the leadership bus
Purpose
In this exercise, teams will identify the essential leadership behaviors that are required to move the organization in the right direction.
Background
Leadership is not a position; it is a responsibility of every team member of an organization. Leadership skills, behaviors, and
attributes must be understood, practiced, and implemented to effectively achieve organizational goals. In “Good to Great,”
Jim Collins refers to getting the right people on the bus, the wrong people off the bus, the right people in the right seats, and then
driving the bus in the right direction. By executing the right leadership behaviors with the right people, the bus will go in the right
direction more consistently with improved results.
Set Up
Place two chairs side-by-side and then repeat this to create two rows of five chairs (see model). Have colored markers, white paper
and masking tape available. (This exercise can be facilitated with 10-40 participants.)
Process
Step One
Take time to explain the bus metaphor from the “Good to Great” book. Have participants stand around the back of the
chairs (metaphorical bus) and explain that each seat on the bus will represent a leadership behavior, skill, and/or attribute.
Step Two
Read the definition of a leadership behavior and have the participants guess the leadership behavior being described. When
someone guesses the correct word/behavior have them write the word on a piece of paper with a marker and tape it to one
of the chairs on the bus. The participant that guessed the word will also take that seat on the bus. Continue this process for
the 10 leadership behaviors and definitions that have been provided (see below).
Step Three
Continue the process for the remaining participants in the room by asking for additional leadership behaviors not yet
mentioned. When someone shares a leadership behavior, they must also give its definition and application in the workplace.
They will write down the leadership behavior, tape it to a chair, bring another chair on the bus, and take a seat. Continue
this process until everyone in the room is on the bus. (It’s okay to make the bus wider and longer depending on room size
and layout.)
Step Four
Debrief the exercise using the following questions:
- What are the most important leadership behaviors on our organization’s bus? Why?
- Who needs to execute these leadership skills and attributes?
- What leadership behaviors do we effectively execute as a team/organization? Which ones do we not effectively execute?
- How does your seat influence the seats around you?
- What are your three strongest leadership behaviors? How do you apply them daily?
- What are your three greatest opportunities for growth? What will you do to develop these leadership characteristics?
- What happens when we remove some of these seats from our bus?
- What other seats (leadership behaviors, values, ideas, actions) need to be on our bus?
- How can we all help to move the bus quicker and more consistently in the direction of our vision?
Conclusion
Each of us has a responsibility to develop our leadership skills within the organization. Having the right people in the right seats is
a great start. When everyone operates as a stronger and more effective leader, even greater results will follow. Develop an individual
and team action plan to improve the leadership behaviors discussed. Meet again to discuss individual and team progress.
LEADERSHIP COMPETENCIES AND BEHAVIORS WITH DEFINITIONS:
Focus
Concentrated energy and attention; being in the moment with maximum clarity; converging our thinking and actions; intense mental effort.
Action (Taking Action)
The process of doing; the route to achievement; moving beyond talking and planning to accomplishing a task; behavior that moves you outside of your comfort zone.
Teamwork
The synergy between a group of individuals aligned for a common purpose and goal. The dynamics of support, cooperation and collaboration where everyone is committed to each other’s success and held accountable for actions.
Communication
The flow of information, words, emotions, and thoughts; creating rapport to enhance speaking, listening, and understanding.
Accountability
Being responsible for our decisions, attitude, actions, and results; personally owning a situation and proactively looking for new approaches and solutions; being held responsible for our performance.
Passion
A powerful emotion demonstrated by living with heart, body, and soul; living our inspiration; our intense love for life.
Enthusiasm
Celebrating life with great excitement; high spirited energy in action; expressing our joy outrageously; positive feelings and emotions unleashed.
Vision
The catalyst for change that reshapes and provides a clear picture of the future; the dreams and possibilities that unleash and align the energies of an organization in a common direction.
Feedback
The two-way flow and process of communicating for recognizing performance and effectively addressing behaviors that need improvement; the most powerful method of communicating to create clarity, understanding, and productive dialogue.
Trust
The foundation for a strong team that is built through our actions, integrity, commitment, follow-through, personal competence and belief in others; the reliance on the character and ability of another.
| Additional Leadership Competencies, Behaviors, and Skills: | ||
| Honesty | Positive Attitude | Motivation |
| Purpose | Listening | Conviction |
| Rapport | Collaboration | Proactive |
| Caring | Results-oriented | Innovation |
| Learning | Inspiration | Respect |
| Persistent | Self-disciplined | Integrity |
| Synergy | Cooperation | Risk-taking |
| Creativity | Planning | Courage |
| Perserverance | Commitment | Empowerment |
| Prioritizing | Heart | Fairness |
| Empathy | Tenacity | Pride |
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