way for colleagues to get to know each other better.• Helping people come together as a community.



How do the people in this group celebrate at work? How often do theydo it? Are there other kinds of celebrations that might make theworkplace more uplifting, exciting and friendlier? Write down a list ofall the types of celebrations that people would like and how often theyshould have them. (15 minutes)

A leader has to set the example, even if those in higher positions don’tfollow the same practices and standards. Give the group Worksheet 7 ,“Leading the Way,” to complete. Tell them to think of the positive rolemodels in their lives and write down how and why these peopleinfluenced them. If they can’t think of a leadership model for one of thecategories, they can substitute any person. (20 minutes)

Review the responses to Worksheet 7. Write down the positive qualitiesthat participants attribute to the people they wrote about. Go through thelist and find common characteristics that these role models have. Writethem down. How do the actions of these leaders reflect what they say?How do they relate to the Seven Essentials of Encouraging? (15 minutes)

Have the participants look over their Self-Evaluations (Worksheet 1)again. Would they make any changes to their original answers? Gothrough each question and see how frequently each participant thinks thata particular activity should be practiced. Try to come up with an averagefrequency for each activity. Do most people have to do them more often?Do they think the people they work for and with should do them moreoften? (10 minutes)

Have participants write down three examples of encouraging the heartthat they will commit to doing in the next month. Have each person sharetheir commitments with others in the workshop. See if there are certainpractices that are more popular than others and discuss why that mighthave occurred. (10 minutes)

Conclude the training session by following some of the principles ofencouraging the heart. Thank everybody for coming and for their activeparticipation in the workshop. Let them know that if they have anyquestions or further concerns that you are available. Then give out paperso they can write feedback on the workshop to give back to you.Afterward, you might want to celebrate the successful completion of thetraining by going out for lunch or coffee together. (5 minutes)

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Fill in the circles as accurately as possible. There are two parts. In the first, fill in the circles thatshow the number of times a day, week, month, or year you perform the activity in the question.

For example:

How often do you walk your dog? (Answer: 2 times a day, which you would fill in as follows)

Day Week Month Year

The second part asks whether you should perform this activity more, less, or at the samefrequency. Fill in the circle that honestly describes your feelings.

I should do this:

More often The same frequency Less often

How often do you clearly state your goals or the goals of your department and how they relateto your organization? This can include meetings, memos, special events, person-to-personmeetings, or even casual conversation with colleagues.

Day Week Month Year

I should do this:


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WORKSHEET 1 Self Evaluation

Day

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How often do you let people know the high expectations you have of them? This can includemeetings, memos, special events, person-to-person meetings, or even casual conversationwith colleagues.

Day Week Month Year

I should do this:


How often do you personally acknowledge the outstanding performance of the people youwork with? This can be in the form of a gift, thank you note, public ceremony or celebration,voice-mail, person-to-person meeting, an announcement on a display board, etc.

Day Week Month Year

I should do this:


How often do you walk around your organization in order to meet and talk to people and seethe positive things they are doing?

Day Week Month Year

I should do this:


Cindie M Hanley

How often do you have public celebrations to acknowledge people’s accomplishments, tomark a special event or milestone? This can include formal award ceremonies, specialdinners or parties, spontaneous celebrations, theme days, etc.

Day Week Month Year

I should do this:



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WORKSHEET 1 (continued)

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Use examples that are relevant to everyone in your group. If you’re all in the same team ordepartment, try to find examples that specifically fit the needs of your work situation. If you haveless in common, see how the Essentials of Encouraging could apply to your organization.

Write the “Essential of Encouraging” that your group is evaluating:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

How is this practice currently carried out in your workplace? (Give specific examples of what’sbeen done, how often it’s done, in what manner, who is included, where it takes place, etc.)

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

How do you think this practice should be conducted? (You should consider how often, in whatmanner, who should be included, where it takes place, etc.)

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

WORKSHEET 2 Looking for the Essentials

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Give specific examples of what you, as leaders, would do if you were going to immediatelydemonstrate how to use this essential practice in your current work environment. For example,if your group is working on:

Setting clear standards: come up with specific goals and performance standards for your team ordepartment.

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Expecting the best: what kind of positive behavior would you be looking for? How would yousupport people’s efforts? How would you encourage poor performers?

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Paying attention: how do you find out individuals’ needs and wants? How do you encourageopen communication?

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________


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Telling the story: come up with some specific stories about co-workers who have performedbeyond expectations.

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Personalizing recognition: come up with specific rewards for the projects you’re working on. Listsome ways people in your group like to be recognized.

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Celebrate together: what events or achievements would you celebrate? What kind of celebrationswould you have to honor different types of achievements?

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Set the example: what examples are important for everyone to follow in your workplace? Howwould you model this behavior?

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Cindie M Hanley


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Whenever you start a new project, you should set specific goals that are visible and accessible toeveryone on the team. Kouzes and Posner suggest using the SMART formula to clearly definegoals. SMART goals are:

• Specific• Measurable• Attainable• Results-oriented• Time-bounded

For example:

• Harry’s Hamburgers wants to increase the speed of service so that customers receive theirorders within two minutes, or else they get their meal free. (SPECIFIC)

• Each cash register is equipped with a clock so that cashiers can see when the order is firstclocked in and finally rung up. Weekly tallies will be displayed to show the success of theprogram. (MEASURABLE)

• Harry will be hiring more cooks and kitchen helpers so that there is a steady flow of burgersand fries and enough staff to meet the demand. (ATTAINABLE)

• The reason for this new policy is to bring back business that’s been going to the new fast foodchain that moved in across the street. (RESULTS-ORIENTED)

• Harry will not start the new policy until he’s sure his employees can handle it, for which he’stargeted three weeks. (TIME-BOUND)

WORKSHEET 3 Smart Goals

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Think of either an organizational goal or a team goal that you must set for yourself and yourassociates. Using the SMART formula, write down its components below.

Specific:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Measurable:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Attainable:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Results-oriented:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Time-bound:

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

Cindie M Hanley


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Encouraging the heart can be used to inspire all types of people, even those with performanceproblems. Here are some situations that could result in negative consequences, along with thenegative feedback that might first occur to us. Look for what’s good in these people’sperformance and phrase any criticism positively. Avoid giving both positive and negativefeedback in the same conversation. Show your trust and encourage these people to do better nexttime.

EXAMPLE:

Your 5 year old child has been trying to do more things for himself, but spills milk when pouringsome milk into a glass.

Negative response:“That’s too hard for you. Why don’t you let me do that for you next time?”

Positive response:“You’re really getting good at doing things without my help. Let me see you pour some milkagain, and I’ll give you some tips so you can do it by yourself from now on.”

Your assistant sent an important memo to your boss that had a number of embarrassing errors.She’s usually very efficient, but sometimes she does too much at one time and she’s mademistakes like this before.

Negative response:

“From now on, I want to proof everything before you send it.”

Positive response:

____________________________________________________________________________

____________________________________________________________________________

WORKSHEET 4 Encouragement or Discouragement

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You catch some of your team members talking about last night’s football game when they shouldbe working on a very important project that’s due the next day. Everyone’s been working hardon it for a week.

Negative response:

“I’ve been working my tail off to get this out and you’re not ready with your end of it yet. Savethe TV talk until your break.”

Positive response:

____________________________________________________________________________

____________________________________________________________________________

An employee, who’s otherwise reliable, has missed a deadline for the second time in a month.This happened before when her mother was sick, but this time she didn’t give any hint of aproblem until it was too late.

Negative response:

“When you miss a deadline you set the whole team back. If it happens again, you’re off thisproject.”

Positive response:

____________________________________________________________________________

____________________________________________________________________________

Cindie M Hanley


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A bookkeeper bungles an account that could cost your company a few thousand dollars. You hadgiven this project to this person as recognition for his good work up until now, and you thoughthe could handle the extra responsibility.

Negative response:

“I’m going to turn this account over to Teresa. She should be able to straighten out this mess.”

Positive response:

____________________________________________________________________________

____________________________________________________________________________


Cindie M Hanley


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Part A

Make a list of all the photos, doodads, and decorations that give your desk, office, or cubicle yourpersonal touch. Then write down the things you do that you’d like to have acknowledged. It canbe anything: working overtime, getting coffee for others, being a conscientious leader, alwaysbeing willing to listen, etc. Give this list to your partner.

From the desk of: _________________________________ (Your name)

These items are a little bit of me:

____________________________________________________________________________

____________________________________________________________________________

Accomplishments I would like to be acknowledged for:

____________________________________________________________________________

____________________________________________________________________________

Part B

Using the list from your partner, write down the ways you would show appreciation for thisperson. From what you know of this person, what kind of personal rewards or recognition wouldhe or she be most comfortable receiving? How would you reward each of his or her particularaccomplishments? Your response could be anything from a simple thanks to a well-plannedcelebration.

I would acknowledge _________________________(name of partner) for his/her work, in thefollowing ways:

____________________________________________________________________________

____________________________________________________________________________

WORKSHEET 5 The Personal Touch

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Alfredo Salazar, the president of Fluffy Bedding, calls a special meeting to let his employeesknow about the success of the company’s new web site and to express his appreciation. Theseare two different ways that he might make his presentation. Answer the questions as well as youcan after both examples. Which presentation do you think works better? Why?

Example 1:

Thanks to the dedication of our marketing staff, Fluffy Bedding was able to launch its new website www.fluffybeds.com in record time. Customer response to the site has been excellent andorders have increased ten percent since its introduction two weeks ago. Our free pillowpromotion has had great success at encouraging our customers to order from our on-line catalog.Here’s a check to show our appreciation. Thank you for your hard work!

Who are the people involved in this venture and what do you know about them?

____________________________________________________________________________

____________________________________________________________________________

What problem were they trying to solve?

____________________________________________________________________________

____________________________________________________________________________

What actions did these people take to meet the challenge?

____________________________________________________________________________

____________________________________________________________________________

How did they accomplish the task?

____________________________________________________________________________

____________________________________________________________________________

WORKSHEET 6 Telling a Story

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What were the results of their actions?

____________________________________________________________________________

____________________________________________________________________________

What is Alfredo Salazar’s relation to his employees?

____________________________________________________________________________

____________________________________________________________________________

Example 2:

I was working late one night and when I left at about nine, I noticed a light on in the marketingoffice. Now, normally, Christine is out of here by six because she has to make dinner for her kids,and Frank has his Tuesday night basketball game, which he’s never missed for as long as I’veknown him. But when I peeked in, they were both there, eating cold fast food, looking a bit worn,and cranking out one idea after another. They told me that no matter how late they had to stay,they were going to come up with something by the next day that would knock my socks off.

Sure enough, the next day when I got into work at 7:30, they were already here with big smileson their faces. They had worked the night before until they were exhausted, and Frank hadactually fallen asleep. Well, that was the spark for the idea that’s turned out to be the bestmarketing campaign we’ve ever had. “Shop till you drop” and get a free pillow for late-nightshopping. They had even taken photos to show us how the ads would look, with Christine in bed,shopping the web on her laptop, soft pillows all around her.

Because of their hard work and creativity, we were able to get the web site up and running oneweek early and customer awareness is sky high. So, in honor of Frank and Christine, here arethe socks they knocked off me, freshly laundered, and here are some unlaundered checks astokens of our appreciation.

Cindie M Hanley


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Who are the people involved in this venture and what do you know about them?

____________________________________________________________________________

____________________________________________________________________________

What problem were they trying to solve?

____________________________________________________________________________

____________________________________________________________________________

What actions did these people take?

____________________________________________________________________________

____________________________________________________________________________

How did they accomplish the task?

____________________________________________________________________________

____________________________________________________________________________

What were the results of their actions?

____________________________________________________________________________

____________________________________________________________________________

What is Alfredo Salazar’s relation to his employees?

____________________________________________________________________________

____________________________________________________________________________


Cindie M Hanley


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Look at each of these leaders in your life and write down the characteristics that make him or hera positive model for you. Ask yourself:

• How did this person behave towards me and others?• What were the standards of this person?• What goals did this person help me strive for?• How did I feel around this person?• How did this person acknowledge my achievements?• How did I feel when I received their recognition for my accomplishments?• How do I act today because of this person?

A parent, grandparent, relative, or friend: _______________________(relationship to you)

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

A teacher, coach, scout leader: ______________________(relationship to you)

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

An employer, manager, supervisor, co-worker: ______________________ (relationship to you)

____________________________________________________________________________

____________________________________________________________________________

____________________________________________________________________________

WORKSHEET 7 Leading the Way

Cindie M Hanley


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BIBLIOGRAPHY

Books by James M. Kouzes and Barry Z. Posner:

E n c o u raging the Heart : A Leader’s Guide to Rewa rding andRecognizing Others. San Francisco: Jossey-Bass, 1999.

Leadership Practices Inventory. (2nd Edition). San Francisco: Jossey-Bass/Pfeiffer, 1997.

The Leadership Challenge: How to Keep Getting Extraordinary ThingsDone in Organizations, (2nd edition). San Francisco: Jossey-Bass, 1995.

Credibility: How Leaders Gain and Lose It, Why People Demand It.San Francisco: Jossey-Bass, 1993.



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