Strategic Leadership FCCI

2,465 views
2,278 views

Published on

Slide deck from FCCI strategic leadership workshop.

Published in: Design, Business, Education
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,465
On SlideShare
0
From Embeds
0
Number of Embeds
109
Actions
Shares
0
Downloads
284
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Strategic Leadership FCCI

  1. 1. Strategic Leadership
  2. 2. I will not waste one minute of your time… <ul><li>I have a ton to cover and I will go pretty fast. </li></ul><ul><li>Please take notes and ask questions. </li></ul><ul><li>I am happy to answer any of your questions, offer advice and recommend books at any time. </li></ul><ul><li>Keep asking yourself these three questions: </li></ul><ul><ul><li>What does this mean to me? </li></ul></ul><ul><ul><li>How can I use this idea? </li></ul></ul><ul><ul><li>What can I do right away? </li></ul></ul><ul><li>The slides are already posted at: </li></ul><ul><li>www.SlideShare.net/johnspence </li></ul>
  3. 4. For the past 21 years…
  4. 5. Most people think of: <ul><li>S.W.O.T. </li></ul><ul><li>Competitive Positioning </li></ul><ul><li>Customer Intimacy / CRM </li></ul><ul><li>Industry trends </li></ul><ul><li>Global trends </li></ul><ul><li>Regulatory / Political Issues </li></ul><ul><li>M.E.C.E. </li></ul><ul><li>KRA’s </li></ul><ul><li>Strategic Thrusts </li></ul><ul><li>Corporate Objectives </li></ul><ul><li>SMART Goals </li></ul><ul><li>MBO </li></ul>
  5. 7. Five Foundations of Effective Strategic Thinking <ul><ul><li>Business Acumen </li></ul></ul><ul><ul><li>Personal Experience </li></ul></ul><ul><ul><li>Pattern Recognition </li></ul></ul><ul><ul><li>Strategic Insight </li></ul></ul><ul><ul><li>Disciplined Execution </li></ul></ul>
  6. 8. The Four – I’s <ul><li>Ignorance </li></ul><ul><li>Inflexibility </li></ul><ul><li>Indifference </li></ul><ul><li>Inconsistency </li></ul>
  7. 9. How to avoid the Four I’s <ul><li>Aggressive external market focus. </li></ul><ul><li>Aggressive customer focus. </li></ul><ul><li>Keep the “Main Things” the main things. </li></ul><ul><li>Bullish on knowledge sharing and learning. </li></ul><ul><li>Passion and commitment at all levels. </li></ul><ul><li>Foster a healthy paranoia. </li></ul><ul><li>Revel in change. </li></ul><ul><ul><li>be agile, adaptive, and anticipatory. </li></ul></ul>
  8. 10. Effective Business Strategy = Valued Differentiation x Execution
  9. 11. Breakthrough Strategies <ul><li>GE: 1- 2 or F.S.C. </li></ul><ul><li>Intel: memory to processors </li></ul><ul><li>Microsoft: installed base </li></ul><ul><li>Apple: chaos to elegance </li></ul><ul><li>Saturn: no haggling </li></ul>
  10. 12. Southwest One type of plane Point-to-point Fast turns Low fares / no frills Friendly staff
  11. 13. Dell BTO JIT Inventory turns Logistics vs. Technology VOC
  12. 15. Southwest – Dell – Walmart What is the pattern? <ul><li>Extreme Efficiency </li></ul><ul><li>Minimize Costs to as close to zero as possible – w/o negative impact </li></ul><ul><li>All focused on delivering customer value </li></ul>1- 10
  13. 16. The Evergreen Project <ul><li>10 year study of 160 top companies </li></ul><ul><li>40 distinct industries </li></ul><ul><li>200 management practices </li></ul><ul><li>Winners, climbers, tumblers, losers </li></ul><ul><li>Winners had an average Total Return to Shareholders of 945%... The Losers only averaged a TRS of 62% </li></ul>From: What (really) Works by Joyce, Nohria, Roberson
  14. 17. The Four Primary Practices: <ul><li>A sharply focused, clearly communicated and well-understood strategy for growth. </li></ul><ul><li>Flawless operational execution that consistently delivers the value proposition. </li></ul><ul><li>A performance-oriented culture that does not tolerate mediocrity. </li></ul><ul><li>A fast, flexible, flat organization that reduces bureaucracy and simplifies work. </li></ul>From: What (really) Works by Joyce, Nohria, Roberson
  15. 18. The Secondary Management Practices: <ul><li>Talent = find and keep the best people. </li></ul><ul><li>Key leaders show commitment and enthusiasm for the business. </li></ul><ul><li>Embrace strategic innovation. </li></ul><ul><li>Master the power of partnerships. </li></ul>From: What (really) Works by Joyce, Nohria, Roberson
  16. 19. Strategy + Leadership
  17. 20. 74% 23,000,000
  18. 21. 88%
  19. 22. T + C x ECF = Success
  20. 23. A little closer look… <ul><li>Talent </li></ul><ul><li>Honest </li></ul><ul><li>Massively Competent </li></ul><ul><li>Creative </li></ul><ul><li>Risk-taker </li></ul><ul><li>Team Player </li></ul><ul><li>Pro-active </li></ul><ul><li>Culture </li></ul><ul><li>Sense of Urgency </li></ul><ul><li>Disciplined Execution </li></ul><ul><li>Innovative </li></ul><ul><li>Collaboration </li></ul><ul><li>Ownership Mentality </li></ul><ul><li>Customer Focused </li></ul>
  21. 24. Top high-potential employees… <ul><li>Credible </li></ul><ul><li>Respectful </li></ul><ul><li>Approachable </li></ul><ul><li>Highly Professional </li></ul><ul><li>Team Player </li></ul>
  22. 25. Credibility <ul><li>Complete honesty and transparency </li></ul><ul><li>Impeccable integrity </li></ul><ul><li>Knows how to do their job well </li></ul><ul><li>A compelling vision for the future </li></ul><ul><li>Passion and excitement </li></ul>
  23. 26. Respectful <ul><li>Open to the ideas of others </li></ul><ul><li>Treats people with dignity </li></ul><ul><li>Treats people fairly </li></ul>
  24. 27. Culture Counts <ul><li>Fun </li></ul><ul><li>Family </li></ul><ul><li>Friends </li></ul><ul><li>Fair </li></ul><ul><li>Freedom </li></ul><ul><li>Pride </li></ul><ul><li>Praise </li></ul><ul><li>Meaning </li></ul>
  25. 28. Approachable <ul><li>Genuine </li></ul><ul><li>Appreciative </li></ul><ul><li>IQ + EQ </li></ul><ul><li>Great communicator </li></ul>
  26. 29. Highly Professional <ul><li>Impressive Talent </li></ul><ul><li>100% Ethical </li></ul><ul><li>Highly Self-aware </li></ul><ul><li>Always Learning & Improving </li></ul><ul><li>Insightful and Innovative </li></ul><ul><li>Pro-active </li></ul><ul><li>Results Driven </li></ul><ul><li>Fully Accountable </li></ul>
  27. 30. Ground Rules for a Professional Organization <ul><li>Staff agrees to be managed and coached to strictly enforced standards of performance and quality work. </li></ul><ul><li>Teamwork is mandatory, not optional. </li></ul><ul><li>Excellence in customer satisfaction is an enforced standard. </li></ul><ul><li>Personal and professional growth is a nonnegotiable minimum standard. </li></ul><ul><li>All team members must show a sincere interest in the customer and a sincere desire to help them. </li></ul><ul><li>The primary focus must be on delivering quality work and building strong customer relationships. </li></ul><ul><li>Demand excellence and refuse to tolerate mediocrity. </li></ul>
  28. 31. You cannot be a great team leader … if you are not first a great team player !
  29. 32. What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. Team Leaders are: Rigorous… but not ruthless
  30. 33. 5 C’s of Leadership <ul><li>Character </li></ul><ul><li>Competence </li></ul><ul><li>Collaboration </li></ul><ul><li>Communication </li></ul><ul><li>Compassion </li></ul>
  31. 34. Why you need to be an expert at collaboration and teamwork: <ul><li>You cannot succeed alone. </li></ul><ul><li>You need a team of the brightest people you can possibly find to help you. </li></ul><ul><li>You need to help the team work extremely well together. </li></ul><ul><li>You need the team to support you with enthusiasm, respect and trust. </li></ul><ul><li>But don’t take my word for it… </li></ul>
  32. 35. Anne Mulcahy CEO of Xerox and the third most powerful woman in the world! <ul><li>Build a network of great relationships with people who want to see you succeed. </li></ul><ul><li>You don’t have all of the answers, so ask for help and advice from the smartest people you can find. </li></ul><ul><li>Learn to be a learner. </li></ul><ul><li>Listen intently to your employees and to your customers. </li></ul>
  33. 36. People use the word “Team” quite often…
  34. 37. John Spence Team Model <ul><li>D </li></ul><ul><li>M </li></ul><ul><li>C </li></ul><ul><li>C </li></ul><ul><li>M </li></ul><ul><li>D </li></ul>irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day
  35. 38. 11 Key Team Competencies: <ul><li>Setting clear, specific and measurable goals. </li></ul><ul><li>Making assignments extremely clear and ensuring required competence. </li></ul><ul><li>Using effective decision making processes within the team. </li></ul><ul><li>Establishing accountability for high performance across the entire team. </li></ul><ul><li>Running effective team meetings. </li></ul><ul><li>Building strong levels of trust. </li></ul><ul><li>Establishing open, honest and frank communications. </li></ul><ul><li>Managing conflict effectively. </li></ul><ul><li>Creating mutual respect and collaboration. </li></ul><ul><li>Encouraging risk-taking and innovation. </li></ul><ul><li>Engaging in ongoing team building activities. </li></ul>
  36. 39. <ul><li>Lack of TRUST </li></ul><ul><li>Lack of candor </li></ul><ul><li>Lack of commitment </li></ul><ul><li>Lack of accountability </li></ul><ul><li>Lack of results </li></ul>
  37. 40. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
  38. 41. The mantra of excellent team leaders: I am good at what I do… and I do it because I care about you! (High IQ + High EQ)
  39. 42. Demonstrate Personal Character (habits, integrity, trust, honesty, credibility) S ET D IRECTION (Vision – Goals - Future) Mobilize Commitment (engage others, share power) Enhance Capability (build teams, manage change) What do successful leaders do… Leadership Attribute Framework
  40. 43. Study of most important leadership skills 7,000+ managers from 1,600 large organizations <ul><li>Must have superb communication skills. </li></ul><ul><li>Lead by example to demonstrate character and competence. </li></ul><ul><li>Establish and maintain clear and meaningful vision. </li></ul><ul><li>Provide motivation to create ownership and accountability for results. </li></ul><ul><li>Clarify performance expectations. </li></ul><ul><li>Foster teamwork and collaboration. </li></ul><ul><li>Develop clear performance goals and metrics. </li></ul>From: Getting Results by Longenecker and Simoneti
  41. 44. <ul><li>Honesty </li></ul><ul><li>Competence </li></ul><ul><li>Opportunity </li></ul><ul><li>Appreciation </li></ul>
  42. 45. Personal Leadership Philosophy Workshop <ul><li>Carefully read pages 6 – 26. Look for the big ideas, underlining the thing that looks interesting, make notes in the margins, really try to dig into the information. </li></ul><ul><li>Then complete the workshop on page 27. Take this very seriously, give it a lot of thought, and work hard to develop something meaningful. Be specific and clear in your work, put in as much detail and information as possible. There is more room on page 28 for additional notes. </li></ul>
  43. 46. T HANK Y OU If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.johnspence.com/blog These slides have already been uploaded to: www.slideshare.net/johnspence

×