Articulating The Art of Crafting and Conveying the Leadership Team’s Intent Effectively enough to make an impact on the pe...
<ul><li>What is going on here?  Do we need to think differently to understand what the environment is telling us? -  Antic...
L OOK L ISTEN INTERNAL EXTERNAL L EARN Challenges Opportunities The Strategic Leader Framework   What is Going on Here?
Learn:  Analyze 02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Your Subject You
Learn: Synthesize - Filter out the Noise 02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Input Outpu...
02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Learn: Reflect
<ul><li>Deep  – how deeply are you questioning ways of operating? </li></ul><ul><li>Do we operate from our interpretation ...
If you don’t like something, change it. If you can’t change it, change your attitude. Maya Angelou
<ul><li>Use what you Learn to inform your thinking about potential future options… </li></ul>
<ul><li>What is going on here?  Do we need to think differently to understand what the environment is telling us? -  Antic...
Strategic Thinking  Articulating Tools <ul><li>Light the Way </li></ul><ul><ul><li>Focused on Future  (trends awareness) <...
Find the future… and Articulate it!
The Strategic Leader Framework What has to Happen Here? LOOK LISTEN INTERNAL EXTERNAL LEARN Articulate   Strategic Intent ...
Ghosn Answers  The Strategic Questions <ul><li>What is going on Here?  </li></ul><ul><li>What Has to Happen Here? </li></u...
02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Light the Way
“ All men can see the tactics whereby I conquer, but what none can see is the strategy out of which great victory is evolv...
<ul><li>The Statement of Intent </li></ul><ul><li>Mission </li></ul><ul><li>Core Values </li></ul><ul><li>Aspiration </li>...
02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Strategic Leadership Framework  Leader Design Ta...
Strategic Intent Statement Components  <ul><li>Mission </li></ul><ul><li>The  Mission   describes  what you do  - why the ...
The Statement of Intent describes the Future
Light the Way! The Central Connector to The hearts and minds of followers Create a   Cause!
02/17/10 If you want to build a ship,  don't   drum up the men to gather wood,  and then  divide the work, and give orders...
Antoine Marie-Roger de Saint-Exupery 02/17/10
“ An  Apple  on every desk.”    Steve Jobs, 1976   Light the way Memorable Aspirations 02/17/10 Pisapia, J. (2009). The St...
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Takeaway  People want to be part of something larger than...
<ul><li>The Principle </li></ul><ul><li>The statement of strategic intent provides a  sustaining direction and articulates...
Assignment: <ul><li>Prepare a 1 page  “ Statement of Strategic Intent” for your organization or the one you wish to lead, ...
When opportunity comes, it's too late to prepare! –  Henry Ford  Run to Daylight  Key Assumption
Run to Daylight by: <ul><li>A properly crafted flexible plan of priorities enables leaders and organizational members to: ...
You must be prepared to leap when circumstances call for it!
Need More Info? Join The Strategic Leader Network Learning Community on: Facebook
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Articulating

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  • Angelou was the second poet in U.S. history to write and recite original work at a presidential inauguration in 1993 (Bill Clinton’s). One of her quotes, “ If you don’t like something, change it. If you can’t change it, change your attitude” represents for me one of the key goals of strategic thinking. Strategic thinking encapsulates the vision to change current scenarios into more successful scenarios. The importance of strategic thinking to the success of any organization has been a focal issue by scholars such as Hughes, Beatty,Kluyver, and Pearce for ages and continues to be a key area of focus for organizations hoping to gain that competitive advantage. This seminar is designed to assist leaders and followers who have the tenacity and drive to move your organization from one that merely exist to one that is successful and competitive. At the end of this session participants will be able to: 1. define strategic thinking. 2. explain how it works, and 3. discuss what leaders have to do to introduce strategic thinking into their organization. Angelou’s quote: http://homepages.indiana.edu/042701/
  • Strategic Leaders:   Sense change in the environment, Gather and interpret relevant information about the change, Suggest significant changes which the organization must address, Call on parts of the organization to act upon the suggestions, Introduce new processes and services which are more in line with the perceived changes in the environment, and   Monitor internal changes and the impact of those changes.
  • Look, listen, learn and then speak Keirestu Plant planned inefficiencies
  • Whereas strategic planning is about putting things together, implementation, monitoring and reporting. It requires a different mindset.
  • Strategic leaders replace bureaucratic controls by using a new set of tools they: Make the target concrete and clear. Track performance. Teach the organization’s point of view. Make learning a priority. Empower Recruit and select for performance and culture fit Tie rewards to results, individual growth, and contribution
  • Aspirations are differentiated from vision when they are compelling enough that people can feel them in their heart. A Mission statement tells you the fundamental purpose of the organization. It concentrates on the present. It defines the customer and the critical processes. It informs you of the desired level of performance. A Vision statement outlines what the organization wants to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria Mission, Aspiration and Principles are fixed – Drive Stability Priorities/Initiatives are flexible. - Drive Growth A Mission statement tells you the fundamental purpose of the organization. It concentrates on the present. It defines the customer and the critical processes. It informs you of the desired level of performance. A Vision statement outlines what the organization wants to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria. A Mission statement tells you the fundamental purpose of the organization. It concentrates on the present. It defines the customer and the critical processes. It informs you of the desired level of performance. A Vision statement outlines what the organization wants to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria.
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  • The statement of intent should : Be a simple one page statement of what the organization aspires to, what it believes in, and how it will allocate resources when appropriate opportunities present themselves. Built on Generative Processes - Organizational Fitness - Good enough visions - Minimum Specifications - Allow for Flexible planning which is able to engage followers at an emotional level. Provide a framework guiding how people direct their energy, judge organizational performance, and foster self-management Captures essence of winning Involves sizeable stretch (Aspirations) and new Priorities Provides Strategic flexibility needed to exploit opportunities and manage problems
  • 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
  • Articulating

    1. 1. Articulating The Art of Crafting and Conveying the Leadership Team’s Intent Effectively enough to make an impact on the performance of the organization and its members.
    2. 2. <ul><li>What is going on here? Do we need to think differently to understand what the environment is telling us? - Anticipating </li></ul><ul><li>What has to happen here? How do we position ourselves and/or our organization/team to take advantage of opportunities? </li></ul><ul><li>How do we make it happen? How do we multiply ourselves through other people? </li></ul><ul><li>How do we keep making it happen? How do we ignite the souls of followers to achieve greatness beyond what anyone imagined possible? </li></ul>We are Still Here
    3. 3. L OOK L ISTEN INTERNAL EXTERNAL L EARN Challenges Opportunities The Strategic Leader Framework What is Going on Here?
    4. 4. Learn: Analyze 02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Your Subject You
    5. 5. Learn: Synthesize - Filter out the Noise 02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Input Output Synthesizer
    6. 6. 02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Learn: Reflect
    7. 7. <ul><li>Deep – how deeply are you questioning ways of operating? </li></ul><ul><li>Do we operate from our interpretation of the past, or our anticipation of the future? </li></ul><ul><li>Are our assumptions today valid into the future? </li></ul>Learn: Question your Assumptions
    8. 8. If you don’t like something, change it. If you can’t change it, change your attitude. Maya Angelou
    9. 9. <ul><li>Use what you Learn to inform your thinking about potential future options… </li></ul>
    10. 10. <ul><li>What is going on here? Do we need to think differently to understand what the environment is telling us? - Anticipating </li></ul><ul><li>What has to happen here? How do we position ourselves and/or our organization/team to take advantage of opportunities? - Articulating </li></ul><ul><li>How do we make it happen? How do we multiply ourselves through other people? </li></ul><ul><li>How do we keep making it happen? How do we ignite the souls of followers to achieve greatness beyond what anyone imagined possible? </li></ul>We are here NOW
    11. 11. Strategic Thinking Articulating Tools <ul><li>Light the Way </li></ul><ul><ul><li>Focused on Future (trends awareness) </li></ul></ul><ul><ul><li>Statement of Intent Provides Direction </li></ul></ul><ul><ul><li>Encourages commitment and buy-in </li></ul></ul><ul><ul><li>Serves to shape culture </li></ul></ul><ul><ul><li>Assets & competencies support Intent </li></ul></ul><ul><ul><li>Patience </li></ul></ul><ul><li>Run to Daylight </li></ul><ul><ul><li>Focused on Present </li></ul></ul><ul><ul><li>Flexibility (fast response, tactical, action-oriented) </li></ul></ul><ul><ul><li>Reduces risk of missing emerging opportunities </li></ul></ul><ul><ul><li>Generate healthy energy </li></ul></ul><ul><ul><li>Assets & competencies drive opportunism </li></ul></ul><ul><ul><li>Vigilance </li></ul></ul>02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    12. 12. Find the future… and Articulate it!
    13. 13. The Strategic Leader Framework What has to Happen Here? LOOK LISTEN INTERNAL EXTERNAL LEARN Articulate Strategic Intent Challenges Opportunities Effective in new or stable environments Builds on New Competencies Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Light the Way 02/17/10
    14. 14. Ghosn Answers The Strategic Questions <ul><li>What is going on Here? </li></ul><ul><li>What Has to Happen Here? </li></ul><ul><ul><ul><ul><ul><li>Simple Vision = 180 </li></ul></ul></ul></ul></ul><ul><ul><ul><li>What is Precious and What is Expendable ? </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Break costly Traditions - </li></ul></ul></ul></ul></ul><ul><li>How can we Make it Happen? </li></ul><ul><ul><ul><ul><ul><li>Connect with people! </li></ul></ul></ul></ul></ul><ul><li>How do we Keep Making it Happen? </li></ul><ul><ul><ul><ul><ul><li>Measurement pushes you to action </li></ul></ul></ul></ul></ul>
    15. 15. 02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Light the Way
    16. 16. “ All men can see the tactics whereby I conquer, but what none can see is the strategy out of which great victory is evolved.” - Sun-Tzu Chinese Military Strategist
    17. 17. <ul><li>The Statement of Intent </li></ul><ul><li>Mission </li></ul><ul><li>Core Values </li></ul><ul><li>Aspiration </li></ul><ul><li>Priorities </li></ul>The Strategic Leader Framework Create an Actionable Plan
    18. 18. 02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Strategic Leadership Framework Leader Design Tactics
    19. 19. Strategic Intent Statement Components <ul><li>Mission </li></ul><ul><li>The Mission describes what you do - why the organization is in business in one sentence with no more than 3 clear, crisp, compelling concepts. </li></ul><ul><li>Aspiration </li></ul><ul><li>Aspirations clearly & concretely defines a compelling desired future in one sentence. What do you want to become ? </li></ul><ul><li>Core Values/Guiding Principles </li></ul><ul><ul><ul><ul><li>Guiding Principles describe what makes you unique – what the organization stands for and how it will act in the daily flow of activity. </li></ul></ul></ul></ul><ul><li>Priorities/Initiatives </li></ul><ul><ul><li>Priorities FIT the enterprise to it’s external environment and </li></ul></ul><ul><ul><li>FOCUS the organization and its members on what needs to be done to reach its aspiration . How will you move in the direction of your aspiration? </li></ul></ul><ul><ul><li>Mission, Aspiration and Values are fixed – </li></ul></ul><ul><ul><li>Priorities/Initiatives are flexible. </li></ul></ul>
    20. 20. The Statement of Intent describes the Future
    21. 21. Light the Way! The Central Connector to The hearts and minds of followers Create a Cause!
    22. 22. 02/17/10 If you want to build a ship, don't drum up the men to gather wood, and then divide the work, and give orders.  
    23. 23. Antoine Marie-Roger de Saint-Exupery 02/17/10
    24. 24. “ An Apple on every desk.” Steve Jobs, 1976 Light the way Memorable Aspirations 02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP &quot;I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.&quot; President Kennedy, May 25, 1961
    25. 25. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Takeaway People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.” — Howard Schultz, Starbucks ( IBD /09.05) 02/17/10
    26. 26. <ul><li>The Principle </li></ul><ul><li>The statement of strategic intent provides a sustaining direction and articulates the organization’s position. </li></ul><ul><li>How it works </li></ul><ul><li>It describes who you are as an organization, what you stand for , who you want to become , and how you will behave as you work to achieve it . </li></ul><ul><li>It is the Torch which Lights the Way for others to follow </li></ul>02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    27. 27. Assignment: <ul><li>Prepare a 1 page “ Statement of Strategic Intent” for your organization or the one you wish to lead, or for yourself </li></ul><ul><li>Consider – The strategic forces impacting your situations? What are our options? </li></ul><ul><li>Determine - Who are we? What do we value? How should we respond to those forces? </li></ul><ul><li>Decide - What are our Priorities? How are we going to implement our intent? </li></ul>02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    28. 28. When opportunity comes, it's too late to prepare! – Henry Ford Run to Daylight Key Assumption
    29. 29. Run to Daylight by: <ul><li>A properly crafted flexible plan of priorities enables leaders and organizational members to: </li></ul><ul><li>seek out, create or wait for opportunities to appear that advance the priorities and then exploit them. </li></ul><ul><ul><ul><li>Pre-plan and being prepared for opportunities to arise, </li></ul></ul></ul><ul><ul><ul><li>Select those opportunities that are the best fit for achieving their aspirations and priorities. </li></ul></ul></ul><ul><ul><ul><li>Experiment with a variety of low cost probes. </li></ul></ul></ul><ul><li>Quickly follow up with initiatives that establish momentum and give the organization a sense of success. </li></ul>02/17/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
    30. 30. You must be prepared to leap when circumstances call for it!
    31. 31. Need More Info? Join The Strategic Leader Network Learning Community on: Facebook
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