The Leadership Challenge® Results

Montana Fish, Wildlife & Parks utilize The Leadership Challenge to combat workforce shortage
Montana Fish, Wildlife & Parks (MFWP) was established 105 years ago to serve the people of Montana through conserving the state's fish, wildlife, recreational, and cultural resources. The organization accomplishes its mission through the collective efforts of nearly 1,000 employees including seasonal laborers, technicians, biologists, wardens, park managers, accountants, attorneys, managers, and administrators among others. Like many agencies in Montana State Government, a large number of MFWP employees are at or near retirement eligibility. Of the almost 600 full-time employees in the Department, more than 100 will have either met the criteria for full retirement in the next five years, or be eligible for early retirement. Attracting, retaining, training, and managing a highly qualified and motivated workforce is essential to the Department's ability to accomplish its goals and objectives. To help in this effort MFWP turned to The Leadership Challenge.

MFWP created the Leadership and Management Development Program in 2003 to provide ongoing career development for its employees. Modeled after the principles of The Leadership Challenge, the program was designed to recruit and develop the next generation of leaders and managers within the agency. Marc Scow, who leads organizational development initiatives for MFWP, said the decision to use The Leadership Challenge as the foundation for the program was an easy one. "I probably have about 50 leadership books on my shelves, but The Leadership Challenge really stands out as the best book, and I knew it was the right choice for modeling our leadership development program," he explained.

The Leadership and Management Development Program encourage applicants from the entire organization and select no more than 30 employees for each class. The program consists of three-day sessions held quarterly throughout the year. A key component to the program is The Leadership Practices Inventory (LPI), the bestselling 360-degree leadership assessment tool developed by The Leadership Challenge coauthors Jim Kouzes and Barry Posner. "The LPI is a terrific means for developing awareness and a baseline of each participant's leadership practices," says Pam Boggs, who works in the MFWP Human Resource Bureau and serves as the program leader. "Not only does it provide a useful path for improving leadership, but it also demonstrates the tremendous progress of each and every participant by the end of the program."

During the first three-day session of the Leadership and Management Development Program, The Leadership Challenge is introduced with an orientation to the LPI. In between sessions, the participants take the LPI self assessment and assign their observers. In the second session, the participants receive their LPI Feedback Reports and review the LPI Participant Workbook to interpret the results. "The open-ended comments that can accompany LPI feedback allow us to create customized questions specific to relevant MFWP issues and core competencies," said Boggs. "The participants gain valuable 360-degree feedback encouraging increased dialogue between our staff, resulting in relationships that are actively building."

The inter-session work involves completing a personalized development plan to build on strengths and address development opportunities identified during the LPI process. During the third session, the participants share their progress with their development plans and work together in small groups to review their plans to gain ideas from each other on various approaches to development. By the fourth session, the participants have implemented changes and report back on their progress. This final session includes a leadership panel of current and retired managers that share their leadership and management experiences. Even without a prepared script, these shared experiences reinforce The Five Practices of Exemplary Leadership from The Leadership Challenge and emphasizes the real life application of these practices.

Thus far, MFWP has completed four programs and graduated 100 employees representing a mix of regional and divisional staff ranging from entry level to current managers looking to advance in the organization. The fifth program is underway and a new program is scheduled to begin each spring into the foreseeable future. Scow and Boggs have tracked promotions in the agency and report that they seen a high percentage of employees applying for positions that they would not have otherwise applied for and a greater percentage of program graduates obtaining those positions.

"The Leadership and Management Development Program have broken down the 'us and them' attitude," said Scow. "Like many organizations that employ a large numbers or people with many different roles and responsibilities, there was a silo mentality. Employees didn't have the chance to build relationships within the organization. The leadership training program has really helped to change that, bringing the entire organization closer together."

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Transforming a culture to become the hospital system of choice
Like many healthcare organizations, St. Vincent Hospital in Indianapolis was at a crossroads as it rang in the New Year of 2004. An unprecedented drop in the number of nursing professionals available to fill the ever-increasing demand was sweeping the industry. And the situation at St. Vincent was no exception. Competition for talent in this Midwestern market for both skilled and experienced nurses and physicians was intense. This faith-based non-profit also was about to be challenged by a rival hospital system, ready to break ground on a new facility that would add even more competition for patients and staff alike. Plus, internal survey results showed St. Vincent associates were dissatisfied with the current work environment and believed they had poor relationships with their direct supervisors.

Bravely facing both internal and external challenges, St. Vincent took stock of where they were in the marketplace, assessed their strengths as well as flaws, and embarked on a strategy to develop leadership capability, knowledge, skills and behaviors. With strong advocacy on the part of top leadership, St. Vincent set out to combat this competitive expansion and disengaged workforce with an initiative that would build a successful culture of leadership, strengthen leader-to-associate relationships, and create a fundamental change in the culture to more accurately reflect one of its key business strategies: become the hospital of choice for patients, associates and physicians.

"What was absolutely essential was that this new development program be evidence-based and demonstrate clear results tied to business goals and organizational performance," said Education Consultant Lu Pennal, who was brought on board in 2004 to facilitate the initiative. "And after great scrutiny, we selected The Leadership Challenge because the Practices of the program were so clearly aligned with our faith-based mission and core values. They also tie directly to what we refer to as our Call To Action, which speaks to the hospital's dedication to deliver Healthcare That Works, Healthcare That is Safe, Healthcare That Leaves No One Behind. The fact that the 360-degree tool, the Leadership Practices Inventory (LPI), is backed by solid statistics, and that the program overall was internally sustainable and measurable, also was very important," she added.

A formal Steering Council that included senior leaders, whose front-line support was essential for successful implementation and to deliver positive and long-term results, led the program's development and implementation. And from the very beginning, each Steering Council member promoted this new leadership initiative as a process-not a one-time workshop or set of tools to use and then discard. Starting with the organization's president and executive team, The Leadership Challenge program rolled-out to nursing, physician, and associate leaders and now includes over 500 graduates of what St. Vincent has called its 'Building the BEST' initiative (the best Budget, patient Experience, Safety, Team).

Pre-session assignments, a 3-day workshop, plenty of time to apply key learnings, and a 1-year refresher were bolstered by the Steering Council's decision to include a one-to-one coaching component that became integral to the success of the experience for both participants and coaches.

"Our goal was to create a common language and expectations of behavior in order to fully implement a complete culture change," observed Marty DuRall, founding Steering Council member and Executive Director, Human Resources. "After 11 years with St. Vincent, and having studied several major management theories, I see a profound difference in how this model boils down all of the theoretical complexity into five very simple, very memorable steps that can be applied to everything: operational goals, process improvement, global communication, and performance reviews, just to name a few."

"Most importantly, The Five Practices of Exemplary Leadership® ground us. These principles have set the standard and cultural norm for how we communicate. Now synonymous with our 'Building the BEST', The Leadership Challenge has given everyday meaning to expectations of leaders and helped us identify a way of behaving and communicating that reflects who we are and how we intend to treat each other and our patients," Ms. DuRall added.

St. Vincent has incorporated The Five Practices into its reward and recognition programs. Promoting the practice of Encouraging the Heart, a President's Award is given once per quarter to a St. Vincent associate recognized as having gone above and beyond expectations in demonstrating The Five Practices.

"'Leadership as a relationship' is perhaps the most significant change in St. Vincent's leadership culture," according to Anne Coleman, another founding member of the Steering Council and currently Administrator of St. Vincent Peyton Manning Children's Hospital and Women's Hospital . "While the previous role of leader was more akin to the management of tasks, not of leadership, what we have now is an environment in which we each take responsibility for living out The Five Practices every day."

"An added benefit of this program is the opportunity for us to participate in the experience of being a leadership coach," Ms. Coleman added. "This internal coaching component builds relationships into the system and connects us all together. It has transformed our individual leadership styles into a more consistent and comprehensive system of enabling others to act, modeling the way, and encouraging the heart as we coach others to replicate their learning, challenge the process, and become the leaders we know they are capable of being."

According to Lu Pennal, the results of St. Vincent's experience with The Leadership Challenge process have been remarkable. "Following a measurement plan the Steering Council established at the outset, our survey response rates have been very impressive at 61%, with 90% of respondents noting that they had learned new knowledge and skills and 93% indicating they had applied that knowledge and those skills to their jobs. Even more significant is the feedback from our most seasoned and experienced leaders: 77% reported that their leadership skills had improved 40% or more as a result of The Leadership Challenge experience."

"Across the organization, we have seen more collaboration and partnerships that have improved the use of resources and equipment. We have seen an increased level of engagement from associates, greater talent retention, and improved patient access. In addition, St. Vincent has been honored with a Best Healthcare Employer award (in the Indianapolis market) by a consumer choice group three years running. The Leadership Challenge has played a critical role in creating the kind of culture that brought us the success we have today. And we continue to incorporate the LPI tools and the Five Practices model into our ongoing 'Building the BEST' program in developing new leaders throughout the St. Vincent Health system," she concluded.

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The Leadership Challenge takes hold in the city of Boca Raton's new leadership and development center
In 2002, the City of Boca Raton, Florida purchased an 118,000 square foot facility for the purpose of developing a state-of-the-art training center for police, fire and general municipal services. The purchase of the building, made possible with millions of dollars seized in a drug trafficking case, and its subsequent use was inspired by a vision from three city leaders who shared a passionate respect for the best-selling leadership book, The Leadership Challenge, by James M. Kouzes and Barry Z. Posner.

Boca Raton City Manager Leif Ahnell, former Police Chief Andrew J. Scott, III and Director John J. Sullivan, Jr., Ph.D. had each read The Leadership Challenge at different times in their career, yet all attribute the book's message as a powerful influence on their identities as leaders. Drawing on their inspiration from The Leadership Challenge and realizing that many others could benefit from it, the three combined efforts to establish an institution for the city known as the International Center for Leadership & Development (ICLAD).

"ICLAD has become the foundation for all training and personnel development for the City of Boca Raton and The Leadership Challenge has become part of our vernacular. We've really taken The Leadership Challenge as our core template and integrated it into almost everything we do," said Sullivan, who serves as the director of training and professional development at ICLAD. "Every one of the more than 1,800 city employees from sanitation workers to city executives have gone through The Leadership Challenge training, and our managers are evaluated on it. It's a performance expectation."

All Boca Raton city employees are required to participate in an eight-hour familiarization training program on leadership in which they receive a copy of The Leadership Challenge. That course is later followed up with program on leadership in which each person is encouraged to consider the mission, vision, and values of the city government under the scope of their job and work to identify how they can utilize one or more of The Five Practices of Exemplary Leadership® detailed in The Leadership Challenge.

Sullivan says that the City has created incentive programs to support the training as well. For example, pens with one of The Practices represented are awarded to city employees in front of their peers along with a certificate for demonstrating that particular practice. "The Leadership Challenge has become the bedrock of training across all of the entities citywide," Sullivan adds. "What we're saying is 'You as an employee are being empowered to Challenge the Process.'"

Last year, the Boca Raton Police began implementing The Five Practices into the categories of evaluation for performance among its employees. Sullivan says they have already seen success in the implementation with measured improvement in customer service by more than 12 percent. He says the fire department will begin implementing The Five Practices into its performance evaluations this year and other city services will follow. "The Leadership Challenge is really founded upon some core beliefs and genuine research," says Sullivan. This has been a process that has taken a tremendous hold and been embraced by management across the board. We couldn't be more delighted and are anxious to see continued improvement and adoption."

The International Center for Leadership and Development (ICLAD) will officially open its doors at a new facility in the first quarter of 2007. National and international leaders from the public safety professions are expected to attend and both Jim Kouzes and Barry Posner have been invited to participate in the building dedication ceremony as key speakers.

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Fifth Third Bank improves the bottom line with The Leadership Challenge
Five years ago, Fifth Third Bank, headquartered in Cincinnati, Ohio, was on the front of a series of acquisitions that would result in their employee base growing from 5,000 to 19,000. Lauris Woolford, VP of Executive Development, came to Fifth Third understanding what that growth was going to mean for leadership development within her new company. "We knew from past experience that management was simply not enough." Such quick and tremendous growth would call for a larger group of high potential employees and greater bench strength; requiring the need for a new set of leadership competencies. The program adopted by the Bancorp was The Leadership Challenge® Workshop, based on the book written by Jim Kouzes and Barry Posner.

The three-day workshops were rolled out to senior level managers throughout the organization. The "top-down" approach appeared to be very effective. As the program began to pick up momentum, The Five Practices of Exemplary Leadership® discussed in the book and the programs were integrated into the orientation, evaluation process, and annual goals for all senior managers. This helped to establish a common language and set of common expectations. Andrew Albrinck, Education Consultant and facilitator of The Leadership Challenge® Workshop at Fifth Third, also mentions the Leadership Practices Inventory (LPI)-the premier 360° feedback tool based on the principles of The Leadership Challenge. This tool was written by the same authors to evaluate and assess the existing leadership skills of managers and nonmanagers. Albrinck states "The LPI delivers practical feedback on specific behaviors. This feedback allows our managers to focus on areas tailored to their individual leadership development." Every participant of the program-over 1,500 in the past five years-completes an LPI prior to attending and receives the 360° feedback during the workshop. The participants are then invited back twelve months later to attend a one-day follow-up program and receive another LPI report. Fifth Third tracked the performance of five individuals who attended The Leadership Challenge® Workshop and follow-up program.

They found that all five participants improved their LPI scores in each of The Five Practices. They then compared the data back to their financial results for the same time period. The results were astonishing! Profits generated by the five individuals and the groups they were leading significantly increased from before attending the workshop to after the workshop. Four individuals showed a 31% profit increase of $8.8 million over the previous year. The overall Bancorp turned in a 15% increase during the same year. The fifth individual implemented process improvements resulting in $385,110 to the bottom line.

In addition to the obvious financial growth contributed by these individuals and the teams they were leading, participants reported improvements in the way they acted as leaders on a daily basis. The five reported noticeable differences in the following areas: more innovation, greater initiative, the initiation and ownership of calculated risk, collaboration, self-confidence, and clarified shared values.

Not all of the $8.8 million in bottom line growth generated by these five individuals can be attributed to attending The Leadership Challenge® Workshop. However these individuals believe that attending the workshop and implementing The Five Practices directly translated into higher employee performance and a greater sense of ownership that is required to continually grow profits for the bank's shareholders.

Albrinck concludes, "The Leadership Challenge continues to be a real strong cornerstone for the Bancorp. While managing the business is extremely important, leading our people is equally important. Principles from the program have been incorporated into recruiting and retention strategies, talent management, and other leadership courses-from new frontline supervisors to senior level executives. This ongoing development is essential to grow the company as successfully and profitably as we have in the past."

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"You're in good hands" with Allsate's leadership development program
The Allstate Corporation is the nation's largest publicly held personal lines insurer. A Fortune 50 company, with $149 billion in assets, Allstate sells 13 major lines of insurance, including auto, property, life, and commercial. A major tenet of the company's "You're In Good Hands with Allstate" slogan rests in the ability and leadership of its dedicated network of 70,000 professionals, which includes nearly 39,000 employees as well as its agents, and financial specialists, and their licensed sales professionals.

Allstate touts a high performance work environment with a diverse team of employees that encourages individual accountability, innovative thinking and continuous learning and improvement. This philosophy was evidenced when the company invited its employees to participate in a voluntary innovation competition in which proposals would be reviewed and judged to determine the one winning idea that would be implemented within the company.

The competition drew more than 100 proposals that were narrowed down to a field of 12 and ultimately a winner was chosen—a leadership academy based on the philosophy of Jim Kouzes and Barry Posner, foremost experts in leadership development and authors of The Leadership Challenge. This idea was proposed by claim adjusters Alex Perez-Rubio and Joe Seaton.

Alex and Joe, both of whom gained an understanding and appreciation of leadership programs from their earlier education at military universities, knew that developing leadership skills within the ranks of Allstate employees could have a very positive affect across every facet of the organization.

"We proposed a leadership academy because leadership is the one thing that all successful organizations have in common," said Joe. "We designed a program that would enable people at all levels to develop leadership skills which they could take with them back to their respective roles within the company."

Neither Joe nor Alex was familiar with The Leadership Challenge when they started their proposal, but they discovered it during their initial research and unanimously agreed it would provide an ideal foundation for Allstate. "The Five Practices of Exemplary Leadership outlined in The Leadership Challenge were right in line with our company's ideals," said Alex. "It was a perfect fit."

In the early stages of the project, Joe and Alex e-mailed Jim Kouzes for some guidance on putting together a leadership academy. They were just hoping for a short returned email with some insight, but about an hour later Jim called them personally with some words of wisdom and encouragement. "We had no idea we would get such a prompt reply and he would call us himself" said Alex. "It left a great impression on us that he would take time from his busy day to personally share his thoughts with us."

In developing their proposal, the two went so far as to fly to Northern California from Virginia to attend 4 days of facilitator training offered by Sonoma Learning Systems, which they funded on their own. This preparation not only provided them with more in-depth information about the history of The Leadership Challenge, the research behind The Five Practices model, and the instructional design underpinnings of The Leadership Challenge Workshop, but it exhibited their dedication to the project and ultimately helped them design the winning proposal.

Since winning the innovation competition at Allstate, Joe and Alex have been busy developing a pilot program for the company that will be rolled out in early 2006. The one-year program calls for a residence-type academy that will provide 10-day on-site leadership development for employees at all levels.

"Because we've based this program on the principals outlined in The Leadership Challenge we're confident that it will help contribute to Allstate's continued success," said Joe.

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Stanford student leaders take a stand for Darfur
On April 30, 2006, nearly 15,000 students, civic leaders and protesters rallied in San Francisco for an end to the genocide in Darfur. Organized in part by the Stanford University chapter of Students Taking Action Now For Darfur (STAND), an anti-genocide student coalition, the participants banded together to make a strong appeal for increased U.S. intervention in the Darfur crisis.

A student-led effort
As a member of STAND and an organizer of the Day of Conscience for Darfur, Elissa Test, a student leader at Stanford, exercised the leadership skills she had developed through Kouzes and Posner's Student Leadership Practices Inventory. Through her work for the cause, Test:
  • Modeled the way for her fellow students by making the Darfur crisis a key priority and acting upon her convictions
  • Inspired a shared vision among her fellow students that led to their commitment to the cause and active involvement in the protest
  • Enabled concerned citizens to act by providing a space for them to join in a decisive move toward peace Challenged the process, or status quo, by generating a critical mass of participation that would pressure the U.S. government to respond to their calls for action
  • Encouraged the hearts of people who participated in the Day of Conscience by expressing appreciation for their dedication and championing their shared achievement
Leaders beget leaders
Test's leadership resulted in the successful mobilization of thousands of Darfur advocates that day. The Stanford chapter of STAND arrived en masse. Children, their parents, and even grandparents came, brandishing signs that cried for attention: "How can anyone who remembers the Holocaust remain silent?" "Protect the people of Darfur!" "Stop Screaming 'Never Again,' Start Saying 'Not Now.'" Prominent community leaders, too, rose up to advocate for a halt to the violence in Darfur. In the end, Test did more than lead the efforts of a single day. Rather, her efforts have inspired scores of other leaders - young and old, politician and constituent alike - to continued leadership against the atrocities in Darfur.

Student leader profile:
Name: Elissa Test
School: Stanford University
Home Town: Redwood City, California
Age when the story takes place: 20

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The Leadership Challenge opens minds, and doors, for tomorrow's Leaders at Pacific Lutheran University
When Dr. Catherine Pratt began looking for materials for her new leadership course, she knew she wasn't searching for a typical textbook. Pratt wanted something to reach the students on their level, something that would integrate personal experiences with the concept of leadership.

A professor at Pacific Lutheran University in Tacoma, Washington, Pratt had read The Leadership Challenge (TLC) several times herself, and had found the Leadership Practices Inventory (LPI) personally useful. Based on her vision for the course, and the fact that the Student LPI is a research-based 360-degree development tool, Pratt chose to wrap her course around TLC-with tremendous success.

Her students read the book and use the Student LPI Participant Workbook, the Student LPI Self, and Student LPI Observers when they take "BUSA 387: Leaders and Managers in Action." The course was offered for the first time during last winter's 4-week intersession and she just finished teaching a second installment of the short, intense format. Starting this fall, the forecast is for the course to be offered as a traditional, semester-long session.

In addition to using TLC materials, students hear from a number of "live case studies" via guest lecturers-all exemplary leaders in the community. They also engage in service to the community, interview a local leader one-on-one, and, using all of the course material, create a "Personal Leadership Development Plan."

"Linking students to The Leadership Challenge and introducing them to leaders who serve through their values helps students realize that what they read relates to what they see and hear, enabling them to learn instead of memorize," said Pratt.

Shane Richins, 21, a senior majoring in finance/accounting, took last month's class as an elective. "I wasn't sure what to expect," said Richins, "but I really liked coming to class. The book is a great read-and with the concepts woven into the stories, I know I'll retain the information. I even did the suggested exercises in the book, like identifying who my role models are, and thinking about the ways I am like them. It's made me much more self-ware."

The Leadership Practices Inventory's 360-degree component has also been an incredible learning tool for the students, often resulting in surprises. An athlete from last year's course was extremely confident that because of all his team experience, leadership was "his thing," and therefore he was particularly adept at two of The Five Practices of Exemplary Leadership-Enable Others to Act and Encourage the Heart. Upon reviewing his observers' analysis, he was humbled to realize that perhaps he wasn't as good of a leader as he thought. This lead to incredible insight and reflection and caused him to start doing things differently in his interactions with others. Self-discovery abounds in Dr. Pratt's classroom. One admittedly-shy student had her "aha" moment when she realized that she doesn't have to be an extrovert to be a leader. "You don't have to be in charge to be a leader," she wrote in a recent quiz.

Students also learned a heartfelt lesson from a guest speaker who had recently been laid off from his high-level management position. "The students observed first-hand that it's not failure that derails people, it is the failure to learn." said Dr. Pratt. As one student reflected on this session, she mentioned she did not realize people could recover from mistakes. She always thought she had to be perfect.

The course and The Leadership Challenge materials have even led three students to their dream jobs. In one example-upon hearing the CEO of Bargreen-Ellingson speak, one student was so touched by their values, and so excited that they matched hers, that she decided she absolutely had to work for them. (The 47-year-old company specializes in food service supply and design.) The student was extremely persistent in her communication with the company, so much so, that the Human Resource manager finally went to the CEO and explained that this young woman thinks so highly of us, and is so sure that she needs to work for us, but we don't have a position for her. The CEO decided that if the student was that determined, then she should be working for him-and they hired her. The match has been made in TLC heaven.

"I love all my classes," said Pratt, "but this one is special. Here, connections are made, values are clarified, possibilities are imagined, and the desire to make a difference is energized. Students connect with TLC material on a personal level, and as they start to internalize it, they start making life choices that will make a difference."

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Trust for public land personifies The Leadership Challenge
Having a park, garden or other natural area "within a 10-minute stroller ride of any child in America" is the goal that motivates the 435 employees of the Trust for Public Land (TPL), a national nonprofit organization whose leaders personify The Five Practices of Exemplary Leadership® as outlined in The Leadership Challenge: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart.

Founded in 1972, TPL is a land conservation organization that protects land for people to enjoy as parks, community gardens, historic sites, rural lands, and other natural places, ensuring livable communities for generations to come."Our founders set out to Inspire a Shared Vision, to change the way communities think about themselves," said Dan Schwab, Director of Training for TPL. "In addition to preserving land in communities across America, TPL served a 'Johnny Appleseed' role and helped create hundreds of local land trusts throughout the country - focusing on the notion of Enabling Others to Act. Often people don't believe they can affect change, but TPL shows them they can-and must. We want Challenge the Process to become the American way of life when it comes to improving the health of communities through folding nature into our everyday lives."

While unofficially the mantra of TPL from the beginning, The Five Practices and The Leadership Challenge became a formal part of the organization five years ago when Schwab joined the organization. Schwab has a long history with The Leadership Challenge, first working with co-authors Jim Kouzes and Barry Posner in 1987, when he partnered with the duo to create an experiential component for their leadership material. A certified facilitator, Schwab has conducted several Leadership Challenge® Workshops at TPL, including sessions for non-managerial employees with the theme, "Leadership is Everyone's Business." "We are fortunate to have leaders who personify the Leadership Challenge values," said Schwab. "The training has helped them become more in tune with those values and to be more aware of the impact of their leadership style on others. They better understand the importance of self-awareness and constant improvement, as The Leadership Challenge is as much about who you are as an individual as it is about who you are as a leader."

The Five Practices of Exemplary Leadership® have taken hold at TPL. Will Rogers, TPL's CEO, conducts his role within the organization by Encouraging the Heart, as he understands the importance of valuing employees by recognizing them with small, but significant, celebrations. Rogers Models the Way by being an accessible leader, someone who enjoys his job each and every day, encouraging others to follow suit. Rose Harvey, Mid-Atlantic Regional Director, also Models the Way by leading through her values and being consistent with her vision and her actions. Chief Operating Officer Felicia Marcus serves as the driver of the organization, Inspiring a Shared Vision and motivating others to act through her strong values and commitment to the organization's mission.

Another advocate for The Leadership Challenge process is Reed Holderman, California Executive Director. "The Leadership Challenge has been a tremendous help to our organization," said Holderman. "Everyone who has been involved with the program has become a better leader because of it. Our senior management also works better as a team because of the shared experience."

After his senior managers went through The Leadership Challenge, Holderman encouraged them to put together 30-minute presentations to share at a staff meeting about their values, what drives them, and what makes them the leaders that they are. This very revealing, often incredibly emotional experience was an astounding success. "It was amazing," said Holderman. "Several employees commented that this was the most inspiring, surprising, motivating thing they'd experienced anywhere they'd ever worked. The exercise led to an unprecedented level of loyalty and commitment."

Since its inception TPL has worked with willing landowners, community groups, and national, state, and local agencies to complete more than 3,000 land conservation projects in 46 states, placing more than 2 million acres of land in permanent protection. Since 1994, TPL has helped states and communities craft and pass almost 300 ballot measures, generating over $19 billion in new conservation-related funding. As TPL strives to build on this success, The Leadership Challenge will continue to be part of the culture of the organization. "We plan on continuing the discussions generated by the program and continuing exploring and learning through The Leadership Challenge," said Holderman.

Schwab encourages other nonprofits to incorporate The Leadership Challenge into their organizations. "The Leadership Challenge is about purpose and vision, about striving to create a future that matches our values," he said. "TPL is one small example of a public benefit organization that understands how critical this is. The entire nonprofit and government sector could benefit from this process.

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