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? - Assuring
We are here NOW
There Is Light At The End Of The Tunnel! The Road to High Performance?
Some leaders believe: in GOD WE TRUST: ALL OTHERS say “ BRING DATA!”
The Strategic Leader Framework: Assuring The Performance Building Road to High Performance
The Strategic Leader Framework: Assuring The Performance Builders create PUSH organizations Push Organization Demand can be anticipated Centralized Control Led by Procedures Resource Centric Initiatives are expected from above . Participation Restricted External Motivation Led by Performance Builders Limited Major Reengineering Efforts
Focus on external adaptation priorities such as profits and exploring new markets in business contexts, and learning gains and developing new techniques in educational contexts.
Use metrics and incentives to keep people focused on results.
Use data based decision-making, face the hard facts, and make sure “everyone in the organization is equally committed to getting and to using the best facts.”
Build a Culture of Candor - people are encouraged to tell the truth, even if it is unpleasant, progress is measured in a transparent way, milestones are set, and people are held accountable for results assigned, and rewards are tied to performance.
“ I f I could have chosen not to tackle the IBM culture head on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitudes and behaviors of hundreds of thousands people is very, very hard. [Yet], I came to see in my time at IBM that culture isn’t just one aspect of the game ----it is the game!”
Lew Gerstner, (Who says Elephants can’t dance?)
The Strategic Leader Framework: Assuring The Institution Builders Road to High Performance
The Strategic Leader Framework: Assuring The Internal Brand: The Concept of Culture Culture can be viewed as the organization’s mindset which orients members and influences the way events are perceived and interpreted. Work cultures are found in groups and functional unites who share similar tasks and assumptions. They adopt their own customs, beliefs and practices that may or may not support the larger organizational culture expectations. Corporate culture consists of the values and goals espoused by top management, but are not necessarily accepted or even noticed by lower levels. The assumption is that leaders can change culture by changing the thinking, feeling and behaviour of its members. Bottom Line - Shaping of culture must be intentional. If left to chance, culture may not be supportive of organizational goals. It is the primary responsibility of a leader!
The Strategic Leader Framework: Assuring The Institution Builders
influence performance indirectly. They
Believe that the action of any organization is essentially the action of people.
Build strong cultures by making people feel that they are at the center of things.
Acknowledge the importance of group process and community-building .
Focus on creating identity and unity employing a pulling rather than pushing leadership style to create community and commitment.
Understand that people have no reason to collaborate unless they share a common purpose which enables them to develop organizational learning from individual learning.
The Strategic Leader Framework: Assuring The Institution Builders create PULL organizations [email_address] Push Organization Pull Organization Demand can be anticipated Demand is highly uncertain Centralized Control Distributed Initiative Led by Procedures Led by Principles Resource Centric People Centric: leadership Initiatives are expected from above . Initiative are expected from above and below. Participation Restricted Participation open External Motivation Internal Motivation Led by Performance Builders Led by Performance and Institutional Builders Limited Major Reengineering Efforts Rapid, Incremental Change Efforts
The Strategic Leader Framework: Assuring The Culture Lessons
The way in which strategic leaders can shape culture has clearly been identified through research studies.
High performing organizations require a culture of agility and learning.
Culture change seldom occurs from the bottom up. Leader action is required.
Culture boosts organizational performance when it is (a) intentionally shaped, (b) strategically relevant, (c) people centric, (d) cohesive, (e) agile, and (f) has a supportive social architecture.
Culture becomes cohesive when the anchoring tools include extensive conversations and employees are involved in the culture development process.
build the conditions that support High performance
03/02/10 Pisapia, J. (2009) The Strategic Leader. SLers Structural Alignment Tactics The Strategic Execution Protocol
Takeaway #1 HIGH PERFORMANCE is a the result of a combination of effective INTENT and excellent EXECUTION [email_address] Strategic Intent Effective Ineffective Execution Excellent Poor Long Term Success Maybe successful For a while Success Unlikely Failure
Takeaway #2 Senge (1999) Treating organizations like machines keeps them from changing, or makes changing them more difficult. We keep bringing in mechanics – when what we need are gardeners. We keep trying to drive change when what we need to do is cultivate it.
“ Every day you may make progress. Every step may be fruitful. Yet there will stretch out before you an ever-lengthening, ever-ascending, ever-improving path. You know you will never get to the end of the journey. But this, so far from discouraging, only adds to the joy and glory of the climb.” And Finally… BE TENACIOUS! Winston Churchill