RMI's Business Case For Leadership

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RMI's Business Case For Leadership

  1. 1. The Business Case for Leadership<br />Linking Strategy to Execution<br />Rick Kneeshaw<br />Principal <br />#403-990-6797 (Voice) <br />Rick@RMInnovations.ca (Email)<br />www.RMInnovations.ca (Web) <br />
  2. 2. Let’s be Clear … <br /> Leadership is not a title … <br /> It is an activity. <br />
  3. 3. So … <br /> Q:// “What do you call a leader with no followers”? <br />A:// “Somebody out for a walk”. <br />
  4. 4. Remind me again ….. ? <br />(Why focusing on my leadership is important)<br /> In his book, Dying for Change, Leith Anderson recounts an important incident in the American Revolutionary War … that applies to our leadership today. It is 1777: The Battle of Saratoga … and believed by strategists to be the turning point of the war. Anderson writes: …… <br />
  5. 5. The Role of (Casting)Vision <br /> In his book A Work of Heart … author Reggie McNeal writes: … “The great debilitator for Leadership (public and private sector) is not moral failure ~ but compass failure”. <br />Vision Casting (where are we going) vs Mission Building (howwill we get there). <br />
  6. 6. A Vision is Born / Birthed <br />Visions are born in the soul of a man or a woman who is consumed with the tension between what isand what could be. <br />Visions form in the hearts of those who are dissatisfied with the status quo. <br />
  7. 7. The Vision of an organization / organism … acts as its magnetic north. <br />
  8. 8. Values … are how we will get there. … those long lasting beliefs about what is worthwhile and desirable. They are personal judgements about what is right, wrong, good vs bad. <br />
  9. 9. So How Are We Doing?<br />The Corporate Challenge Remains ….<br /><ul><li>Implementing Business Strategy “Less than 10% of strategies effectively formulated, are effectively executed”. Fortune Magazine </li></li></ul><li>Strategic thinkingand its corresponding action make all the difference between a plateaued and declining organization and an effective and growing one.<br />Strategic Thinking:That is … looking toward an end state. For Example… consider a mountain expedition:Mountain climbers do not start climbing from the bottom of the mountain and then work their way up. Rather, they look at where they want to arrive and work backward to where they are starting. Like mountain climbers, once you have the summit (the objective) in view, you can begin to figure out all the ways you might get there. In the same way, strategic planning process’ involve strategizing, experimenting, reverse engineering, and finally … embarking on a planned and prepared course of action. <br />
  10. 10. Strategic Business Planning Addresses Three Key Organizational Questions …<br /> Where Are We ?<br /> Where Are We Going, and <br /> How Will We Get There? <br />Intentionally<br />
  11. 11. Strategic Business Planning Affects the Long-Term Viability of the Organism. <br /><ul><li> Entrepreneurs, like a ships Captain must have a process (Compass / Instrumentation)
  12. 12. … to plan strategically (Chart the Course)
  13. 13. … in order to reach the destination (Port).</li></li></ul><li>In Leadership we learn …<br />Strategy precedes structure … what comes before how. <br />So … it follows that how is not a once for all time decision … but is annualized and driven byadjustments in what. <br />Now … we’re sustainable. <br />
  14. 14. The Mechanics of How …<br />‘Linking Vision to Mission ’<br />(Mission)<br />How will we get There?<br />(Vision)<br />Where are we Going?<br />Core Values<br />& SWOT <br />Rewards &<br />Recognition<br />Organizational<br />Structure<br />Annualized<br />Deployment<br />Strategy <br />Performance<br />Management<br /> Capability<br />Requirements<br />Skills<br />Deployment<br />Skills<br />Management <br />
  15. 15. The Engagement Process …<br />Tuned to client Spec's <br />
  16. 16. Mike Davidsonin his book The Grand Strategist MacMillan Books: ISBN 0-333-63651-1<br />Don't miss this ... <br />A Grade B Plan with Grade A Executionalways beats a Grade A Plan with Grade B Execution. And … <br /> Without a clear, quantified and focused description of how people, time and money are to be used you don’t have a strategy, just an intent.<br />
  17. 17. WhatisChanging?<br />Technological Revolution<br />Deregulation<br />ONLY<br />THE <br />FITTEST<br />WILL<br />SURVIVE<br />More Knowledgeable<br />Customers<br />Bigger = Better<br />Declining Profit Margins<br />Increased (Global) Competition<br />How do we respond ?<br />
  18. 18. The Life Cycle of an Organism<br />prime<br />ADULTHOOD<br />MATURITY<br />ADOLESCENCE<br />EMPTYNEST<br />RETIREMENT<br />CHILDHOOD<br />aging<br />growth<br />OLD AGE<br />INFANCY<br />BIRTH<br />DEATH<br />
  19. 19. The Life Cycle of a Business / Organism<br />redevelopment<br />5-7 YEAR CYCLE<br />prime<br />ADULTHOOD<br />MATURITY<br />20<br />YEARS<br />NO RETURN<br />EMPTY NEST<br />ADOLESCENCE<br />RETIREMENT<br />CHILDHOOD<br />OLD AGE<br />INFANCY<br />DEATH<br />BIRTH<br />growth<br />aging<br />
  20. 20. MAP OVERVIEW<br />MAP OVERVIEW<br />State Your Purpose<br />Define (or affirm) <br />the Vision The organizationsmagnetic north!<br />What’s the main thing you’re about?<br />Structure Your Plans<br />Select Your Priorities<br />Where will you direct your efforts?<br />How will you achieve your priorities?<br />ANNUALLY<br />
  21. 21. The difference between a dream and goal is a plan:<br />Defining ~ <br /><ul><li> Current State
  22. 22. Desired State
  23. 23. Migration Plan
  24. 24. Resources
  25. 25. The act of ‘planning’ is more important than the plan.
  26. 26. Annualize the process; ~ To refresh it ~ Renew commitment ~ Define resources (people, time & money) ~ Align operations, with objectives & resources ~ That is what we measure, manage & communicate</li></ul>~ That is what we recognize and reward. <br />
  27. 27. It is in the definition of the resources that I become a broker to ‘desired state’. <br />In brokering (resource) solutions, we bridge gaps in the migration plan … (I cease selling) I become part of a solution.<br />Being intentional, in realizing objectives as a result of good management, not good fortune. <br />
  28. 28. (Consciously, Willfully, Deliberately and Intentionally) <br />Strong Leaders …<br />Build Strong Companies.<br />
  29. 29. That … is what done looks like for today.<br />Your comments, questions, bricks & bouquets are welcome.<br />Sincere Regards;<br />Rick Kneeshaw <br />

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