Leadership Challenge—the challenge of taking people and organizations to places they have never been before.

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Author John C. Maxwell, in his book, Put Your Dream to the Test called The Leadership Challenge, one of the best Leadership books he has ever read. I had to read the book too as John C. Maxwell is one of my Leadership Mentors and the book did not disappoint. The Leadership Challenge book was very insightful has it contained lots of  Personal-Best Leadership Experiences of Leaders, Managers, and change agents.

Here are some of my favorite takeaways from reading: The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations by James Kouzes and Barry Posner:

The Leadership Challenge is about how leaders mobilize others to want to get extraordinary things done in organizations. It’s about the practices leaders use to transform values into actions, visions into realities, obstacles into innovations, separateness into solidarity, and risks into rewards. It’s about leadership that makes a positive difference in the workplace and creates a climate in which people turn challenging opportunities into remarkable successes.

These practices are not the private purview of the people studied by the Authors. Nor do they belong to a few select shining stars. Leadership is not about personality. It’s about behavior. The Five Practices are available to anyone who accepts the leadership challenge—the challenge of taking people and organizations to places they have never been before.

Leadership is not about personality. It’s about behavior.

The Five Practices of Exemplary Leadership® framework, When leaders do their best, they

  1. Model the Way
  2. Inspire a Shared Vision
  3.  Challenge the Process
  4.  Enable Others to Act
  5. Encourage the Heart

The Five Practices of Exemplary Leadership:

  1. Model the Way

 Titles are granted, but it’s your behavior that earns you respect.

Leadership is all about how you behave that makes a difference. Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others.

To effectively Model the Way, you must first be clear about your own guiding principles.

  • You must clarify values by finding your voice.
  • When you understand who you are and what your values are, then you can give voice to those values.
  • Everyone on the team has principles that guide their actions and, as a leader, you must affirm the shared values of the group.
  • This requires getting everyone involved in creating the values.


 Leaders must set the example. Deeds are far more important than words when constituents want to determine how serious leaders really are about what they say. Words and deeds must be consistent.

2. Inspire a Shared Vision

  • Leaders envision the future by imagining exciting and ennobling possibilities.
  • You need to have an appreciation of the past and a clear image of what the results should look like even before starting any project, much as an architect draws a blueprint or an engineer builds a model.
  • In these times of rapid change and uncertainty, people want to follow those who can see beyond today’s difficulties and imagine a brighter tomorrow.

You can’t command commitment; you have to inspire it. You have to enlist others in a common vision by appealing to shared aspirations.

3. Challenge the Process

  • Challenge is the crucible for greatness.
  • Every single personal-best leadership case involved a change from the status quo.
  • Not one person achieved a personal best by keeping things the same. Regardless of the specifics, they all involved overcoming adversity and embracing opportunities to grow, innovate, and improve.

Leaders are pioneers willing to step out into the unknown.

  • However, leaders aren’t the only creators or originators of new products, services, or processes. Innovation comes more from listening than from telling, and from constantly looking outside of yourself and your organization for new and innovative products, processes, and services.
  • You need to search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.

Leaders are always learning from their errors and failures. Life is the leader’s laboratory, and exemplary leaders use it to conduct as many experiments as possible.

4. Enable Others to Act

Grand dreams don’t become significant realities through the actions of a single person.

  • Achieving greatness requires a team effort. It requires solid trust and enduring relationships. It requires group collaboration and individual accountability, relationships.
  • You have to engage all those who must make the project work—and in some way, all who must live with the results.
  • Leaders foster collaboration by building trust and facilitating relationships. You have to engage all those who must make the project work—and in some way, all who must live with the results.
  • When you strengthen others by increasing self-determination and developing competence, they are more likely to give it their all and exceed their own expectations.
  • Focusing on serving others’ needs rather than one’s own builds trust in a leader.
  • The more people trust their leaders, and each other, the more they take risks, make changes, and keep moving ahead.
  • When people are trusted and have more information, discretion, and authority, they’re much more likely to use their energies to produce extraordinary results.

5. Encourage the Heart

The climb to the top is arduous and steep, and people become exhausted, frustrated, and disenchanted, and are often tempted to give up. Encouraging the Heart might very well be the hardest job of any leader because it requires the most honesty and sincerity.

Genuine acts of caring draw people

  • People want to know that their managers believe in them and in their abilities to get a job done.
  • They want to feel valued by their employers, and acknowledging an accomplishment is a great way to demonstrate their value.
  • Being a leader requires showing appreciation for people’s contributions and creating a culture of celebrating the values and victories by creating a spirit of community.
  • By bringing a team together after an important milestone, it reinforces the fact that more can be accomplished together than apart. Engaging one another outside of the work setting also increases personal connection, which builds trust, improves communication, and strengthens the bonds within the team.
  • Recognitions and celebrations need to be personal and personalized.

 The Leader-Constituent Relationship

You can’t have one without the other. To lead effectively you have to appreciate fully the fundamental dynamics of the leader-constituent relationship.

  • A leader- constituent relationship characterized by fear and distrust will never produce anything of lasting value.
  • A relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave a legacy of significance.

Leadership is a relationship between those who aspire to lead and those who choose to follow.

Are you ready to take the Leadership Challenge? If yes then, Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act and Encourage the Heart.

All the Best in your quest to get better. Don’t Settle: Live with Passion.

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