passion, pride, and performance

K&P Ch 6 – The effective leader generates the three “Ps” when achieving great results from the people in his/her organization – passion, pride, and performance. The authors provide several ways to do this. List a few and explain any success your organization has in exercising these ways. 

By:Soraya Fallah
Kouzes & Possner, in Chapter 5 (5th Ed.), tell us that in order to connect to others leader must find a way to influence and appeal to others’ beliefs. They teach us three magnificent words are vital to mobilize others in our common goal; “Passion, Pride and Performance.” No matter how many people are involved, a crowed can be a big number or a small number of people, but a leader should be able to “appeal to common ideals” and stimulate others to become part of a cause. Otherwise the leader cannot lead the cause (K&P, p129).

Some of the ways the authors suggest to do these are by using symbolic language, creating an image for others of what the future can look like, engaging others in meaningful communication, and by being expressive with ones feelings and emotions.

In 2008 I took part in an educational organization for language and culture called Alelo (Alelo means "language" in Hawaiian). This organization was contracted by the federal government to create “interactive 3D video games involving spoken dialogs and cultural protocols with socially intelligent virtual humans.” (Alelo website). 

I was hired as a subject matter expert to work as part of a team that would create an educational patented system for different languages and cultures in other countries. On the day of my interview with Alelo, I met the manager and team leader Dr. Kerrin Ann Barret. She evoked a great deal of passion in everyone present through her own enthusiasm and belief in the importance of the project we would be embarking on. I was interviewed, along with two other team members, on the balcony of the Alelo office. There she asked me the reason for wanting to join the team. I said I am very passionate about language and education. She said she is always looking for someone who is very passionate and willing to put in the hard work. She helped motivate our performance by her leadership.

During the one year I worked with her on the project, in order to “appeal to common ideals,” Dr. Barret would “animate the vision” of the project for us in order “to get extraordinary things done” (K&P, 130, k&p,139). This lead to people performing diligently and taking ownership of their responsibilities. 

Our “extraordinary” product was educational videos and an interactive websites that could help people learn English as well as cultural attitudes and norms. Everyone in the team would work extra hours, sometimes as late as 10-11 PM. We were happy to have a “common ideal”(K&P,130). On the day our project was ready to be shown, when hundreds of business owners and contractors arrive, all 100 members of the institution were dressed up and took “pride in being unique” (K&P, p 134). We all felt so special because millions of people in Iran, China, Iraq, Afghanistan, and other countries would be using the educational products we created.

I learned from Dr. Barret that if you’re passionate and can invoke the same passion in others, great things can happen. She is definitely a leader I look up to and hope to use the strategies mentioned in this chapter in my future endeavors.


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