12-Week Leadership Plan for Creating an Inspiring Workspace

1. Sergio Jimenez Jr April 24th, 2018 12-Week Leadership Plan Vision – I aim to create a more inspiring workspace for everyone to achieve new goals. Mission Statement – To challenge the human soul and raise the bar on how Starbucks Reserve Roastery delivers natural synergy.

2. Table of Contents

3. Week One:Model the Way: Set an example by aligning actions with shared values. • This concept is easy to grasp but often it’s a lesson we must rediscover. There are many kinds of aspects we wish to see in a leader but would fail to implement in our own leadership. We can control how leaders behave by becoming the leader our organizations need. There are more ‘eyes’ that see our leadership than our team. Great teams are trained by great leaders. When we are in a role that we have little to no experience in, the trainer/coach must be an amazing role model to live up to. A trainer/coach will then undoubtedly become the resources the organization needs to maintain the standards of excellence. “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. . . you must first be clear about your own guiding principles. You must clarify values by finding your voice.” (Kouzes and Posner, p. 13-14) “People don't care about how much you know until they know how much you care for them. In other words, they believe that you want to ensure that they are safe and secure, feel supported and valued; that you want them to be successful, learning and growing; and you wouldn't ask them to do something where they could intentionally be injured or hurt” ( Kouzes and Posner, p. 286). “In a more collective society, we realize from the inside that our own well-being is deeply tied to the well-being of others. Danger is shared. Pain is shared. Joy is shared. Achievement is shared. Houses are shared. Food is shared. Ubuntu asks us to open our hearts and to share . . .” (Varty, 2013) • Feedback to ask: • How much enthusiasm does s/he show for their personal development and improvement within our organization? Please explain or give examples. • In regard to the new products we unveiled last month, to what extent has this leader approached change with enthusiasm?

4. Week Two:Model the Way: Clarify values by finding your voice and affirming shared values. • Get feedback from others: • In terms of integrity and ethical standards, I would rate this leader as… (And please explain your answer.) • What values has this leader promoted for the team recently? Please give 2 different examples. • Telling stories, as Phillip knows, has another lasting benefit. It forces you to pay close attention to what is going on around you. When you can write or tell a story about someone with whom your listeners can identify, they are much more likely to see themselves doing the same thing. (Kouzes and posner, p. 88) • There is a popular saying that only the first time counts; it is an interesting fact that this idea is truly universal and that it is everywhere expressed to some extent through special rites (van Gennep, p. 175) •   “Cook forbade his men from having relations with women, lest they bring “the venereal” to these untouched islands. He dispensed twenty-four lashes to an infected sailor who disobeyed, but this proved an inadequate deterrent.” (Horwitz, 2002) • First impressions are those that last the longest, even in a setting where your peers know you well. Being true to oneself and ‘wearing one hat’ is the best way to express who you are and what your values are. Followers need to be able to relate to leaders, and leaders to need to relate to followers. There is no better way to find common grounds than through the art of storytelling. It gives us a platform to show how we are relatable through hardships, role models, and reflection of our own lives. We live through the stories that we create, and because each of our stories are different, it brings us closer together to discover how we are the same.

5. Week Three:Inspire A Shared Vision:Envision the future by imagining exciting and ennobling possibilities. • It takes a leader with a vision of something that doesn’t exist (hasn’t happened yet) to inspire others. Without that, ‘lightbulb’ moments between leaders and followers, change isn’t possible. Never settle for less than your best potential. Imagine a world that hasn’t happened yet and learn to thrive in that world right now. Once we reach that place, we’ve set the bar for something higher than we imagined. Our peaks become plateaus so we can continue to ‘climb the mountain.’ -- “Nothing is impossible. . . Just do it!” – Shia LaBeouf “In order to understand rites pertaining to the threshold, one should always remember that the threshold is only a part of the door and that most of these rites should be understood as direct and physical rites of entrance, of waiting, and of departure— that is, as rites of passage.” (van Gennep. p. 25). “Leaders are dreamers. Leaders are idealists. Leaders are possibility thinkers. All ventures, big or small, begin with the belief that what today is merely a yearning will one day be reality.” (Kouzes and Posner, p. 98). As a leader, if you want to perform at your best, it's incumbent that you search inside yourself and discover what gives your work and life meaning and purpose. (Kouzes and Posner, p.115). • Get feedback from others: • In what ways does this leader inspire you?” • How effectively does this leader communicate long-term vision, or make visionary goals known?

6. The stage is set for a new movement. We have everything we need to produce a ground-breaking show and change how the world sees us. We have the team ready to perform and put everything into it. It’s not up to our leaders to help get us there; to help keep us inspired; to anticipate our greatest performance. The audience will be there, thus, how they understand our mission is up to our efforts as a team. Reflect the last three weeks with Forbes’ motivation practices below: Week Four:Milestone One Review • 6 Ways to Motive Top Performance • [Be a] Visionary—providing a clear picture of the future and being able to communicate that to the team. • [Be] Enhancing—creating positive one-on-one relationships along with team relationships by being a great listener and connecting emotionally with people. • [Be a] Driver—displaying a focused pursuit to make the numbers and complete things on time and generally being accountable for personal and group performance. • [Be] Principled—providing a powerful role model of doing the right things in the right way. • [Being an] Enthusiast—exuding passion and energy about the organization, its goals and the work itself. • [Be an] Expert—providing a strong technical direction that comes from deep expertise. https://www.forbes.com/sites/joefolkman/2013/05/20/everything-counts-the-6-ways-to-inspire-and-motivate-top-performance/#58e4504c25e1 “If the words you speak are not your words but someone else's, you will not, in the long term, be able to be consistent in word and deed” (Kouzes and Posner, p. 48). “You cannot mandate unity; instead, you forge it by involving people in the process, making them feel that you are genuinely interested in their perspectives, and that they can speak freely with you” (Kouzes and Posner, p. 64). “People ask me, what special is in my mentorship which has made Malala so bold and so courageous and so vocal and poised? I tell them, don't ask me what I did. Ask me what I did not do. I did not clip her wings, and that's all.” (Yousafzai, 15:38)

7. Week Five:Inspire A Shared Vision: Enlist others in a common vision by appealing to shared aspirations. “Planting one tree won't stop global warming, but planting one million trees can make a difference. It's that first tree that gets things started.” (Kouzes and Posner, p. 173). “Our data about the perceived importance of forward-looking as a key leadership characteristic varies by organizational level, with it being almost always considered vital by senior executives but less so for middle managers; only about half of frontline supervisors consider it necessary. Less than 50 percent of college students include this characteristic on their ​checklist of top four admired leadership characteristics. “(Kouzes and Posner. (pp. 103-104). “[Cook] took counsel from a midshipman, Jonathan Monkhouse, who had once helped save a sinking ship with a technique known as fothering. . . Monkhouse, who directed this operation, “executed it very much to my satisfaction,” Cook wrote, bestowing one of the highest plaudits in his vocabulary. The rest of the crew also came in for rare praise. “No men ever behaved better than they have done on this occasion.” (Horwitz, p. 160) As leaders, we must ‘plant seeds’ to make the difference in the world. The seeds we sow will help grow other leaders to unite a future vision to the world that must come, while giving a nod to the world to the past. Teamwork is a powerful tool that’s observed from developing concepts in a board room to manual labor. Together we can be stronger together with ease. • Get feedback from others: • How has this leader encouraged others to take initiative in recent team projects? • Describe two or three instances in which this leader has encouraged their staff or teammates to do their best.

8. Week Six:Challenge the Process: Search for opportunities by seizing innovation and looking outward for innovative ways to improve. • “You can't respond with the same old solutions. You must change the status quo, which is what people did in their Personal-Best Leadership Experiences.” (Kouzes and Posner, p. 148). • “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. . . they all involved overcoming adversity and embracing opportunities to grow, innovate, and improve.” (Kouzes and Posner, p. 14). • “One must strain off what was personal and accidental in all these impressions and so reach the pure fluid, the essential oil of truth.” (Woolf, p. 15). • ‘Business as usual’ will not make any organization last. One trend that might be happening now is only the success happening in the present, but not the future. Thus, in order to generate future success, we must imagine the world that hasn’t happened yet and take the steps to be successful in it. Woolf’s truth that she sought was in the same realm of standing up for change. She recognized the fallacies we know today (I.e. confirmation bias) that were against her in her time and age. • Ask for feedback: • How does s/he encourage the team to work in innovative ways? • How has this leader/colleague challenged team members to do more effective work recently? Please provide an example or two Try this: - Instead of saying "I can't see other possibilities," face another direction and say, "What are the possibilities I haven't imagined yet?" • Rather than being stuck with "I can't see beyond this," try "What am I not seeing (yet)?"

9. Week Seven:Challenge the Process: Experiment and take risks by consistently generating small wins and learning from experience. • I remember hearing that it takes sixteen “you can do its” for each time someone tells you that you can’t. Sometimes it’s as simple as cutting out one letter and apostrophe to make the biggest difference. Virginia Woolf didn’t write about her own grievances, but the grievance for all women; thus, she gave a voice for women by using her ability to write. She even took on risks to put the pseudo names out there that would’ve been used for protection. Eliminate the “noes” and put yourself out there. We learn from failures– not victories. “Call me Mary Beton, Mary Seton, Mary Carmichael or any other name you please—it is not a matter of importance.” (Woolf, p. 4). In order to understand rites pertaining to the threshold, one should always remember that the threshold is only a part of the door and that most of these rites should be understood as direct and physical rites of entrance, of waiting, and of departure— that is, as rites of passage. (van Gennep p.25) “People have an internal need to influence other people and life's events to experience some sense of order and stability in their lives. Feeling confident that they can adequately cope with events, situations, and people prepares them to exercise leadership. Without sufficient self-confidence, people lack the conviction to take on tough challenges.” (Kouzes and Posner, p. 239). • Ask for feedback: • To what degree does he/she encourage colleagues to take reasonable risks, or to risk failure? Please give an example or two • When has s/he shown teammates ways to experiment and take risks during a project? Please give two or three examples.

10. Week Eight:Milestone Review two • Let’s reflect on the last seven weeks until this point. We’ve challenged how our team thinks through the vision of a better process. We must consider applying empathy and quantitative monitoring in or progress now. Below is an activity that gives feedback on our own self-analysis and to our partners/team members. What can we do to this new information about the final four weeks? Can we further support our team? How does this 12-week plan reflect on our mission statement? “There is a clear connection between challenge and change; and there's a clear connection between challenge and being an effective leader. The more frequently people see their leader “searching outside the formal boundaries of his or her organization for innovative ways to improve,” the more strongly they agree that their leader is effective.” (Kouzes and Posner, p. 148) leaders. “Having regulations doesn't mean you can't make changes,” she said. “There are always ways to improve the process, and you should take them.” The lesson for leaders is that you can't simply go through the motions when it comes to doing your job. (Kouzes and Posner, p. 150) “There is no gate, no lock, no bolt that you can set upon the freedom of my mind” (Woolf, p.45) Self-Analysis/Partner Rating Competence Experienced ___ ___ ___ ___ ___ ___ ___ Inexperienced Informed___ ___ ___ ___ ___ ___ ___ Uninformed Skilled___ ___ ___ ___ ___ ___ ___ Unskilled Expert___ ___ ___ ___ ___ ___ ___ Inexpert Trained___ ___ ___ ___ ___ ___ ___ Untrained Trustworthiness Kind___ ___ ___ ___ ___ ___ ___ Cruel Friendly___ ___ ___ ___ ___ ___ ___ Unfriendly Honest ___ ___ ___ ___ ___ ___ ___ Dishonest Sympathetic ___ ___ ___ ___ ___ ___ ___ Unsympathetic Dynamism Assertive ___ ___ ___ ___ ___ ___ ___ Hesitant Forceful ___ ___ ___ ___ ___ ___ ___ Meek Bold ___ ___ ___ ___ ___ ___ ___ Timid Active ___ ___ ___ ___ ___ ___ ___ Passive(

11. The foundation of any organization is trust. If trust can’t be established, an uneven weight of the organization will fall onto the shoudlers struggling to represent the company. Likely, those that don’t allow trust to develop in an organization can either see one of two options: The organization faces turnover or the organization fails. Trust is the adhesive to keeping a company together. The saying “the best things we get is what we give way” comes to mind here. If we give trust and love, it will be reciprocated. In healthy relationships with those around us, we can give the support that we seek and vice versa. Week Nine:Enable others to act: Foster collaboration by building trust and facilitating relationships. Without trust, you can't lead. Without trust, you can't get people to believe in you or each other. Without trust, you can't accomplish extraordinary things. (Kouzes and Posner, p. 197) “If you cannot trust others, then you will fail to become a leader precisely because you are not able to be dependent on the words and works of others. You will end up doing all of the work yourself or micromanaging the work so intensely that your constituents will despise you.” (Kouzes and Posner, p. 200). “After all, if you could do it alone, why would you need a team?” (Kouzes and Posner, p. 213). “To refuse to give, or to fail to invite, is—like refusing to accept — the equivalent of a declaration of war; it is a refusal of friendship and intercourse. Again, one gives because one is forced to do so, because the recipient has a sort of proprietary right over everything which belongs to the donor. This right is expressed and conceived as a sort of spiritual bond.” (Mauss, p. 11). Ask for feedback: Describe an instance where this leader/colleague recently offered an idea to improve an operation, procedure, or routine within the company. How effectively has s/he communicated short-term goals to your team in recent meetings? Please give an example or two.

12. Week Ten:Enable others to act: Strengthen others by increasing self-determination and developing competence. Leaders help get you ‘there.’ Sometimes we don’t have an easy road to follow but once we are there, we’ll see our progress. How far we’ll go is only as determined as the leaders we follow. To have a successful organization, we must learn from our failures. This includes bestowing genuine trust to let your team have some ownership with their projects. It’s great for a leader to monitor milestones too. Be careful to not control the very actions of a team, for micromanaging creates an environment that no-one moves forward. • “You want people to take initiative and be self-directed. You want them to think for themselves and not continually ask someone else, “What should I do?” You can't develop this ability if you tell people what to do and how to do it. People can't learn to act independently unless they get to exercise some degree of choice.” (Kouzes and Posner, p. 227). • “ . . . In a series of studies, psychologists showed that by starting with the statement “I'm giving you these comments because I have very high expectations, and I know that you can reach them,” the feedback they provided proved to be 40 percent more effective in subsequently changing targeted behaviors . . .” (Kouzes and Posner, p. 251). • Odysseus’ leadership ethics do not reject all cooperative norms, for he treats his people with fairness and care. Selfmastery means reining in his own desire for goods by ensuring that his men get fair shares of the spoils (9:44–49, 8:47–48). When his men are ensnared by lotus eating or Circe, Odysseus rescues them (9:105–110). He expresses piety and regularly sacrifices to the gods. When Elpenor, a crew member, dies untended, he takes the crew back to observe the rites for him (11:60–80). Odysseus never forgets that he is a mortal and must drink “his cup of pain,” referring to himself as “a man of misery” (5:332, 515).” (Dobel, 2006) • Feedback to ask: • From a scale of 1 to 7 (7 being the absolute best)— • This leader mentors rather than micromanages ____. • S/he has taken time to explain how team goals support our broader organizational goals. _____.

13. Week Eleven:Encourage the Heart: Recognize contributions by showing appreciation for individual excellence. • Ask any star sports player, research firm, Nobel prize recipient, or any successful person worthy of praise; we can’t make continuous achievements without a team/role model(s) supporting you. Help make everyone become great! It’s not that one doesn’t become great by focusing on others, but rather, they ones made great are at the peak of who they want to be. Empower those to reach great heights and we’ll scale our peaks. “ . . . In a series of studies, psychologists showed that by starting with the statement “I'm giving you these comments because I have very high expectations, and I know that you can reach them,” the feedback they provided proved to be 40 percent more effective in subsequently changing targeted behaviors . . .” (Kouzes and Posner, p. 251). “People don't care about how much you know until they know how much you care for them. In other words, they believe that you want to ensure that they are safe and secure, feel supported and valued; that you want them to be successful, learning and growing; and you wouldn't ask them to do something where they could intentionally be injured or hurt.” (Kouzes and Posner, p. 286) “[Cook] took counsel from a midshipman, Jonathan Monkhouse, who had once helped save a sinking ship with a technique known as fothering. . . Monkhouse, who directed this operation, “executed it very much to my satisfaction,” Cook wrote, bestowing one of the highest plaudits in his vocabulary. The rest of the crew also came in for rare praise. “No men ever behaved better than they have done on this occasion.” (Horwitz, p. 160) • Feedback to ask: • In what ways has this leader recognized the individual contributions of team members in recent weeks? • How has s/he celebrated small victories or progress with the team lately? Please give examples

14. Week Twelve:Encourage the Heart: Celebrate the values and victories by creating a spirit of community. • If someone can’t enjoy what they do with the people they are doing it with, they aren’t living up to their full potential. It isn’t just on a management perspective but the customer as well. Customers don’t take their business to those that don’t enjoy what they do for a living. One of the golden rules I’ve learned from my management experience in fast food is that if you believe your team will be successful, they will. You have to really believe they will as well as the team believes in themselves. Within the realistic expectations in any organization, this mindset will take you far. “Fun isn't a luxury at work. Every Personal-Best Leadership Experience was a combination of hard work and fun. In fact, most people agreed that without the enjoyment and the pleasure they experienced interacting with others on the team, they wouldn't have been able to sustain the level of intensity and hard work required to do their personal best.” (Kouzes and Posner, p. 282). If you want others to believe in something and behave according to those beliefs, you have to set the example by being personally involved. You have to practice what you preach (Kouzes and Posner, 284) the exchange of presents did not serve the same purpose as trade or barter in more developed communities. The purpose that it did serve was a moral one. The object of the exchange was to produce a friendly feeling between the two persons concerned, and unless it did this it failed of its purpose. . . . No one was free to refuse a present offered to him. (Mauss, p. 14). • Feedback to ask: • To what extent has this leader worked to create a spirit of community when the team was successful with a project? • From a scale from 1 to 7 ( 7 being absolute best)- He/she shows appreciation for a job well done.

15. Addendum Leadership isn’t generic, but this video ad from Dissolve is. (Contains one NSFW word). This 12-week leadership plan has hopefully changed/started to change the way we avoid business as usual, “or would like you to believe we do.” (enable content to view video Just like the ending of The Time Machine (2002), It’s time to stop wearing black coats and bowlers. There are only a couple kinds of people that wear bowlers anyways!

16. Nelson, M. (2008). Odysseus and Aeneas: A classical perspective on leadership. The Leadership Quarterly,19(4), 469-477. References • Dobel, J. (2006). Mortal Leadership in Homer's Odyssey. Public Integrity, 8(3), p.255. • van Gennep, Arnold. (1960). The Rites of Passage. (P. 25, 175). Routledge and Kegan Paul Ltd., London E.C. 4, England • Horwitz. Blue Latitudes: Boldly Going Where Captain Cook Has Gone Before. (2002). (p. 160, 376-378). • Kouzes and Posner. (2017). The Leadership Challenge. (p. 13-14, 48, 64, 88, 98, 103-104, 115, 148, 150, 173, 197, 200, 213, 239, 251, 282, 284, 286) • Marcel Mauss 1966 [1925] The Gift: Forms and Functions of Exchange in Archaic Societies. Translated by Ian Cunnison. With an Introduction by E.E. Evans-Pritchard. London: Cohen & West (p.11, 14) • Varty, Boyd. (2013). ‘What I learned from Nelson Mandela.’ (8:58). Retrieved from https://www.ted.com/talks/boyd_varty_what_i_learned_from_nelson_mandela • Woolf, Virginia. (1928.) A Room of One’s Own. (P. 4, 15, 45). • Yousafzai, Ziauddin. (2014). Retrieved from https://www.ted.com/talks/ziauddin_yousafzai_my_daughter_malala?language=en