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and “We had to be aligned so that we could find a common purpose as a team going forward.” They had a desire to create something that no one else had ever created before. They had visions of what could be, and they had absolute faith and confidence that those aspirations could become reality. When performing at their best, leaders Inspire a Shared Vision.

      In many ways, leaders live their lives backward. By building upon experiences, they see pictures in their mind's eye of what success will look like even before they've started their projects, much as architects draw blueprints or engineers build models. Their clear image of the future pulls them forward, and they are able to speak enthusiastically and energetically about the compelling possibilities. They envision the future by imagining exciting and ennobling possibilities.

      Yet visions seen only by leaders are insufficient to create an organized movement or a significant change. People will not follow until they can embrace a vision as their own. They must be able to see exciting possibilities for themselves. To realize a vision, then, leaders have to be clear not only about why it is important to them, but they must be equally clear about why it is important to those they lead. To perform at their best, leaders enlist others in a common vision by appealing to shared ideals and aspirations.

      When you truly understand and take to heart the hopes and dreams of those you are involved with, you can breathe life into the aspirations of others. You are able to forge a unity of purpose by explaining and showing how and why the dream is for the common good. The way you ignite passion in others is by expressing contagious enthusiasm for the compelling vision of the group, communicating their zeal through vivid language and an expressive style.

      Challenge the Process Every single personal-best leadership case involved some change from the status quo. Not one person claimed to achieve a personal best by keeping things the same, doing what had always been done. They said: “I needed to change the business-as-usual climate by finding ways to experiment and learn,” “We began by brainstorming what we would change if anything was possible,” and “We found that big things are done by doing lots of small things.” This is why leaders Challenge the Process.

Challenge is the crucible for greatness. It provides the context in which adversity and vision interact to provide for the creation of something new. When at their best leaders are pioneers. They are willing to step out into the unknown and continuously search for opportunities by seizing the initiative and by looking outward for innovative ways to improve.

      While they are proactive, leaders aren't the only creators or originators of new programs, services, or processes. In fact, it's more likely that they're not. Innovation comes more from listening than from telling—more from asking questions and hearing what others are thinking and have to say. When challenging the process, your primary contributions are often the recognition of good ideas, the support of those ideas, and the willingness to challenge the system to get new products, processes, services, and systems adopted.

      We also found that in the Personal-Best Leadership Experiences, leaders had to experiment and take risks by continually generating small wins and learning from experience. Leaders know well that innovation and change all involve trial and error. One way you can deal with these potential risks and failures is to approach change through incremental steps. Little victories, when piled on top of each other, build confidence that people can meet even the most significant challenges. In making those victories possible, you strengthen commitment to the long-term future.

      Learning also unlocks the door to progress, and exemplary leaders make a point to ask “What can we learn?” when things don't go as expected. The best leaders are the best learners, treating every experiment, every innovation, and every mistake as an opportunity to develop and grow.

Enable Others to Act Leaders know they can't do it alone. Grand dreams don't become significant realities through the actions of a single person. In their personal-best cases, they showed their appreciation of this truth with statements such as: “It was necessary to take into consideration each person's perspectives and ensure that the decisions were made by the team and not individual decisions,” “The key was building relationships with people who were needed to help us make this happen,” and “Giving them the space and latitude to do their work gave them the confidence to do what hadn't been done before.” Leadership is a team effort, not a solo performance, and to make extraordinary things happen in organizations exemplary leaders Enable Others to Act.

      Leaders proudly discussed how they had to foster collaboration by building a climate of trust and facilitating relationships. They engage all those who were necessary to make the project work, and develop collaborative relationships with colleagues. They are considerate of the needs and interests of others. They bring people together, creating an atmosphere where people understand they have a shared fate and that they should treat others as they would like to be treated. They make sure that everyone wins.

      This experience underscores how the work of leaders is making people feel strong, capable, and committed. Leaders strengthen others by increasing self-determination and developing competence and confidence. People don't stick around for very long or perform at their best if their leader makes them feel weak, dependent, or alienated. People will give their all when you can strengthen their belief that they can do more than they ever thought possible. In fact, it was not unusual for people to indicate that when working with their best leaders, they gave more than 100 percent of themselves to the endeavor because that leader was able to bring out from them more than what they themselves had imagined. When people have confidence in you and your relationship with them is based on trust they are most willing to take risks, make changes, and maintain forward momentum.

Encourage the Heart The climb to the top of any new and challenging endeavor is arduous and steep, and it is not surprising that people can become exhausted, frustrated, and disenchanted. Leaders indicated in their Personal-Best Leadership Experiences that they had to Encourage the Heart of those with whom they were working to carry on, especially when they might have been tempted to give up. They said things such as: “You have to show people that you care about them as people and how they are capable of doing a lot more than they think,” “Praise and encouragement are the best gifts because people need to have their hard work and efforts acknowledged, to know that they are making a difference,” and “We were generous with compliments and this allowed us to feel good about ourselves, and when you feel good you are more productive.”

      Genuine acts of caring, whether exhibited in dramatic gestures or simple actions, uplift people's spirits and keep them motivated. It is part of a leader's job to recognize contributions by showing appreciation for individual excellence. Over the years, we've seen thousands of examples of individual recognition and group celebration, from handwritten thank-you notes to marching bands and biopic video ceremonies. But recognition and celebration aren't about fun and games—though both abound when leaders encourage the hearts of their constituents. Encouraging the heart is also not about orchestrating formal awards ceremonies or throwing parties designed to create some artificial sense of camaraderie. It is about celebrating the values and the victories by creating a spirit of community. Public encouragement is valuable because it's how you visibly reinforce what's important and show appreciation for actions that support the team's values. Whether striving to raise quality standards, recover from disaster, or make a dramatic change of any kind, people must see the benefit of aligning behavior with cherished values. When celebrations and rituals are done with authenticity and from the heart, you build a strong sense of collective identity and community spirit that can carry a group through tough times.

      These five leadership practices—Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart—do not represent an ideology or theory about leadership so much as they provide an operating system for what it means to be practicing leadership and making a difference. Engaging in any of the behaviors associated with The Five Practices does not necessitate any particular personality or require any specific demographic characteristics or advanced educational degrees. There's a very good chance that you are already leading; you just might not recognize that you are doing it. Or perhaps you don't believe you can

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