Nine Practices of 21st Century Leadership
A Guide for Inspiring Creativity, Innovation, and Engagement

Most leadership books focus on traditional leadership, which is based on managerial practices and command-and-control assumptions. Traditional leadership methods produce short-term gains but often at the cost of employee disengagement, team isolation, and distrust. Twenty-first century leadership methods produce short-term gains while inspiring creativity and innovation and boosting engagement.

Nine Practices of 21st Century Leadership: A Guide for Inspiring Creativity, Innovation, and Engagement describes nine leadership practices that Gary DePaul derived by analyzing some of the best contemporary writers and thinkers on leadership. Explaining the nine practices, DePaul summarizes insightful leadership principles, beliefs, and practices, which includes tactics, tools, and resources that anyone at any career level can immediately begin using.

In addition, the book demystifies the leadership concept, helps you avoid harmful traditional leadership assumptions, provides a leadership development roadmap, and presents real-world examples of how individual contributors, managers, and executives, have applied each of the nine practices successfully.

After reading this book, you will be able to begin applying the nine proven leadership practices immediately in your organization. You will gain the skills needed to improve organizational strategies, diversity strategies, and leadership development training in your organization. You also will be able to improve how you manage and monitor your own professional leadership development.

DEMYSTIFYING 21ST-CENTURY LEADERSHIP

Clarifying Why Leadership Is Confusing
Introduction
Reason 1: Leadership Is Like a Role but Different
Reason 2: Leadership Is More Than a Set of Qualities
Reason 3: Leadership Is Like a Skill, but Different
Reason 4: Some Leadership Theories Overlap with Leadership Styles
Reason 5: Leadership is Like Management, but Different
Reason 6: The Meaning of Leadership is Changing
Summary

Defining 21st-Century Leadership
Introduction
Definition of 21st-Century Leadership and Desired Results
Performance Improvement Discipline
Desired Results
Maturing Individuals’ Mental and Moral Qualities, Capabilities, and Behaviors
Bidirectional
Seven Principles, 26 Beliefs, and 9 Practices
Summary: What to Do

Revealing Traditional Leadership and Assumptions
Introduction
Assumption 1: Leaders Need Authority
Assumption 2: Leaders Are Heroes Who Leave a Legacy
Assumption 3: Intimacy Weakens Leadership
Assumption 4: Giving Away Power Weakens Leadership
Assumption 5: Only One Person—Typically a Manager—Functions as the Leader
Assumption 6: The Leader Is the Smartest
Assumption 7: Team Members Are the Cause of Unproductivity
Assumption 8: Team Members Cannot Be Trusted
Assumption 9: Team Members Are Less Important than Revenue,
Profit, Operational Costs, and Leaders
Assumption 10: Talking Is More Important than Listening
Assumption 11: Recognition Is a Formal Process
Assumption 12: Leadership Requires Little or No Training
Assumption 13: Leaders Know How Effective Their Leadership Is
Summary: What to Do

Explaining 21st-Century Leadership Principles and Beliefs
Introduction
Principle 1: Believe in Others
Principle 2: Connect with Others
Principle 3: Put Others First
Principle 4: Give Up Control
Principle 5: Encourage Change
Principle 6: Collaborate with Others
Principle 7: Develop Leadership Practices Continuously
Summary

Section II: USING THE NINE PRACTICES OF 21ST-CENTURY LEADERSHIP: PART 1: FOUNDATIONAL PRACTICES: IMPROVING PERFORMANCE WITH SYSTEMIC THINKING

Analyzing Like Detectives
Introduction: Importance and Benefits of Analyzing Like Detectives
Characteristics of Analyzing Like Detectives
Rummler’s Fundamental Laws of Organizational Systems.
Anatomy of Performance and the Human Performance System
The Performance Chain Model and the Six Boxes Model.
Leading Examples
Summary: What to Do

Diagnosing and Treating Like Doctors
Introduction: Importance and Benefits of Diagnosing and Treating Like Doctors
Characteristics of Diagnosing and Treating Like Doctors
Rummler’s RIP
Leading Examples
Summary: What to Do

Finding Key Behaviors Like Social Psychologists
Introduction: Importance and Benefits of Finding Key Behaviors
Like Social Psychologists
Characteristics of Finding Key Behaviors Like Social Psychologists
Setting Goals and Measures
Systematic Approach for Finding Key Behaviors
Influencing and Adopting New Key Behaviors
Leading Examples
Summary: What to Do

Section II: USING THE NINE PRACTICES OF 21ST-CENTURY LEADERSHIP: PART 2: SUPPORTING CHANGE

Communicating Like Agents
Introduction: Importance and Benefits of Communicating Like
Agents
Characteristics of Communicating Like Agents
Tactics for Influencing Others to Take Action
Drexler/Sibbet Team Performance Model
Leading Examples
Summary: What to Do

Directing Like Guides
Introduction: Importance and Benefits of Directing Like Guides
Characteristics of Directing Like Guides
Assessing Abilities Using Situational Leadership II
Techniques for Building Capability
Leading Examples
Summary: What to Do

Nurturing Like Gardeners
Introduction: Importance and Benefit of Nurturing Like Gardeners
Characteristics of Nurturing Like Gardeners
Grenny et al.’s Structural Ability Tactics
Make It Easy: Handshaw and Performance Support Solutions
Leading Examples
Summary: What to Do

Section II: USING THE NINE PRACTICES OF 21ST-CENTURY
LEADERSHIP: PART 3: ADDING VALUE

Facing the Unknown Like Lions
Introduction: Importance and Benefits of Facing the Unknown Like
Lions
Characteristics of Facing the Unknown Like Lions
Serious Listening
Obtaining Feedback
Using 360-Feedback
Leading Examples
Summary: What to Do

Developing Like Scouts
Introduction: Importance and Benefits of Developing Like Scouts
Characteristics of Developing Like Scouts
Kouzes and Posner’s Tactics for Generating New Ideas
Leading Examples
Summary: What to Do

Communicating Like Broadcasters
Introduction: Importance and Benefits of Communicating Like
Broadcasters
Characteristics of Communicating Like Broadcasters
Maxwell’s Eight Guidelines for Connecting with Others
Leading Examples
Summary: What to Do
Summary
What to Do
Word of Caution

Section III: CONTINUING TO GROW

Maturing and Sustaining Your Leadership Practices
Introduction
The 21st-Century Leadership Development Roadmap
Stage I: I Know
Stage II: I Don’t Know
Stage III: I Know That I Don’t Know
Stage IV: I Don’t Know What I Don’t Know
What to Do: Using the Roadmap to Sustain Your Journey

Considering Organizational Implications
Introduction
Managing the Strategy Portfolio
Building Teams with Diversity and Inclusion
Rethinking Leadership Development
Advancing 21st-Century Leadership
Afterword: The Fundamental Attribution Error

Appendices

Gary A. DePaul is an author, speaker, and leadership consultant with Gary DePaul Consulting. With more than 20 years of practitioner and academic experiences in performance improvement, Gary helps elevate the performance of individuals, teams, and organizations. His areas of practice include leadership development, organizational evaluation, speaking events, workshop facilitation, and executive coaching.

Gary has served executives and teams in both international and national organizations including Lowe’s Companies Inc., Ceridian Benefits Services, Fidelity National Information Services, Johnson Controls Inc., and Arthur Andersen LLP. He has held several formal roles including senior manager of training and knowledge management, senior instructional designer, performance improvement director, and workforce readiness manager.