Topics: International Speakers Bureau, Inc. |
Fee Range: $20,001 to $30,000 (fee note) |
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 Biography: Jim Kouzes is the coauthor with Barry Posner of the award-winning and best-selling book, The Leadership Challenge, with over one million copies sold. He's also an executive fellow, Center for Innovation and Entrepreneurship, Leavey School of Business, Santa Clara University. The third edition of The Leadership Challenge, released in the fall of 2002, debuted as number 4 on the BusinessWeek best-seller list, the only 3rd edition of any book ever to make that list. The Leadership Challenge, available in eleven languages, has been a selection of the Macmillan Executive Book Club and the Fortune Book Club. It's the winner of the 1989 James A. Hamilton Hospital Administrators' Book, the 1995-96 Critics' Choice Award, and was a BusinessWeek bestseller in 2001 and 2002. Jim and Barry have also coauthored Credibility: How Leaders Gain and Lose It, Why People Demand It, which was chosen by Industry Week as one of the ten best management books of 1993. Their other books include, Encouraging the Heart (1999, 2003) and The Leadership Challenge Workbook (1999, 2003), and The Leadership Challenge Journal (2003). Based on solid research involving over 70,000 surveys, 1,000 written case studies, and 100 in-depth interviews, these books describe the leadership principles and practices that generate high performance in individuals and organizations. Jim and Barry developed the widely used and highly acclaimed Leadership Practices Inventory (LPI), a 360¢ª questionnaire assessing leadership behavior (Jossey-Bass/Pfeiffer, 1988, 1997, 2003). The LPI has been administered to over 250,000 individuals, and over one million observers have provided feedback using the LPI. Over 250 doctoral dissertations and academic research projects have been based on their work. The International Management Council (IMC) honored Jim and Barry as the 2001 recipients of the prestigious Wilbur M. McFeely Award. Past McFeely Award recipients include: Peter Drucker, Lee Iacocca, Tom Peters, Ken Blanchard, Norman Vincent Peale, Francis Hesselbein, Stephen Covey, and Rosabeth Moss Kanter. Jim is featured as one of workplace experts in What Works at Work: Lessons from the Masters by George Dixon (1988) and in Learning Journeys: Top Management Experts Share Hard-Earned Lessons on Becoming Great Mentors and Leaders edited by Marshall Goldsmith, Beverly Kaye and Ken Shelton (2000). Not only is Jim a highly regarded leadership scholar and experienced executive, The Wall Street Journal has cited Jim as one of the twelve best executive educators in the U.S. A popular speaker, Jim shares lessons learned about leadership from over 20 years of original research. He leaves his audiences inspired with practical leadership tools and tips to apply at work, at home, and in their communities. His clients have included: Accenture, Applied Materials, AT&T, Bank of America, Boeing, Charles Schwab, Cisco Systems, Consumers Energy, Dell Computer, Deloitte Touche, Egon Zehnder International, Federal Express, Honeywell, Johnson & Johnson, Lawrence Livermore National Labs, Levi Strauss & Co., 3M, Motorola, Roche Bioscience, Siemens, State of New York, Sun Microsystems, Thomson Corporation, and Toyota. Jim served as president, then CEO and chairman of the Tom Peters Company from 1988-until 2000. Prior to his tenure at TPC he directed the Executive Development Center at Santa Clara University from 1981 through 1987. Under his leadership the EDC was awarded two gold medals from the Council for the Advancement and Support of Education. He also founded the Joint Center for Human Services Development at San Jose State University, which he managed from 1972 until 1980. Jim¡¯s commitment to service was nurtured during his years growing up in the Washington, D.C. area. His lifelong career in education began in 1967-1969 when he served for two years in the Peace Corps. Jim believes it was on January 20, 1961 when he was first inspired to dedicate himself to leadership. That was the day he was one of only a dozen Eagle Scouts who served in John F. Kennedy's Honor Guard at the Presidential Inauguration. |
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Programs: The Five Practices of Exemplary Leadership: Beyond the horizon of time is a changed world, very different from today's world. Some people see beyond that horizon and into the future. They believe that dreams can become reality. They open our eyes and lift our spirits. They build trust and strengthen our relationships. They stand firm against the winds of resistance and give us the courage to continue the quest. We call these people leaders. In their study, Jim Kouzes and Barry Posner set out to discover what it took to become one of these leaders. They wanted to know the common practices of ordinary men and women when they were at their leadership best?when they were able to take people to places they'd never been before. Their analysis of thousands of cases and surveys revealed The Five Practices of Exemplary Leadership: Model the Way Leaders establish principles concerning the way people (constituents, peers, colleagues, and customers alike) should be treated and the way goals should be pursued. They create standards of excellence and then set an example for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory. Inspire a Shared Vision Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Through their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. Challenge the Process Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. Enable Others to Act Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. Encourage the Heart Accomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions that individuals make. In every winning team, the members need to share in the rewards of their efforts, so leaders celebrate accomplishments. They make people feel like heroes. |
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