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Aligning

Aligning

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  • The Principle The road to high performance is built by execution of the strategic intent of the organization. It is the statement of intent that creates the creative tension - - the gap between the organization’s aspiration and its current reality. Leaders are responsible for executing the organization’s intent, closing the gap, and achieving results.
  • Social capital refers to: • resources embedded in networks of connections among individuals that are mobilized for purposive action (Lin’s Social Resources Theory of Social Capital,2001) • norms of trust and support that come from social networks, creating a sense of community
  • @jpisapia07 [email_address] Trust must be part of the system not just a relationship among individuals.
  • @jpisapia07 [email_address]
  • @jpisapia07 [email_address]
  • @jpisapia07 [email_address]
  • At times, the leader uses managerial actions to drive intent into practice. At other times they use transforming actions to encourage and inspire their colleagues. At other times, they use bonding, bridging, and bartering actions to persuade followers to work toward common values and high performance. At still other times they use 10 change levers to develop a high performing organization.
  • Bonding refers to s ocial networks between homogeneou s groups of people who share norms, values, interests and understandings that facilitate cooperation within an organization or unit. Bonding is about building internal support Commitments based on: M utual obligations, Trust Respect, Shared Interests Shared values Bonding – requires developing or recognizing a common interest, a commitment to a goal, and the nourishment of long term relationships. Active Listening reflecting content reflecting feeling summarizing Story Telling - center on positive conversations of hope and inspiration rather than deficit-based conversations of disappointing experiences
  • Bonding social capital- that which binds the members together into a cohesive bond in furtherance of their common interests Bonding refers to s ocial networks between homogeneou s groups of people who share norms, values, interests and understandings that facilitate cooperation within an organization or unit. Bonding is about building internal support Commitments based on: M utual obligations, Trust Respect, Shared Interests Shared values Bonding – requires developing or recognizing a common interest, a commitment to a goal, and the nourishment of long term relationships. Active Listening reflecting content reflecting feeling summarizing Story Telling - center on positive conversations of hope and inspiration rather than deficit-based conversations of disappointing experiences
  • Reflecting Content is the ability to understand the meaning of the message through the listener's response by elaborating, clarifying, and reframing responses to clear up confusion or create common understandings. Paraphrasing - Questioning - Reframing - Brainstorming Reflecting Feeling is the ability to listen sensitively to expressed and unexpressed feelings, in order to create a sense of trust between the speaker and the listener. Sensitivity - Self-disclosing - Encouraging - Confronting Summarizing is the ability to pull related ideas together and restating suggestions after discussion, then sending up trial balloons to see if nearing conclusion or agreement has been reached. Summarize what you think the other person has been saying and obtain his or her reaction periodically during the communication episode.
  • [email_address]
  • @jpisapia07 [email_address]
  • Stories provide a way for leaders to connect to the minds and hearts of followers.
  • Bridging refers to connecting vertically to s ocial networks external to your organization or unit. Bridging is about building external support which allows leaders to transcend the organization’s formal structure. Once Bridge is built - Leaders benefit based on their location in the network and his/her contacts in terms of: Resources to the leader and the organization, Anticipating threats and opportunities through exposure to others’ thinking, External support for initiatives . Contacts With Broad Range of People Linkages to External Sources of Information Outward Looking Attitude Viewing Oneself as Part of a Larger Group
  • @jpisapia07 [email_address] Understanding the activating forces within individuals which stimulate their behavior.
  • Dangers of Direct Incentives lessen internal motivation, switch to mercenary mode, do something and do not do something else, bribe and fraud culture, easier for competitors to recruit, lessen teamwork & helpful culture, less and less impact for same value, mockery of base salary and employment contract, rebellion from non-incentivised staff, end up incentivising everyone for everything?,
  • @jpisapia07 [email_address]
  • Bridging social capital - that which reaches across to other groups and widens the frontiers of collective action
  • Location explains approximately 4% of the variance in reflection and 3% of the variance in systems thinking. Examination of the means for each location indicates that Borneo used systems thinking and reflecting skills significantly more than Shanghai and HK. The USA used systems thinking skills significantly more than Shanghai and reflecting significantly more than HK and Shanghai. HK used system thinking significantly more than Shanghai. KL used systems thinking and reflection significantly more than Shanghai. Shanghai used systems thinking and reflecting skills significantly less than all other locations. Gender produced no significant effects with the use of systems thinking and reflecting skills. Age explains approximately 11% of the variance in reflection and 15% of the variance in systems thinking. Respondents in the age category 20-25 reported using systems thinking and reflecting skills significantly less than all other age categories. No other age category produced significant inter-category effects. The means for both the use of systems thinking and reflecting skills rose from a low use for category 20-25 to higher use for age category 45-54
  • The Statement of Strategic Intent establishes the mission and aspiration for the College to work toward. When properly crafted, the one page statement of strategic intent [front and back] serves as an orienting device that articulates the College’s Intent and provides a sustaining direction around which organizational members [hereafter, members] can cohere . It does not focus on today’s problems but on tomorrow’s opportunities. The statement of intent contains an aspiration, or hope, for what the organization wants to become. It also contains the blueprint for organizational behavior, and the initiatives that will move the organization toward their aspiration

Transcript

  • 1. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Aligning Connecting Intent to Hearts and Minds
  • 2.
    • What is going on here? Do we need to think differently to understand what the environment is telling us? - Anticipating
    • What has to happen here? How do we position ourselves and/or our organization/team to take advantage of opportunities? - Articulating
    • How do we make it happen? How do we multiply ourselves through other people? - Aligning
    • How do we keep making it happen? How do we ignite the souls of followers to achieve greatness beyond what anyone imagined possible?
    We are here NOW
  • 3. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Leaders must be able to Maneuver to Move the Organization’s Intent into Practice .
  • 4. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP It is dependent on people embracing and acting on the SOI Your ability to execute is not dependent on technical tools.
  • 5. The Strategic Leader Framework SL Principle - Build a big Tent and Fill it Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 6. The Strategic Leader Framework What are the Elements of a BIG Tent? Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 7. Element #1 WZOA A wide Zone of Acceptance Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 2 3 1 1 2 Legend: 1 = Acceptance, 2 = Groan Zone, 3 = Resistance 3
  • 8. Element #2 Trust A Trusting Environment Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Trust Principle When everything lines up, there are no contradictions to cause disagreement. How it works When a person receives a communication from you, one of the things they do is assess whether they can trust you and trust your message . They do this by comparing it with other things you have said and done. If all of these agree (that is, they align) then they will be likely to trust you fully . On the other hand, the more you or your message are unaligned, the less they will trust you .
  • 9. The Elephant in the Room What do Followers want in a Leader?
    • These four were the top four in 1987 and again in 1995. In 1987 competence was 3 and inspiring was 4. Kouzes and Posner
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Trust - “Can I trust this leader?” (88%) Sense of Direction - “Does s/he know where s/he is going?” (75%) Inspirational - Energy/Enthusiasm “Is s/he excited about the journey?” (68%) Competence “Does s/he know what s/he is doing?”
  • 10. Why is Trust The Elephant in the Room ? Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP John Kotter says, “When trust is present, you will usually be able to create teamwork . When it is missing, you won’t.” (2002, p. 61) Peter Drucker's adds, “organizations can either force compliance or build commitment. Commitment cannot exist without trust. Workers must be committed, and organizations’ must foster trust to gain commitment.”
            • Tom Peters speaks of trust as the “single most important contribution to the maintenance of human relationships. . . it can be the difference between success and failure.”
  • 11. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 12. A Takeaway “A man without a smiling face must not open a shop.” —Chinese Proverb
  • 13. The Leader’s Aligning Task Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 14. And, just how do I do this in real life?
  • 15. ARTISTRY ALIGNING ASSU RING HIGH PERFORMANCE The Strategic Leader Framework: The Strategic Execution Protocol The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build Social Capital and a high performing organization. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Artistry drives the Strategic Execution process .
  • 16. Artistry Enables Strategic Maneuvering SL is not a style.
    • It is a way of thinking and a set of observable actions that enable SLers to (a) interpret changes in internal and external environments, (b) Develop a Shared Reality and Shared Direction, (c) MOBILIZE around common mission and aspiration, and (d) INSPIRE others by their actions.
    •  
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 17. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Strategic Execution - Core Competency Artistry
    • Artistry is the ability to apply an integrated set of leader actions that enable leaders to adapt their actions to different circumstances and conditions .
  • 18. Artistry Strategic Leader Actions: Theoretical/Empirical TRANSFORMING Eth I c A l P O L I T I C A L MANAGING Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Leadership Bartering Bridging Bonding
  • 19. Bonding ARTISTRY Bridging Bartering Transforming Managing The Strategic Leader Framework The Driver of the Strategic Execution Protocol Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 20. The Strategic Leader Framework : Maneuvering Tactics triggers and Actions that foster Managing Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Tactic Triggering Devices Leader Actions from SLQ Managing
    • Frame sustaining change ,
    • Standard setting,
    • Coordinate people & work,
    • Monitoring
    • Organizing
    • Allocations
    • Holds us accountable for results
    • Evaluates individual performance
    • Sets time lines for our work
    • Provides structure for my work
    • Specifies team goals
    • Specifies individual goals
  • 21. The Strategic Leader Framework : Maneuvering Tactics triggers and Actions that foster Transforming Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Tactic Triggering Devices Leader Actions from SLQ Transforming
    • Frame Breaking Change
    • Visioning
    • Empowering,
    • Mentoring
    • Learning
    • Conversations
    • Helps us develop a shared vision
    • Promotes conversations with us about the future and our ability to meet it,
    • Works to create a shared vision,
    • Promotes our commitment to our organization's long-term goals,
    • Helps us to enhance our professional learning as a group,
    • Aides us in shaping ideas,
    • Helps us to enhance our professional learning as individuals,
    • Helps us to visualize future possibilities.
  • 22. The Strategic Leader Framework : Maneuvering T actics that Connect the Statement of Intent to the Heart and Minds of Followers. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 23. The Strategic Leader Framework : Maneuvering Tactics triggers and Actions that foster Bonding Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Tactic Triggering Devices Leader Actions from SLQ Bonding
    • M utual obligations,
    • Trust, Respect,
    • Shared Interests,
    • Shared values
    • Story
    • Active Listening
    • Is honest with us
    • Does the right thing
    • Can be trusted to do the right thing
    • Helps us try to keep promises
    • Respects our Privacy
    • Makes decisions by following policy
    • Ensures procedures are followed
    • Stands firm on decision based on principle
  • 24. The Strategic Leader Framework : Maneuvering Tactics Active Listening Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    • Active listening focuses entirely on the speaker's content and nonverbal clues. and then reflects back to the person what has been heard. Three skills:
    • Reflecting Content - understanding the meaning of the message by elaborating, clarifying, and reframing responses to clear up confusion or create common understandings.
    • Reflecting Feeling - Listening sensitively to expressed and unexpressed feelings, in order to create a sense of trust between the speaker and the listener.
    • Summarizing - Pulling ideas together and restating suggestions after discussion, then sending up trial balloons to see if nearing conclusion or agreement has been reached. Summarize what you think the other person has been saying and obtain his or her reaction periodically during the communication episode.
  • 25. Story Telling
    • “ The artful creation and articulation of stories …[help] individuals to think and feel about who they are, where they come from, and where they are headed….”
    • Howard Gardner: Leading Minds .
    ©John Pisapia06 The story is a prime method leaders use to convince other people of certain viewpoints or visions.
  • 26. Stories are used to :
  • 27. The Strategic Leader Framework : Maneuvering Tactics Framing a Story
    • The way a leader uses story to frame a planned change influences whether followers to see only constraints and roadblocks , or opportunities and potential success.
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Adapted from Steve Denning 2006
  • 28. The Strategic Leader Framework : Maneuvering Tactics Tips To Using Stories
    • Use images and word pictures
    • Use examples people can relate to
    • Refer to traditional values
    • Appeal to common beliefs
    • Know your audience
    • Use repetition
    • Be positive and hopeful
    • Speak with passion and emotion
    • Show personal conviction
    • Kouzes & Posner
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 29. The Takeaway The ROI of Storytelling
    • “ They (stories) reinforce within followers notions of who they are, where they came from, how they got to this particular place, and who and what they will leave behind. They remind followers of the values they share. They inspire followers to commit and recommit to a common journey.”
    • Pisapia (2009
  • 30. Emotional and Social Intelligence
    • Under construction
    • Under Construction
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 31. The Strategic Leader Framework : Maneuvering T actics that Connect the Statement of Intent with the Heart and Minds of Followers Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 32. The Strategic Leader Framework : Maneuvering Tactics Triggers and Actions that foster Bridging Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Tactic Triggering Device Leader Actions fro SLQ Bridging
    • Alliances
    • Social Influence
    • Develops alliances with people from outside of the organization
    • Maintains alliances with people of power and influence
    • Strengthens his/her position by gaining the allegiance of others inside the organization
    • Uses influence to advance his/her agenda
    • Has access to people who have influence over getting things done.
    • Associates him/herself with individuals who have influence.
    • Allocates resources to influence his/her purposes
  • 33. The Strategic Leader Framework : Maneuvering Tactics Social Influence
      • Commitment
      • Reciprocation
      • Social Proof
      • Authority
      • Scarcity
      • Liking Robert Cialdini
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Principles of Persuasion
  • 34. The Strategic Leader Framework : Maneuvering Tactics T actics that Connect the Statement of Intent to the Heart and Minds of Followers. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 35. The Strategic Leader Framework : Maneuvering Tactics Triggers and Actions taken that Foster Bartering Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Tactic Triggering Device Leader Actions from SLQ Bartering
    • Motivational Triggers
    • Persuading
    • Willing to barter to make deals
    • Gives something in exchange for help
    • Gives rewards when s/he is helped
    • Promises rewards to get what s/he wants
    • Compromises to craft agreements
  • 36.
    • The person who influences me most is not one who does great deeds but s/he who makes me feel I can do great deeds…
    • Mary Parker Follett (1918)
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Strategic Leader Framework : Maneuvering Tactics Motivating
  • 37. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Strategic Leader Framework : Maneuvering Cognitive Steps in Expectancy, Goal, and Equity Theory Theory Expectancy Goal Equity Motivator Anticipation of receiving a reward Intention of achieving the goal Achieve equity or reduce an inequity Step 1 Can I do it? What is the Nature of the goal? How much am I investing in the job? Step 2 Will I be Rewarded? How Committed am I to the Goal? Am I satisfied or gratified by the work? Step 3 Do I value the Reward? Vroom Locke Is an inequity present? Is my effort equal to others? Adams
  • 38.
    • Dan Pink The Role of Carrot and Sticks
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Drawing on four decades of scientific research on human motivation, Pink demonstrates that while carrots and sticks worked successfully in the twentieth century, that’s precisely the wrong way to motivate people for today’s challenges.
  • 39. Motivating The Takeaway Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 40. The Strategic Leader Framework : Maneuvering I nfluence Actions used to Persuade Others
    • The ability to affect another’s behavior and decisions through formal means.
    • Legitimate
    • Coercive
    • French and Raven
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 41. The Strategic Leader Framework : Maneuvering Tactics Leading with Influence
    • The ability to affect another’s behavior and decisions through informal means without recourse to Power or Authority
    • Reward
    • Referent
    • Expert
    • French and Raven
    • Connective
    • Information
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 42. The Strategic Leader Framework : Maneuvering Tactics The Key Question: What do you want to achieve?
    • Compliance (Yukl 1991), means that the target is willing to do what the agent asks but is apathetic rather than enthusiastic about it and will make only a minimal effort. The agent has influenced the target person’s behavior but not the person’s attitudes.
    • Commitment means that the target believes that what is being asked is correct and is enthusiastic and will make maximum effort.
    • Resistance means that the target actively opposes proposals or requests, and makes active efforts to avoid or block mandate.
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 43. The Strategic Leader Framework : Maneuvering The Relationship between Power Source and Outcomes Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Source Type of Outcome Commitment Compliance Resistance Referent Likely Possible Possible Expert Likely Possible Possible Legitimate Possible Likely Possible Reward Possible Likely Possible Coercive Unlikely Possible Likely
  • 44. The Real Takeaway “ SLers change the atmosphere by bringing a philosophy, a system, and a way of doing things that leads to sustained, not scattered success. .”
  • 45. What does the Research Show? Findings from the SLQ
    • School Principals, College Deans, and Hospital Managers who were able to use all five actions were more effective than those who were not able to use all actions, ( Reyes-Guerra, 2009; Yasin, 2006, UĞurluoĞlu & Çelik, 2009 )
    • Mandated policies and programs were not effectively implemented when leaders did not use management authority in tandem with the other 4 actions.
    • Free choice policies and programs were effectively implemented with Transforming, Bonding, Bartering, and Bridging actions.
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 46. What does the Research Show? Findings from the SLQ Cont’d
    • Transforming, Bartering and Bonding actions were associated with more cohesive culture in schools. ( Urdegar, 2007; Reyes-Guerra, 2009)
    • As the leader felt the complexity of the context increasing they used more Political and Transforming actions ( UĞurluoĞlu & Çelik, 2009 )
    • SLQ appears free of gender bias; but influenced by education level, disciplines studied and tenure in position. (Reyes-Guerra, 2009)
    Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
  • 47. Need More Info? Join The Strategic Leader Learning Community on: Facebook
  • 48. OK - Back to Work
  • 49. Assignment:
    • Class Study Project
    • Conduct a small research project (5 respondents) using the Strategic Leadership Questionnaire (SLQ).
    02/25/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP