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Anticipating

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Anticipating

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Anticipating

  1. 1. Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP ANTICIPATING
  2. 2. <ul><li>What is going on here? Do we need to think differently to understand what the environment is telling us? </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>
  3. 3. SYSTEMS THINKING AGILITY ANT ICIPATING ARTICULATING Statement of Intent REFLECTING REFRAMING The Strategic Leader System The Strategic Thinking Protocol The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions. Pisapia, J. (2009) The Strategic Leader.
  4. 4. <ul><ul><li>“ The most successful leaders see a picture not yet actualized. They see things that belong in the present picture but are not there yet. They make co-workers see that it is not their purpose which is to be achieved but a common purpose born of the activities of the group .” Ma ry Parker Follett </li></ul></ul>Anticipating Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP
  5. 5. <ul><li>Context Matters! </li></ul><ul><li>It does not simply affect what leaders do - it constrains and enables what they can do, and how they can do it. </li></ul><ul><li>Therefore, Leaders must anticipate changes in the messages from their context and begin a process of adapting their organizations and tactics </li></ul>The Strategic Leadership Framework Basic Assumption Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP
  6. 6. L OOK L ISTEN INTERNAL EXTERNAL Challenges Opportunities Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP The Strategic Thinking Framework What is Going on Here?
  7. 7. Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP What is going on in the External Environment? The SWOT analysis <ul><li>Strengths </li></ul><ul><li>What is your strongest business asset ? </li></ul><ul><li>Do you consider your team strong? Why? </li></ul><ul><li>What do you offer that makes you stand out from the rest ? </li></ul><ul><li>What unique resources do you have? </li></ul><ul><li>Do you have any specific marketing expertise? </li></ul><ul><li>Do you have a broad customer base? </li></ul><ul><li>Additional strengths </li></ul><ul><li>Weaknesses </li></ul><ul><li>What can be improved? </li></ul><ul><li>In what areas do your competitors have the edge? </li></ul><ul><li>What necessary expertise / manpower do you currently lack? </li></ul><ul><li>Do you have cash flow problems? </li></ul><ul><li>Are you relying primarily on just a few clients or customers? </li></ul><ul><li>Additional weaknesses </li></ul><ul><li>Opportunities </li></ul><ul><li>What trends do you see in your industry? </li></ul><ul><li>What trends do you foresee? </li></ul><ul><li>What trends might impact your industry? </li></ul><ul><li>What external changes present interesting opportunities ? </li></ul><ul><li>What have you seen in the news recently that might present an opportunity ? </li></ul><ul><li>Additional opportunities </li></ul><ul><li>Threats </li></ul><ul><li>What obstacles do you face? </li></ul><ul><li>What is the competition doing that you're not? </li></ul><ul><li>What challenges can be turned into opportunities? </li></ul><ul><li>Are external economic forces affecting your bottom line? </li></ul><ul><li>Additional threats </li></ul>
  8. 8. “ One of the difficulties in bringing about change in an organization is that you must do so through the persons who have been most successful in that organization, no matter how faulty the system or organization is. To such persons, you see, it is the best of all possible organizations, because look who was selected by it and look who succeeded most within it. Yet these are the very people through whom we must bring about improvements.” - George Washington First President of the United States
  9. 9. Independent Critical Thinking Dependent Critical Thinking PASSIVE ACTIVE Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP What is going on in the Internal Environment? Tool #1 What type of follower are you! Competitors “ Think for themselves” Give Constructive Criticism Dodge Responsibility Require Constant Supervision Colleagues “ Think for themselves” Give Constructive Criticism Take Initiative Assume Ownership LAGGARDS Don’t Think Must be Told what to do Dodge Responsibility Require Constant Supervision Subordinates Take Direction Don’t Challenge Leader Get Job Done without Supervision after told what to do
  10. 10. Legend: I = Innovators, EA = Early Adopters, EM = Early Majority LM = Late Majority, and L = Laggards I EA EM LM L Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP What is going on in the Internal Environment? Tool #2 Are our People Ready for change ?
  11. 11. Adopter Category Salient Values Personal Characteristics Communication Behavior Social Memberships Innovators Venturesome Willing to accept risks Youngest age; highest social status; largest and most specialized operations; wealthy Closest contact with scientific information sources; interaction with other innovators; relatively greatest use of impersonal sources Some opinion leadership; very cosmopolite Early Adopters Respect; regarded by many as role model High social status; large and specialized operations Greatest contact with local change agents Greatest opinion leadership of any category in most social systems; very localite Early Majority Deliberate; willing to consider innovations only after peers have adopted Above average social status; average-sized operation Considerable contact with change agents and early adopters Some opinion leadership Late Majority Skeptical; overwhelming pressure from peers needed before adoption occurs Below average social status; small operation; little specialization; small income Secure ideas from peers who are mainly late majority or early majority; less use of mass media Little opinion leadership Laggards Tradition; oriented to the past Little specialization; lowest social status; smallest operation; lowest income; oldest Neighbors, friends, relatives with similar values are main information source Very little opinion leadership; semi-isolates
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  13. 13. How Fast Can Change Occur in this Organization? Legend: I = Innovators, EA = Early Adopters, EM = Early Majority LM = Late Majority, and L = Laggards I EA EM LM L Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP
  14. 14. How Fast Can Change Occur in this Organization? Legend: I = Innovators, EA = Early Adopters, EM = Early Majority LM = Late Majority, and L = Laggards I EA EM LM L Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP
  15. 15. <ul><li>In every organization people are affected by the organizational and work group culture. Not all cultures are ready for change. </li></ul><ul><li>The Strategic Questions to Discover the Culture! </li></ul><ul><li>Do the Leaders and Work Groups value Flexibility and Adaptability or Stability and Control? </li></ul><ul><li>Do the Leaders and Work Groups value Internal Focus and Integration or External Focus and Differentiation? </li></ul><ul><li>Is there a cultural conflict between leaders and followers? </li></ul><ul><li>Is my task to bring change or create the readiness for change? </li></ul>(c)Pisapia08 Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP What is going on in the Internal Environment? Tool #3 Will our culture Support or Resist change?
  16. 16. ( Flexibility – Adaptability Internal Focus and Integration External Focus and Differentiation Stability and Control Clan Flexibility – Internal Focus - Belonging Trusting - Nurturing – Participating Information Sharing Developmental Flexibility – External Focus - Growth External Support - Resource Acquisition Adaptation – Entrepreneurship Hierarchy Stability - Internal Focus Structure – Clear Rules - Documentation Control - Continuity Rational Stability - External Focus Results – Competition - Productivity Efficiency - Accomplishment
  17. 17. <ul><li>In every organization people are affected by “webs of relationships within social networks” These are rarely visible, but they have everything to do with how people work, learn and succeed in an organization. </li></ul><ul><li>Strategic leaders develop a mental map of individuals and the social ties that link them together. </li></ul><ul><li>The Strategic Questions used to analyze social networks : </li></ul><ul><ul><li>How does information flow within an organization? To whom do people turn for advice? Have subgroups emerged that are not sharing what they know as effectively as they should? </li></ul></ul>Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP What is going on in the Internal Environment? Tool # 4 Who are Players?
  18. 18. Network Analysis: Org #1 44 48 46 15 08 33 53 28 14 27 03 29 38 57 50 42 54 41 11 32 02 25 05 37 24 47 43 13 40 12 21 49 Legend Opinion Liaison Communicator Member Leader 36 Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP
  19. 19. Network Analysis: Org #2 33 48 46 15 08 33 53 28 14 03 42 54 41 32 02 25 05 37 24 47 12 21 49 Legend Opinion Communicator Member Leader 36 47 07 14 13 03 57 Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP
  20. 20. Network Analysis: Org #3 48 46 08 33 53 28 14 27 29 50 42 54 41 11 32 02 25 05 37 24 47 43 12 21 49 Legend Opinion Liaison Communicator Member Leader 36 19 25 03 30 23 05 36 Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP
  21. 21. <ul><li>The Takeaway!! </li></ul><ul><li>THE “BUY-IN” OF OPINION LEADERS IS THE MOST IMPORTANT DETERMINANT OF WHETHER PROGRAMS SUCCEED OR FAIL! </li></ul>

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