Strategic Leadership: Introduction

EDA 7931 – Seminar in Executive Leadership An Introduction Learning to Lead Organizations and Teams

01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The Context of the Course

The Context of the Course Supervisors, Managers and Executives
Lowest layer focuses on accomplishment of concrete tasks. Leadership at this level is “direct” face-to-face – direct assignment of tasks and motivation of effort toward task accomplishment. Live within a culture. Time horizons are short. Greater need for technical and interpersonal skills.
Middle layer removed from those involved with task accomplishment. Work involves facilitating task accomplishment at the direct level. Focuses on managing interdependencies, resourcing, coordination of efforts over time. Live within a culture. Time horizons are relatively short. Greater need for conceptual and interpersonal skills.
Top layer removed from managing interdependencies and focused on providing a sense of understanding and purpose to the activities of organization, building consensus, tapping resources from outside the organization, and reducing uncertainty to enable unity of effort to emerge. Add greatest value by resource allocation. Create culture. Time horizons are longer. Greater need for abstract, integrative thinking skills is essential

The Evolution of Leader Actions Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10

THE LEADERSHIP PROCESS Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Leader Actions Leaders Followers 01/09/10

01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

Two Factor Leadership Actions Leadership Management Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Error Leaders have a limited set of actions to use! 01/09/10 Task Relationships Transformational Transactional 1959-1978 1978 - 1995

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10

Managers Leaders
Produce Order and Consistency
Plan / Organize
Establish agendas
Set time tables
Provide structure
Establish rules and procedures
Allocate resources
Make job placements
Focus on Procedures
Produce Change and Movement
Establish Direction
Create a vision
Clarify big picture
Set strategies
Align People and Structures
Communicate goals
Seek commitment
Build teams and coalitions
Focus on Results

Bottom Line:
Managers
Produce a Degree of Stability, Order, and
Short term Results
Leaders
Produce Change, New Products, New Approaches, and Long term Competitive Results

Why do we need to Lead Differently? The Lesson of the Curve Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Postmodern Condition Curve 1 Curve 2 The Post Modern Condition Curve 1 Curve 2

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 1907 1917 1927 WHAT KIND OF CHANGE IS THIS? 01/09/10

The Pyramids of Strategic Change Frame Breaking Change Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Frame Sustaining Change

Why do Leaders Fail? The Lessons of the Curve
The old maps do not work! Disruptive change and globalization are challenging the legitimacy of legacy command and control models of leadership. These conditions reward leaders who :
Practice from analytic and integrative mindsets,
Use a multi-dimensional set of leader actions .
Connect their organizations to current major environmental themes associated with success,
Connect with the minds and spirit of followers,
The takeaway is that new leadership maps are forming.

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP You need a new Map that Enables you to do this! 01/09/10

The Strategic Leadership Framework The New Maps are Forming on New Assumptions
Leaders are people who, singularly or with others , establish direction and then mobilize people, capture resources, and create an adaptive learning culture to move toward it.
The Leader mantra is common ends and values, and adaptable ways and means .
Finding the right leader is crucial, but less to provide answers than to build the conditions under which followers can flourish and give their best.

We Need Strategic Leaders at every level of the organization who can work in a strategic way; which means creating and executing an actionable Plan.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 01/09/10 The Strategic Leadership Framework Basic Assumption

We need the ability (as well as wisdom) to make and implement:
CONSEQUENTIAL DECISIONS about :
ENDS,
ACTIONS, and
TACTICS
which keeps our organization positioned in its environment .

The Strategic Leadership Framework The New Maps are Forming on a new Skill Set 01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Leader Thinking Skills Systems Thinking Reflecting Reframing
Leader Design Tactics
Minimum Specifications
Organizational Fitness
Generative Conversations
Chunking Change
Leader Actions Managing/Transforming Bonding, Bridging, Bartering
Leader Structural Tactics
Clear Concrete Target
Track Performance
Teach Organization’s
Point of View
Make Learning a Priority
Empower
Recruit and Select for
Organization and Culture Fit
Tie Rewards to Results,
Individual Growth, Contribution

The Strategic Leadership Framework The New Maps Aare Forming Around New Habits 01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The takeaway is that strategic leaders use two core competencies to drive learning and performance: Agility and Artistry . New habits are grounded in a holistic learning process described as the Leader’s Wheel

The Core Competencies Inside The Strategic Leader’s Wheel Artistry - Agility Anticipating Articulating Aligning Assuring 01/09/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP The takeaway is that strategic leaders combine these habits into two protocols to drive learning and performance: strategic thinking and strategic execution .

AGILITY ANTICIPATING ARTICULATING Statement of Intent The Strategic Leadership Framework The Strategic Thinking Protocol The Takeaway - Leaders use the habits of Agility, Anticipating, and Articulating to develop a shared statement of intent which forms a psychological contract with followers and guides the organization’s actions. Pisapia, J. (2009) The Strategic Leader.

ARTISTRY ALIGNING ASSURING HIGH PERFORMANCE The Strategic Leadership Framework The Strategic Execution Protocol 01/09/10 Pisapia, J. (2009) The Strategic Leader. The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build a high performing organization.

Course Objectives:
Learn to Lead Organizations and Teams
Strengthening your ability to:
think strategically by enhancing your mental Agility through systems thinking , reframing and reflection skills .
Learn new Leadership habits of anticipating, articulating, aligning, assuring, and artistry to lead organizations for Frame-sustaining or Frame-breaking radical change.

Course Themes
Theme 1: Leading Organizations in a Changing World
Executive Leadership/Strategic Leadership
Power of the Curve
The Leadership Wheel
Theme 2: The Difference Makers
Agility of the Mind:
Systems thinking, Reframing, Reflection
Artistry of Actions:
Managing, Transforming, Bonding, Bridging, and Bartering
Theme 3: The Learning Habits:
Anticipating, Articulating, Aligning, Assuring

Course Outcomes Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Deemphasize Old Habits Emphasize New Habits Think linearly Strengthen growth mindsets Fail to identify vital societal and institutional forces Gather environmental and social intelligence Overuse measurement and seek to rationally plan Light the Way, and Run for Daylight Fail to connect to the minds and spirit of followers Create Owners by Relating - bonding, story telling, and active listening. Fail to see their organization as dependent on others Reach for power by bridging and alliance building Monitoring Create habits of inquiry, learning, cohesion and opportunities for self direction. Use a limited set of leadership actions. Employ Multifaceted Leadership Actions .

Strategic Leadership: Introduction

by John Pisapia

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