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Introduction to Core Polaris Principle™ of True-North Strategic Team Alignment

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Without essential narration and animation to fill-in gaps and bring the slides to life, this is a thirst-whetting 60-minute intro for a three-hour workshop that\'s tailored to specific needs of each client. If a client\'s team needs to be strategically aligned for creating a vision, mission, project, promotional campaign, funding request, or any other plan with a articulated set of mission-critical imperatives, this workshop series puts a gold frame (i.e., contextualizes) what it means to be strategically aligned and moving in a specified true-north direction. For more information please call John Dallas 312.643.8000. Thank you.

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Introduction to Core Polaris Principle™ of True-North Strategic Team Alignment

  1. 1. The Principles, Power and Promise of Strategic Team Alignmentthe marketing store worldwide, L.P. | Ken Hicks, SVP, Client Service Director701 East 22nd Street | Lombard, Illinois 60148 | Friday 16 September 2011 Client Confidential and Resource Proprietary. All Rights Reserved. No Duplication or Distribution Without Prior Authorization, Please. Thank You. Copyright © 2005-2011 Hillview Partners Network LLC | hillviewpartners.com | johnrdallasjr.com | 312.643.8000 | jrdallasjr@hillviewpartners.com
  2. 2. John R. Dallas, Jr. Introducing Founder and Chief Alignment Officer (CAO) Hillview Partners Network LLC Consultants | Coaches | Speakers jrdallasjr@hillviewpartners.com John Dallas hillviewpartners.com weneedtohaveaword.com Today’s Guide for Our johnrdallasjr.com HILL-Climbing Expedition A Vantage Point to Your Advantage™  Since 2005 leading Hillview, a network of independent professionals in fields of strategic alignment  President since 1974 of five prior technology-based B2B and B2C service companies: 1. Chicago Title Credit Services, Inc., Chicago / consumer and commercial credit data services 2. CreditComm Services LLC, Fairfax, VA (DC area) / consumer credit data services 3. Market Access Resources Corp., New York / consumer credit data services 4. Group Concepts Capital Corp., New York / consumer credit data services 5. National Business Intelligence Corp., New York / editorial services and electronic publishing  Chairman, Advisory Board, UrbanPonics LLC, a hydroponics (soil-less) grower of produce and flowers  Moderator, Greater Chicago Thought Leadership Forum (ThoughtForum) at Gleacher Center  Leader in inclusive multicultural education and leadership development initiatives for business owners  Keynote speaker, meeting moderator, workshop facilitator, interviewer, and panelist  Guest lecturer at universities, colleges, and other schools  Volunteer leadership in economic development, civic affairs, arts, education, and churches  Majored in Journalism and Mass Communications, Pittsburgh’s Duquesne University, continued studies in New York at Columbia University2
  3. 3. 22 years ago . . . Inaugural meeting of All-Chapter Steering Committee for LEADS-Plus Network, Tuesday 26 September 1989 at HQ of Market Access Resources Corp. (MARCOR), Two Park Avenue, Manhattan. Left to right Rich Oren, Ken Hicks, John Dallas, John Spiliotis, George-Louis Sotomayor, and Carolyn Reed. Note that 22 years later four of us are happily connected via Facebook.3
  4. 4. The Principles, Power and Promise of Strategic Team AlignmentJohn Dallas, Founder and Chief Alignment Office (CAO)Hillview Partners Network LLCStrategic Alignment Consulting, Coaching and Speaking Client Confidential and Resource Proprietary. All Rights Reserved. No Duplication or Distribution Without Prior Authorization, Please. Thank You. Copyright © 2005-2011 Hillview Partners Network LLC | hillviewpartners.com | johnrdallasjr.com | 312.643.8000 | jrdallasjr@hillviewpartners.com
  5. 5. In the business of . . . Reversing Risk of Misalignment Since 2005 Hillview is a collaborative network of independent consulting, coaching and speaking specialists; individuals preeminent in various fields related to facilitating strategic alignment of people, money, technology, and other mission-critical resources.Alignment Consulting to Align Team Views toward Greater Productivity: 1. Focusing on what buyers truly value and sellers truthfully sell Consulting 2. Focusing on team engagement, efficiency, and measurable results 3. Focusing on where minds are moving during planning, execution and measurementAlignment Coaching to Align Leader Views toward Higher Performance: 1. Professional development and organizational growth (dual-track coaching) Coaching 2. Career validation, enrichment, acceleration or stabilization 3. Career transition (internal or external) — value exceeds “outplacement” servicesAlignment Speaking to Align Audience Views toward Broader Perspective: 1. Building buyer-centric cultures, plans, operations, and sustainable revenue streams Speaking 2. Igniting fully responsible leaders to maximize their Return on Leadership (ROL) 3. Digging, drilling and thinking a bit deeper — to reach, climb and stand a lot higher Copyright © 2005-2011 Hillview Partners Network LLC
  6. 6. Reversing risk in our common patterns of “In-and-Out Listening” Today please listen more “hearingly” − and with a “third ear.” In In In In In In Out Out Out Out Out Copyright © 2005-2011 Hillview Partners Network LLC6
  7. 7. Committees City Hall Diversity Life! Economic RealityBoards Past, Current and Federal YOU Family Future EmployeesAd Agencies Social Media Credit V PR Outsourcing E Q&R N D Schools & O IT/MIS Teams Universities R Prospective Buyers S Law Networking WHO? The HILL Model™ IRS Competition Public Global Needs & Realities Strategically Aligned? Strategic Politics Alliances Quality Control & Associations & Foundations Best Practices E-Commerce HR Regulatory Seller Authorities The MediaFaith Buyer 7
  8. 8. Sustaining All-Important Focus on Your Engagement ││││ Crosshatch marks for “first-time-heard” items P Pivots you identify as you turn toward new views ? Question marks if you “need more information” O “O” for moments you were Out Listening ( + or -) T “T” for takeaways for you to use/share TODAY Copyright © 2005-2011 Hillview Partners Network LLC8
  9. 9. Medical Alignment Acronym Borrowed from Traditional Emergency Room Triage ER triage professionals will ask if you are alert and oriented (A&O) to: 1. Your Name? 2. This Place (i.e., a hospital’s ER)? 3. Today’s Date? 4. Your Purpose for being in the ER? Copyright © 2005-2011 Hillview Partners Network LLC9
  10. 10. To achieve strategic alignment of people and things, you must remain . . . Fully responsible leaders will ask if you are alert and oriented (A&O) to each situation’s: 1. Strengths (first and foremost!) 2. Weaknesses 3. Opportunities 4. Threats Copyright © 2005-2011 Hillview Partners Network LLC10
  11. 11. Asking yourself or others,“Where do things stand?” israrely the right question.Change is ceaseless. Viewstoward where people andthings are moving will focusyour thoughts and vision toidentify direction andvelocity of momentum.“Change is the law of life. And those who look only to the past orpresent are certain to miss the future.” —John F Kennedy Copyright © 2005-2011 Hillview Partners Network LLC
  12. 12. 15 September 2011 News about a Machine to Manufacture Your Ideas for YouThe MakerBot3-D “Printer”Forms, Colors,and ProducesSmall “HappyMeal”-LikeObjects thatcome to yourmind and youenter on yourPC in a rathersimple fashion.Starting at$1,300 for ado-it-yourselfkit and $2,500to have itassembled. Source: The New York Times 12
  13. 13. The task of leadership is to createan alignment of strengths, makingour weaknesses irrelevant.” − Peter Drucker Copyright © 2005-2011 Hillview Partners Network LLC
  14. 14. Fully Responsible Leaders:1. Lead people2. Manage things3. Align people and things Copyright © 2005-2011 Hillview Partners Network LLC
  15. 15. The purpose, promise, passion, pull, push, potential and performance in one key word:Strategic Alignment does not require 100% agreement.Strategic Alignment does not suggest 100% confinement.Strategic Alignment does not indicate 100% perfection. Copyright © 2005-2011 Hillview Partners Network LLC 15
  16. 16. Strategic Alignment is about the forward movement of teams toward worthy destinations.Strategic Alignment does require 100% understanding.Strategic Alignment does mandate 100% engagement.Strategic Alignment does succeed with 110%+ effort. Copyright © 2005-2011 Hillview Partners Network LLC 16
  17. 17. Copyright © 2005-2011 Hillview Partners Network LLC 17
  18. 18. Hillview Presents The HILL Model™ for Fully Responsible Leaders to Focus on Views of Strategic Team Alignment Based on Hillview’s High-Impact Leader Lens™ (HILL) for Realistically Viewing − and Positively Influencing − Movement of People and Things In Your Mind’s Eye You are Standing on this HILL to Focus, Align and Balance Your and Others’ Views toward Vision and Viability From this just-right HILL-height ask: Who? What? When? Where? Why? How? And what’s “the Wow?”Viability Vision Left Brain for Viability: Right Brain for Vision: Uses logic Uses feeling Detail-oriented Big-picture oriented Defines “it” Describes “it” Knows object’s name Knows object’s function Facts rule Imagination rules Words and language Symbols and images Present and past Present and future Math and science Philosophy and religion Comprehends Senses intrinsic value Knowing Believing Acknowledges Appreciates Order/pattern perception Spatial perception Reality-based Imagination-based Forms strategies Presents possibilities Practical Impetuous Safe (risk-averse?) Risk-taking Humble by deduction Hubris-prone (a risk) Viability Vision Client Confidential and Resource Proprietary. All Rights Reserved. No Duplication or Distribution Without Prior Authorization, Please. Thank You. Copyright © 2005-2011 Hillview Partners Network LLC | hillviewpartners.com | johnrdallasjr.com | 312.643.8000 | jrdallasjr@hillviewpartners.com 18
  19. 19. Hillview’s High-Impact Leader Lens (HILL) Model forViewing and Influencing Alignment of People and Things(The HILL Model™) supports clear views, definitions,descriptions, requirements, and metrics for IMPERATIVES:  Economic imperatives  Performance imperatives  Compliance imperatives  Ethical, moral and trust imperatives  Cultural imperatives  Diversity and Inclusion imperatives  Quality imperatives  Technology imperatives  Safety imperatives  Wellness imperatives  Branding and Messaging imperatives  Political imperatives  Other imperatives for success Copyright © 2005-2010 Hillview Partners Network LLC 19
  20. 20. Applying to Strategic Team Alignment Coach Vince Lombardi’s Annual “Fundamentals”“This is a Football.” This also is a Football. Copyright © 2005-2011 Hillview Partners Network LLC 20
  21. 21. “Put people first.Put people second.Put people third.Success followsfocus on people,people, people.” − JRDjr Copyright © 2005-2011 Hillview Partners Network LLC
  22. 22. “Value is ultimately determined by the buyer,and never (ultimately) by the seller.Price is ultimately determined by the seller,and never (ultimately) by the buyer.Strategically aligning what buyers truly valuewith what sellers truthfully offer ultimatelycreates an ethical win/win-plus exchange.When sellers accurately address what buyersultimately value, price matters less thansustainable benefits for both parties.” −JRDjr Copyright © 2005-2011 Hillview Partners Network LLC
  23. 23. What Do Your External Buyers Truly Value in Your Work?How deep and how wide is your understanding of this one word youchose? What does this one word REALLY mean? How might you leadin supporting others and yourself to deepen and broaden grasp of theupside potential within this one word? If they and you prioritize thisword in assessing your value to them in the present and future, it is inyour and their best interest for everyone involved to REALLY “get it.” “Dig, drill and think deeper so you will reach, climb and stand higher.” — JRDjr Copyright © 2005-2011 Hillview Partners Network LLC 23
  24. 24. ThinkIt’s all abouthow we think!Our mind’s attitude and altitude determine how we hear responses to:Who? What? When? Where? Why? How? And − what’s “the Wow?”“Our thoughts, words and actions align our past present and future.” —JRDjr Copyright © 2005-2011 Hillview Partners Network LLC
  25. 25. Strategic Team Alignment Puts and Keeps People First;Always Focusing on Core Beliefs and Commensurate Behaviors What do we know about ourselves? What can we know about others? Character Values Ethics Morals Copyright © 2005-2010 Hillview Partners Network LLC 25
  26. 26. Fresh Thinking for Envisioning Value in Strategic Team Alignment“You cannot solve a problem from thesame consciousness that created it. Youmust learn to see the world anew.” − Albert Einstein Copyright © 2005-2011 Hillview Partners Network LLC
  27. 27. Retrain Your Brain JULY 20, 2011“Every leader faces a share of irritating screw-ups and minor setbacks.In response to those annoyances, some leaders get irritable andstressed out. Others keep on moving. To be in that enviable lattercategory, you need resilience. Train your brain to bounce back fromhassles rather than get snagged by them. Find a quiet place where youwont be interrupted. Sit comfortably and focus on your breath. Noticeyourself inhale and exhale. Dont try to change your breathing, just beattentive to it. As thoughts, sounds, or other distractions come up, letthem go and return your attention to your breath. By doing this 30minutes a day you will teach your brain to go to a quiet calm placewhen it is stressed, rather than triggering your fight or flight response.” Copyright © 2005-2011 Hillview Partners Network LLC
  28. 28. President John F. Kennedy is to have said, “There’s always at least one [S.O.B.] at the table who doesn’t get it.” Kennedy Cabinet seated around the Cabinet Room Table in 1962, the day after the Cuban Missile Crisis ended. Imagine “not getting it.” If it happens in The White House…Pause to imagine the times every day we hear, read, seeor sense that someone just does not get it. This is risk. Copyright © 2005-2011 Hillview Partners Network LLC 28
  29. 29. Articulate, articulate, articulate: Key words (defined and described) Core understandings Strategic alignment imperativesWho really “gets it” at your table?Do you? (Dare you ask yourself?)How certain are you that you areseeing enough of the whole picture forother key players and you to succeed? Copyright © 2005-2011 Hillview Partners Network LLC 29
  30. 30. One word can make the difference . . . A rather impertinent reporter from The Wall Street Journal asked Mikhail Gorbachev for one word to summarize the state of the Russian economy. One word. One word: Good Then two: NOT Good 3030
  31. 31. A single word’s Full-Year of 52 Word Chaptersvalue to others Acronym Innovationand you is Acumen Alignment Inquisitiveness Intentionalityinfluenced by Appreciation Mentor Ascendancy Missionyour depth of Aspiration Momentumdefinition, Assertiveness Authenticity Passion Patiencebreadth of Civility Clarity Peace Perspectivedescription, and Collaboration Persuasiveness Commitment Pridescope of view Confluence Randomnessfor its desired Courage Crucible Reach Rejuvenationimpact . . . Delineate Resistance Dignity Respect Diligence Response Diversity Restoration Edification Result Emergence Success Empathy Team Engagement Trial Esteem Trust Imperative Vision Influence Wisdom Chapter on Team Inspired by and Dedicated to Ken Hicks Now in PDF for e-readers Hardcover 4th Quarter 2011Digital Press Copyright © 2005-2011 Hillview Partners Network LLC | hillviewpartners.com | johnrdallasjr.com | 312.643.8000 | jrdallasjr@hillviewpartners.com 31
  32. 32. Single Words and Concepts as Pivots toward New or Clearer Points-of-View toward Where People and Things are MovingAs you stand atop hills in your alert mind, allow your attention topivot toward new views that may validate or change thedirection you and your team members are heading. Focus! Copyright © 2005-2011 Hillview Partners Network LLC
  33. 33. A Mission-Critical Three-LetterWord for Strategic Team Alignment Copyright © 2005-2011 Hillview Partners Network LLC 33
  34. 34. Think about the Power of Love as a Stand-Alone Word:"The meaning of love is not to be confused with some sentimental outpouring. Loveis something much deeper than emotional bosh.” − Martin Luther King, Jr.Yes, I what I do for a living. Yes, I love the favorable impact I have on livesof the people my work touches. Yes, I love __________________________ . . . Copyright © 2005-2011 Hillview Partners Network LLC 34
  35. 35. Differentiating ViewsFrom OpinionsViews from hills in your mind can change withthe direction you are looking, the height fromwhere you are looking, and how long you focusfor clarity. Opinions are less flexible than views.If someone or something points your head orheart in a different direction, your view changes.Opinions you and others pronounce have muchless inherent flexibility than “sharing adjustableviews seen from just-right hill-height.”Choose to express your views over imposingyour opinions. Share views and expect change. Copyright © 2005-2011 Hillview Partners Network LLC
  36. 36. Help is a Four-Letter Word to Try to AvoidChoose to offer,provide and sustainsupport. Copyright © 2005-2011 Hillview Partners Network LLC
  37. 37. Differentiating “with” from “to” and “on…”One-with-one exceeds in leadership value: One-on-one . . . One-to-one . . .One for all, all for one! Copyright © 2005-2011 Hillview Partners Network LLC
  38. 38. Pause to Ponder Perils of PridePronounce at Your Own RiskHillview encourages fully responsible leadersto avoid thought, words and actions thattrade on the less-than-productive emotionsof pride. Choose instead the thrill of “beingdeeply pleased” with positive outcomesaccomplished by others and yourself. Pridehas no place whatsoever in The HILL Model.Pride is considered a major risk to strategicteam alignment. Resisting pride allows self-awareness that leads to selfless teamwork. Copyright © 2005-2011 Hillview Partners Network LLC
  39. 39. Questions and ResponsesCopyright © 2005-2011 Hillview Partners Network LLC 39
  40. 40. “Life moves pretty fast. If you dont stop and lookaround once in a while, you could miss it.” —Ferris Bueller Copyright © 2005-2011 Hillview Partners Network LLC 40
  41. 41. Sir Winston Churchill’s Commencement AddressPersistPersistPersist Copyright © 2005-2011 Hillview Partners Network LLC 41
  42. 42. This Aligned Team’s Commencement AddressPersist with wisdomPersist with couragePersist with patience Copyright © 2005-2011 Hillview Partners Network LLC 42
  43. 43. For a complimentary e-reader version of We Need to Have a Word, please send a note to share one or more things you valued from today’s meeting, and we will e-mail you a version that can be opened with i-Books or other e-readers.John R. Dallas, Jr. Twitter: JohnRDallasJrChief Alignment Officer (CAO) Facebook: John R. Dallas, Jr.Hillview Partners Network LLC LinkedIn: John R. Dallas, Jr.1133 North Dearborn StreetSuite 3201Chicago, Illinois 60610-7197312.643.8000 Skype: JRDallasJrjrdallasjr@hillviewpartners.comClient Confidential and Resource Proprietary. All Rights Reserved. No Duplication or Distribution Without Prior Authorization, Please. Thank You. Copyright © 2005-2011 Hillview Partners Network LLC | hillviewpartners.com | johnrdallasjr.com | 312.643.8000 | jrdallasjr@hillviewpartners.com

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