LEADERSHIP EXCELLENCE AND

THE CORE 4 LEADERSHIP MODEL

REFERENCE RESOURCE

Perspective, Framework, Narratives, Definitions and Practices

Abstract This reference resource is intended to provide an in-depth and scholarly addition

to the Quick Guide, outlining in greater detail the philosophy, architecture and practice of Children’s Mercy Leadership Excellence and The Core 4 Leadership Model.

Developed by: CM Leadership Development HR | Organizational Development

Table of Contents

We Believe p. 1

8 Powerful Words p. 1

CM Leadership Excellence p. 1

Introduction to Servant-Leadership p. 1

The Importance of Our Leadership Values p. 2

Visualizing and Understanding LE and the Core 4 Model p. 2

How Does it Begin… p. 3

Lived Out… p. 4

For the Purpose of… p. 4

Visualizing Servant-Leadership p. 5

The CM LE Core 4 Master Slide p. 6

Managing Self Narrative p. 7

Defining the Managing Self Leadership Values p. 8

Mobilizing Others Narrative p. 9

Defining the Mobilizing Others Leadership Values p. 10

Cultivating Culture Narrative p. 11

Defining the Cultivating Culture Leadership Values p. 12

Challenging Systems Narrative p. 13

Defining the Challenging Systems Leadership Values p. 14

Practices and Demonstrations of The Core 4 Leadership Values p. 15

References p. 19

Recommended Readings p. 20

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We Believe We believe that infusing Children’s Mercy with life-giving servant-leadership at all levels, and within all

functions, is essential to our mission of improving the health and well-being of children in and around

Kansas City and beyond. We also believe anyone can exercise leadership because leadership is behavior

that doesn’t require a formal title or position of authority. As a result, Children’s Mercy Leadership

Excellence was born, and a unique, tailor-made, leadership model (The Core 4), centered at the heart of

CM Leadership Excellence, and based on the mindset and practice of servant-leadership, was created by

Children’s Mercy for Children’s Mercy. This model provides our organization with a common leadership

language and for not only executing this mission, but in executing this mission with excellence.

This model offers a rich, values-based, actionable leadership framework enabling you to exercise

leadership anywhere at any time and expand your leadership capacity with continuous leadership

improvement in mind for transforming yourself, those around you and the organization at large.

8 Powerful Words Excellence in leadership drives excellent outcomes. At Children’s Mercy, we believe excellence in

leadership is expressed and practiced through 8 powerful words (four core elements) comprising the

Children’s Mercy Leadership Excellence Model: Managing Self; Mobilizing Others; Cultivating Culture;

and Challenging Systems (i.e. The Core 4). Continuous improvement across The Core 4 will enable you to

maximize your leadership influence, impact and effectiveness.

At Children’s Mercy, servant-leadership is the driving force of Leadership Excellence and the

foundational framework of the CM LE Core 4 Leadership Model. This is evident in that ten of the Core

4’s twelve associated leadership values and around 60% of its associated leadership practices can be

directly or indirectly tied to conceptual and empirical literature ascribed to servant-leadership and its

various traits. As a result, we believe, that by exercising CM Core 4 Leadership, you are, to one degree

or another, fundamentally exercising servant-leadership.

Introduction to Servant-Leadership Servant-leadership at Children’s Mercy is the philosophy, mindset and daily practice of extraordinary

mindfulness, empathy and humility in authentically considering, valuing and prioritizing the needs of

others to foster their personal and professional growth and development toward their highest potential.

Robert K. Greenleaf (1977), widely considered the father of modern organizational servant-leadership,

posited that the best test of a servant-leader is asking the question: “do those served grow as persons;

are they healthier…more autonomous and more likely themselves to become [servant-leaders]?

Greenleaf (1977) conceptualized servant-leadership as a way of life rather than a management

technique, distinguished by both a primary motivation to serve (what the servant-leader does) and a

personal self-construction (who the servant-leader is).

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Studies have tied servant-leadership to an increase in employee behaviors such as altruism,

conscientiousness and courtesy (Ehrhart, 2004), as well as organizational functioning through high levels

of trust and the promotion of authentic communication (Liden, 2011). Servant-leadership stresses the

importance of nurturing others, which encourages them to be more creative and engage in more

helping behaviors, all the while improving their personal well-being (Parris & Peachy, 2013). In addition,

research has shown that servant-leadership increases collaboration between team members and

improves team effectiveness (2013). Furthermore, in considering business outcomes, comparing Jim

Collin’s (2001) “Good to Great” companies with the five-hundred largest public companies and eleven

companies most frequently cited in literature as being servant-led, Sipe and Frick (2015) found that from

1995-2005, stocks from the five-hundred largest public companies averaged a 10.8% pretax portfolio

return, Collin’s Good to Great companies a 17.5% return, and the servant-led companies a 24.2% return.

In light of these things, it is unfortunate that servant-leadership is sometimes mistaken for indecisive or

passive leadership, or the need to sacrifice one’s own identity or self-care. In reality, servant-leadership

requires courage, discipline and resiliency in managing self, mobilizing others, cultivating culture and

challenging systems. Servant-leaders also follow a strong ethical and moral compass operating from the

inside out with integrity, courage and character. They facilitate progress and accomplish outcomes with

and through others whom they have committed to helping grow into self-reliant, autonomous,

innovative people who themselves commit to exercising servant-leadership which in turn promotes an

ongoing cycle of care, service and development. At Children’s Mercy, we believe that leadership in

general and servant-leadership in particular, can be learned, as well as exercised anywhere, by anyone,

at any time because the ability to exercise leadership is not dependent on formal position or authority.

Servant-leadership is contagious and has a transforming influence (Farling, 1999), and is the foundation

from which engaged and thriving employees live into, and execute with excellence, Children’s Mercy’s

mission of improving the health and well-being of children in and around Kansas City and beyond.

The Importance of Our Leadership Values and Leadership Practices

Our leadership values—what matter most deeply to us stemming from our most strongly held beliefs

and convictions—is the foundation of our leadership culture clarifying our leadership purpose and

aligning our collective mindset; and our organization functions best when our leadership practices

support, exemplify and promote our core organizational leadership values. In addition, these leadership

values and practices also directly impact interpersonal relationships, inform situational diagnosis and

influence performance which significantly and ultimately shape leadership development and

effectiveness.

Visualizing and Understanding LE and The Core 4 Leadership Model Following is a visualization of Leadership Excellence, The Core 4, and a brief narrative for each of The

Core 4 elements and the definitions, practices and demonstrations for each of their corresponding

leadership values. These narratives, definitions, practices and demonstrations will help you understand

and interpret the model enabling you to effectively exercise the leadership behavior to which we aspire.

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Leadership Excellence begins with self, and self-management is the

source from which all other leadership behaviors and practices flow.

Without first attending to self-management, the activity required for

mobilizing others, cultivating culture, and challenging systems is

underserved and diminished. Within Children’s Mercy’s Leadership

Excellence Core 4 Leadership model, developing the leadership values of

awareness, integrity and accountability is fundamental to Managing Self

In developing these leadership values, managing self involves: creating

space for reflection and rejuvenation; knowing what energizes and

derails you; acting from internal values; doing what is right; and holding

oneself accountable and responsible, consistent with a high moral and

ethical framework. Furthermore, it involves maintaining a commitment

to continuously seeking to understand others’ perspectives of one’s self,

and the impact one’s personal behaviors and actions have on their

spheres of influence and the organization at large. In pursuing these

things, one cultivates a deep knowledge of who they uniquely are,

enhances personal and organizational insight and clarity and enables

behavior that is consistently aligned with personal and organizational

values.

M A N A G I N G S E L F

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Managing Self Leadership Values Awareness

Awareness, in the context of Managing Self—a core element of the Children’s Mercy Leadership

Excellence Core 4 model—is understanding yourself and your impact on others (i.e. self-awareness).

Self-awareness enables one to more effectively modify behavior, build relationships and view situations

from a holistically integrated perspective, leading to personal and professional success in a variety of

organizational contexts. Rejecting or underappreciating the necessity to continuously pursue self-

awareness can lead to relational and situational misdiagnosis, unhealthy communication and others’

perception that one is aloof or arrogant. It can also lead to one’s strengths manifesting as shadow traits

when they are intentionally or unintentionally stretched to extremes. Daniel Goleman (2000) outlines

three competencies in demonstrating self-awareness: “emotional self-awareness—one’s ability to read

and understand their own emotions as well as recognize their impact on work performance,

relationships, and the like; accurate self-assessment—one’s realistic evaluation of their strengths and

limitations; and self-confidence—a strong and positive sense of self-worth.”

Integrity

Integrity, in the context of Managing Self—a core element of the Children’s Mercy Leadership

Excellence Core 4 model—is doing what is right both personally and professionally regardless of

pressure, influence or consequence. Across leadership success literature, integrity has been identified as

the foundation of leadership effectiveness. Integrity comes from the Latin for whole or complete,

requiring “an inner sense of ‘wholeness’ and consistency of character” (Kang 2017). Integrity, conveying

consistency of character, requires alignment between one’s core values, words and actions. This

alignment enables one to present themselves and the organization justly and with good conscience,

setting the stage for a more thriving and sustainable way of working and doing business, both internally

and externally.

Accountability

Accountability, in the context of Managing Self—a core element of the Children’s Mercy Leadership

Excellence Core 4 model—is holding yourself responsible for outcomes associated with your own

actions, decisions, quality of work and areas of control and influence. Accountability involves taking

ownership without assigning blame and taking responsible action without getting stuck in a continuous

loop of rationalization, resistance and denial (Samuel & Chiche, 2004). Accountability drives

achievement and execution; and is the catalyst for elevating personal performance, growth and

development.

See the Managing Self Leadership Practices and Other Demonstrations on p. 15

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Leadership Excellence may begin with self, but to achieve great and

lasting outcomes, one must inspire, align and mobilize others toward a

shared goal while elevating their need for autonomy, recognition and

sense of personal achievement or mastery. Within Children’s Mercy’s

Leadership Excellence Core 4 Leadership model, developing the

leadership values of empathy, trust and empowerment is fundamental

to Mobilizing Others.

In developing these leadership values, mobilizing others involves gaining

insight through active listening, meeting others where they are and

identifying and implementing increasingly reliable processes while

removing organizational barriers to growth. In addition, mobilizing

others involves: being willing to give others a voice; including them in

the decision-making process; and modeling the way forward even when

it seems risky or difficult. Furthermore, mobilizing others involves co-

creating the vision which fosters greater build/buy-in and execution of

the vision. One who operates in this way has opportunity to inspire,

facilitate engagement and collaboration, and elicit powerful and

productive commitment to the organization and the processes

necessary to organizational success.

M O B I L I Z I N G O T H E R S

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Mobilizing Others Leadership Values Empathy

Empathy, in the context of Mobilizing Others—a core element of the Children’s Mercy Leadership

Excellence Core 4 model—is putting yourself in other people’s shoes, discerning their emotional

experiences, and taking positive, purposeful action based on that understanding. Empathy involves

committing to, and practicing, being mindful and present with others with the intention to deeply listen

to their challenges and identify their desires. Empathy also involves assuming that others have good

intentions guiding their actions and in return responding in a way that is supportive and compassionate.

One who practices engaging others empathetically will not only connect on a deeply meaningful level

with them but will also more likely be invited to partner with them in overcoming their workplace

challenges and determining how they will effectively contribute to the goals of the team.

Trust

Trust, in the context of Mobilizing Others—a core element of the Children’s Mercy Leadership Excellence

Core 4 model—is creating a high reliability organization that positively impacts others’ level of

engagement, performance and workplace satisfaction by being personally reliable and identifying and

implementing increasingly reliable processes. Trust inspires confidence in the values and practices that

guide personal and organizational activity. It is the catalyst that allows a full and vigorous contribution of

gifts, talents and ideas to the success of groups, teams, functions and the enterprise at large. Lack of

trust fosters a toxic environment built upon accountability avoidance, the withholding of information,

silos, territorialism and general dysfunction.

Empowerment

Empowerment, in the context of Mobilizing Others—a core element of the Children’s Mercy Leadership

Excellence Core 4 model—is facilitating others’ growth and success by providing space for them to

demonstrate greater autonomy, responsibility and authority in carrying out the mission and vision of the

team and the organization. Empowerment is essential for organizational effectiveness and is the catalyst

for multiplying and expanding leadership activity within all functions, and at all levels, of the enterprise.

To empower others, one must provide them with the resources, encouragement and freedom to

explore on the growing edge of learning and doing. Empowerment also requires deploying the

appropriate direction and support in response to developmental need in conjunction with the task at

hand. In light of these things, when others are empowered, they experience increased learning,

motivation, competence and self-reliance, and display a deeper sense of commitment and engagement

which culminates in the delivery of greater value to the team and the organization.

See the Mobilizing Others Leadership Practices and Other Demonstrations on p. 16

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Leadership excellence not only begins with managing self and includes

mobilizing others, it also involves cultivating culture within a team,

group, function, and ultimately the enterprise at large. Culture is

cultivated through the explicit and implicit, as well as the conscious and

unconscious messages one’s actions and language convey. Furthermore,

as Groysberg, Lee, Price and Cheng express, “Culture is the tacit social

order of an organization: It shapes attitudes and behaviors in wide-

ranging and durable ways. Cultural norms define what is encouraged,

discouraged, accepted, or rejected within a group. When properly

aligned with personal values, drives, and needs, culture can unleash

tremendous amounts of energy toward a shared purpose and foster and

organization’s capacity to thrive” (HBR, Jan-Feb, 2018). Within

Children’s Mercy’s Leadership Excellence Core 4 Leadership model,

developing the leadership values of honesty, connectivity and

stewardship is fundamental to Cultivating Culture.

In developing these leadership values, cultivating culture involves:

promoting truth and authenticity; prioritizing and leveraging diversity,

inclusion and interdependence for more insightful, relevant and robust

input and outcomes; articulating shared values and beliefs; aligning

activity with organizational mission and strategy; and taking care of

every resource. It has been said that culture eats strategy for breakfast,

one must be hyper aware of their responsibility as an influencer of

behaviors, mindsets and social patterns in cultivating and driving culture

as culture can make or break an organization.

C U L T I V A T I N G C U L T U R E

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Cultivating Culture Leadership Values Honesty

Honesty, in the context of Cultivating Culture—a core element of the Children’s Mercy Leadership Excellence Core 4

model—is communicating sincerely, transparently and truthfully about your own actions, internal beliefs, experiences

and intentions, as well as communicating sincerely, transparently and truthfully about the state and strategy of the

organization and its operation. Honesty is essential in creating an accurate map of reality others can live into with vigor

and purpose giving them their best shot at success. Honesty is in large part made up of truth and authenticity. As Tom

Morris (1997) expresses, “There is probably no greater source of wasted time and energy in modern corporate life than

the distraction that arises when truth is not readily available in the workplace and speculation, gossip, and rumor rush in

to fill the void…. Human beings can’t do without the truth. If they don’t have the genuine article, they’ll fall for anything

that passes for it… Truth, even hard truth, if passed on with as much understanding, kindness and sensitivity as possible,

is always the foundation for solving any problem in a sustainable way.” One who is perceived as authentic and truthful is

able to create strong bonds ultimately coalescing the support necessary to accomplish joint objectives. And one who is

honest about the organizational landscape, closes the door on speculation and gossip that can lead to misaligned

expectations and misappropriated work.

Connectivity

Connectivity, in the context of Cultivating Culture—a core element of the Children’s Mercy Leadership Excellence Core 4

model—is connecting individuals’ work to the larger mission and purpose of the organization as well as challenging team

members to capitalize on each other’s unique talents and expertise to obtain better results and outcomes. Connectivity

involves building and nurturing relationships with others both internally and externally requiring one to be in touch with

their needs in terms of their work, their concerns, their working styles and their professional relationships. It also

involves communicating shared values and beliefs while helping others align their daily work with the organization’s

mission, strategy and desired outcomes which elevates team members’ motivation and sense of purpose. Furthermore,

it involves creating opportunities for diversity, inclusion, and interdependence to flourish which leads to a greater sense

of belonging and value as well as increased morale, collaboration, creativity and innovation. One must meet the

connectivity needs of others in relation to each other and the organization or risk them becoming marginalized, stagnant

and depleted. Work can be satisfying and meaningful only if it contributes at the very least to meeting basic needs of

connectivity and purpose. Morris (1997), conveys that “humans have a deep need for a sense of uniqueness as

individuals; union with something greater than self; usefulness to others; and understanding about their lives and work.”

Humans are individually unique but built for connectedness, so one must strive to help others live into, and find

expression for, their uniqueness while keeping them from the illusion that utter individual autonomy leads to fulfillment.

Stewardship

Stewardship, in the context of Cultivating Culture—a core element of the Children’s Mercy Leadership Excellence Core 4

model—is holding in care, trust and safe keeping all organizational stakeholders, resources and the organization’s

surrounding community at large. In exercising leadership, one is entrusted to ensure the long-term vitality and success of

others and the organization. Stewardship requires taking into account the greater good when making decisions that

includes factors beyond the financial impact, immediate organizational goals, or the individuals directly involved by

considering future impact both internally and externally. As Peter Block (1993) expresses, “Stewardship begins with the

willingness to be accountable for some larger body than ourselves—an organization, a community. Stewardship springs

from a set of beliefs about reforming organizations that affirms our choice for service over the pursuit of self-interest.”

When one exercises servant-leadership through stewardship in holding others, teams of others, and the enterprise at

large in care, trust and safe keeping, they are acting to improve and sustain employee and organizational health and

vitality.

See the Cultivating Culture Leadership Practices and Other Demonstrations on p. 17

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Leadership Excellence at Children’s Mercy not only includes managing

self, mobilizing others and cultivating culture, it also includes

challenging systems. Challenging systems is a catalyst fueling

organizational learning, growth and continuous improvement which are

the keys to fostering competitive advantage and creating a sustainable,

thriving future. Within Children’s Mercy’s Leadership Excellence Core 4

Leadership model, developing the leadership values of curiosity,

courage and adaptability is fundamental to Challenging Systems.

In developing these leadership values, challenging systems involves:

embracing conflict, complexity and change, even in the mist of

uncertainty and resistance, to generate creativity and solidify purpose;

asking powerful questions to gain deeper insight and initiate learning;

and confronting embedded beliefs and assumptions to challenge the

status quo and initiate change. Challenging systems also involves taking

smart and courageous risks, innovating and experimenting with purpose

and thinking strategically and acting adaptively. Challenging systems

preempts disruption, harnesses opportunities for positive progress and

opens doors to new and creative ways of personal and organizational

being and doing.

C H A L L E N G I N G S Y S T E M S

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Challenging Systems Leadership Values Curiosity

Curiosity, in the context of Challenging Systems—a core element of the Children’s Mercy Leadership

Excellence Core 4 model—is seeking out new information, knowledge and experiences to gain deeper

understanding and learning, cultivate a growth mindset and foster creativity. Curiosity combats blind-

spots due to overconfidence in expertise or authority as well as the tendency to favor information

confirming preexisting beliefs. One who adopts a curious approach appreciates that they do not have all

the answers and do not possess all the necessary knowledge but instead realizes that multiple

perspectives lead to more relevant, robust and effective outcomes. Many times, the best solution is not

the first possible solution, and curiosity is the key to unlocking multiple solutions that may ultimately

lead to the most effective outcome. Adi Ignatius (HBR, Sept.-Oct. 2018) relates that “recent research by

Francesca Gino at Harvard Business School points to several surprisingly practical benefits for business:

Curiosity improves decision making because it reduces our susceptibility to stereotypes and to

confirmation bias; it fuels employee engagement and collaboration; and it fortifies organizational

resilience by prompting creative problem solving in the face of uncertainty and pressure.

Courage

Courage, in the context of Challenging Systems—a core element of the Children’s Mercy Leadership

Excellence Core 4 model—is defined as acting with bravery and conviction in the face of uncomfortable,

difficult or challenging situations. Courage is born from a willingness to be vulnerable and endure

discomfort in seeking the most excellent outcome for the greatest good and “invokes within us our

absolute best selves” (Lee, 2006). Exercising leadership, especially when challenging systems, may at

times seem risky because systems, made up of people and processes, can only be improved when

embedded priorities, beliefs, habits and loyalties are addressed which requires courageous behavior.

Courage is the backbone of leadership and simply becomes stronger and stronger when practiced,

leading to a greater capacity to influence and drive continuous improvement personally, professionally

and organizationally.

Adaptability

Adaptability, in the context of Challenging Systems—a core element of the Children’s Mercy Leadership

Excellence Core 4 model—is defined as readily adjusting, modifying and reinventing mindset and

behavior in the midst of changing conditions whether that change represents change in organizational

roles, relationships, culture, or systems. Adaptability involves the ability to effectively identify, diagnose

and make progress on tough adaptive challenges apart from issues solved by technical expertise alone,

and relies on synthesizing historical context, the present reality and the likely future consequences of

decisions. These abilities greatly aid in positively navigating and living into the volatility, uncertainty,

complexity and ambiguity associated with a multifaceted, twenty first century enterprise and affecting

and shaping the organization’s strategic positioning and longevity.

See the Challenging Systems Leadership Practices and Other Demonstrations on p. 18

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Leadership Practices and Demonstrations of the Leadership Values

Managing Self The Core 4 Leadership Practices within Awareness:

• Making time for reflection and rejuvenation

• Knowing what energizes you and derails you

• Seeking to understand how others see you

One also demonstrates Awareness by:

• being fully present in the moment

• regularly inviting and monitoring feedback about their behavior

• understanding strengths and limitations

• displaying an understanding of, and clearly describing how, their emotions and behavior impact others and the

surrounding environment

• being open to being coached and mentored

• seeking out various personal and professional development opportunities

The Core 4 Leadership Practice within Integrity:

• Acting from internal values and doing what is right

One also demonstrates Integrity by:

• making decisions fairly and impartially

• treating others with respect

• giving credit where credit is due

• behaving morally and ethically with the intent to promote and drive personal, professional and organizational

best practices for the greatest good

• aligning words with actions

• inspiring others to behave with integrity

The Core 4 Leadership Practice within Accountability:

• Accepting personal accountability and responsibility

One also demonstrates Accountability by:

• looking objectively at their own contribution

• acknowledging areas of personal improvement

• holding to organizational expectations

• working toward established performance standards with or without direct supervision

• measuring personal progress regularly

• keeping agreements

• doing what they say they will do

• not inappropriately placing blame

• not deflecting responsibility

• not ignoring or avoiding mistakes

• taking ownership of mistakes

• committing to finding positive remedies and resolutions to the situations

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Mobilizing Others The Core 4 Leadership Practice within Empathy:

• Listening, and meeting others where they are

One also demonstrates Empathy by:

• creating open and receptive space for others’ expressed and unexpressed challenges and emotions

• validating others

• compassionately encouraging others

• accepting, recognizing and celebrating others for their unique strengths, talents and contributions

• elevating others rather than diminishing them

• humanizing others rather than dehumanizing them

• treating others as they would like to be treated

The Core 4 Leadership Practice within Trust:

• Identifying and implementing increasingly reliable processes

One also demonstrates Trust by:

• engaging in direct and forthcoming communication

• not reneging without merit on decisions

• acting fairly in the best interest of others and the organization.

• allowing problems to emerge

• incorporating others’ ideas while implementing credible standard work

• building a robust daily management system

• championing processes that close the gap between the current and desired state

• freely sharing information

• sharing risk

• keeping confidences

• dispelling fear

• creating safe environments

• creating an environment in which others feel safe expressing opposing opinions

• validating others’ differing interpretations

• being personally reliable and consistent

The Core 4 Leadership Practices within Empowerment:

• Giving others’ a voice and decision-making power

• Co-creating the vision and modeling the way

• Removing organizational barriers to growth and success

One also demonstrates Empowerment by:

• sharing status with others

• granting access to others

• encouraging initiative

• showing appreciation

• celebrating achievements

• coaching others with positive intent

• giving knowledge away

• delegating important tasks

• championing others and their ideas

• letting go of control

• engaging others with humility and respect

• encouraging a growth mindset in others

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Cultivating Culture The Core 4 Leadership Practice within Honesty:

• Promoting truth and authenticity

One also demonstrates Honesty by:

• being clear and forthcoming about their expectations

• engaging in open and transparent communication and decision-making

• fully disclosing information

• speaking with candor

• painting a truthful and authentic picture of the organizational landscape

• sharing an accurate assessment of what is going on without filters or buffers

• conveying a consistent and truthful message in all situations

• authentically conveying situational reality

The Core 4 Leadership Practices within Connectivity:

• Prioritizing diversity, inclusion and interdependence

• Articulating shared values and beliefs

• Aligning activity with organizational mission and strategy

One also demonstrates Connectivity by:

• including not excluding others

• purposefully linking together others’ unique contributions

• fostering interdependence within groups and across functions

• explicitly communicating the connection between daily work and organizational outcomes

• aggregating others’ diverse experiences, styles, backgrounds and perspectives to elevate creativity and

innovation

• promoting a team environment that readily welcomes differentness

• emphasizing integration of a variety of resources

• leveraging and connecting others’ unique qualities and talents for more effective collaboration

• emphasizing commonalities others have amongst themselves

• uniting others through team bonding

• uniting others through goal accomplishment

• fostering community-building over individualism

• identifying and promoting a uniting purpose

The Core 4 Leadership Practice within Stewardship:

• Taking care of every resource

One also demonstrates Stewardship by:

• supporting others’ health and well-being

• considering future impact of decisions on the organization and its community

• holding others accountable

• promoting continuous improvement

• controlling costs

• working to minimize and eliminate waste

• improving operational efficiencies

• reducing non-value added work

• tracking process outcomes

• striving to achieve the highest standards in quality

• providing others with personal and professional developmental opportunities

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Challenging Systems The Core 4 Leadership Practice within Curiosity:

• Asking powerful questions

One also demonstrates Curiosity by:

• welcoming new ideas and approaches regardless of their source

• independently as well as collectively pursuing opportunities to learn

• continuously seeking solutions

• exploring subjects not readily understood

The Core 4 Leadership Practice within Courage:

• Confronting embedded beliefs and assumptions

One also demonstrates Courage by:

• making tough decisions

• admitting to not having the answer or immediate solution

• speaking even when the news or message is unpopular

• taking smart risks even in the face of pressure or opposition

• putting oneself in the center of tension when necessary

• challenging the status quo

• speaking from the heart with confidence and conviction

• tenaciously pursuing the right outcomes

• holding to purpose in responding to objections or fears

• leading the way forward

• making decisions without all the information

• challenging norms

• creating space for norms to be challenged

The Core 4 Leadership Practices within Adaptability:

• Embracing conflict, complexity and change

• Innovating and experimenting with purpose

• Thinking strategically and acting adaptively

One also demonstrates Adaptability by:

• skillfully responding to organizational change

• persisting in the face of continuous change

• effectively managing changing priorities

• regularly seeking out ways to improve the system

• being persistent and steadfast in the midst of tough, unexpected or sophisticated situations

• developing alternative solutions to problems

• generating multiple interpretations

• shifting focus rapidly

• remaining agile in thought, feeling and behavior

• quickly learning from mistakes

• using a variety of approaches to situations

• being flexible when needed

• creatively solving problems within constraints

• considering multiple interpretations of situations and challenges

• relating to and dealing well with others regardless of their background or position in the organization

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Recommended Reading

• American Icon: Alan Mulally and the Fight to Save Ford Motor Company by Bryce Hoffman

• Blink: The Power of Thinking Without Thinking by Malcolm Gladwell

• Change Management: The People Side of Change by Jeffrey M. Hiatt & Timothy J. Creasey

• Changing on the Job: Developing Leaders for a Complex World by Jennifer Garvey Berger

• Crucial Conversations: Tools for Talking when Stakes are High by K. Patterson, J. Grenny, R. McMillan, & A. Switzler

• Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. by Brené Brown

• Dare to Serve: How to Drive Superior Results by Serving Others by Cheryl Bachelder

• Enlightened Leadership: Getting to the Heart of Change by Ed Oakley and Doug Krug

• The 15 Invaluable Laws of Growth: Live Them and Reach Your Potential by John C. Maxwell

• The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter (Updated + Expanded) by

Michael Watkins

• Good to Great: Why Some Companies Make the Leap… and Others Don’t by Jim Collins

• Grit: The Power of Passion and Perseverance by Angela Duckworth

• If Aristotle Ran General Motors: The New Soul of Business by Tom Morris

• Leadership and the New Science: Discovering Order in a New World by Margaret Wheatley

• The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations

by James Kouzes and Barry Posner

• Leadership from the Inside Out: Becoming a Leader for Life by Kevin Cashman

• Leading Matters: Lessons from My Journey by John Hennessey

• The Master Coach: Leading with Character, Building Connections, and Engaging in Extraordinary Conversations

by Gregg Thompson

• Mindset: The new psychology of success; How we can learn to fulfill our potential by Carol Dweck

• Polarity Management: Identifying and Managing Unsolvable Problems by Barry Johnson

• The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World

by Ronald Heifetz, Alexander Grashow and Marty Linsky

• Presence: Bringing Your Boldest Self to Your Biggest Challenges by Amy Cuddy

• Seeing Systems: Unlocking the Mysteries of Organizational Life by Barry Oshry

• Spiral Dynamics: Mastering Values, Leadership and Change by Don Edward Beck & Christopher Cowan

• Stewardship: Choosing Service Over Self Interest by Peter Block

• The Thin Book of Appreciative Inquiry (3rd Ed.) by Sue Annis Hammond

• The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence Through Leadership Development by

Jeffrey Liker and Gary Convis

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