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  • The Principle The road to high performance is built by execution of the strategic intent of the organization. It is the statement of intent that creates the creative tension - - the gap between the organization’s aspiration and its current reality. Leaders are responsible for executing the organization’s intent, closing the gap, and achieving results.
  • The mark of a performance builder
  • Its paved by performance builders
  • Culture of Candor Are direct and forthright with people in every conversation, letting them know where they stand, what’s needed from them, and when it is needed.
  • The worst performance builders create detrimental effects on their organization by focusing all their attention on results in the short term and neglecting the building of a strong internal foundation for the future.   What are the milestones for progress of the plan and is the strict accountability of the people in charge
  • @jpisapia07 [email_address] External Adaptation - Learning Culture A learning culture assumes that Organizations have the capacity to maintain or improve performance based on experience. The Leader Develops an Inquiry Habit of Mind and successful learners Becomes Data Literate – organizations must have the capacity to use data on a regular basis, assess implications, and make changes accordingly Must first see the world as it is, and then proceed to make the way they would like it to be. Creates a Culture of Inquiry by providing direction by articulating key questions, clarifying issues, and presenting facts (not by issuing directives). Involves others in interpreting and engaging with the data keep people’s attention and responsibility focused on the tough questions through a sustained period of disequilibrium during which they learn to achieve Stimulates an internal sense of “urgency” Acknowledges the importance of group process and community-building – Focus on the relationship between learning, skill, and competence, and creating identity and unity employing a pulling rather than pushing leadership style to create community and commitment.
  • The executive Bias My bias coming in was toward strategy, analysis and measurement.
  • Cohesiveness can appear as either a manifestation of work group culture or corporate culture. There is a bias toward activity and a focus on measurable performance Strong sub-cultures have the potential, and the capability, to erect barriers and generate resistance that can derail a change initiative; conversely, sub-cultures can facilitate change by injecting diverse perspectives and innovative ideas into the organization. Schein, says that culture helps organizational members know what is important (shared values), how things work (beliefs), how to behave (norms). Culture orients organizational members for action Organizational effectiveness and change is not possible without cultural change . Cultures do not change overnight, but they can be moved in new directions, practice by practice. When proposed changes infringe on the basic assumptions on which the organization rests, members resist. Leaders either manage culture or culture manages leaders. What this means is that culture forms organically in organizations, units, and groups and left unattended can impede or facilitate productivity and efficiency of the organization It is too important to leave to chance.
  • Focus on internal integration priorities such as shared vision, values and encourage the evolution of common goals, language and procedures. Institutionalize the values and systematize the processes. Building a strong organizational culture; creating consensus among employees on a set of values that enhance performance. use learning as a way to positively impact performance. Empower people to achieve the goals. Emphasize empowerment behaviors such as developmental, person-orientated, coaching, monitoring, feedback behaviors and a facilitative, and consultative leadership style to develop team members so that they are capable of self-management.   Ensure the organization has the right people and the right skill sets to get the job done. Deliberately eliminate of counterproductive values or structure – Remember though that there will always be a structure and a set of processes in place
  • High performing organizations require a culture of agility and learning that supports both the proactive frame breaking (innovative) and reactive frame sustaining (adaptive) nature of change Culture becomes people centric when leaders play a direct role in enabling others to handle tasks. The old logic was based on bureaucratic controls and pushing and pressuring the organization to perform. Culture becomes strategically relevant when it reinforces the organization’s strategic intent; it is internally integrated and externally adaptive.
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  • Culture Change Starts at the Top Strategic leaders replace bureaucratic controls by using a new set of tools they: Make the target concrete and clear. - What leaders pay attention to, measure and control. Maintaining appropriate error-detection and accountability systems (Schein 1999) - Insist on realism Track performance. Teach the organization’s point of view. Having people united and focused is the source of all strength. – The new Normal - Leaders have used series of "town meeting" forums to meet with large groups in a setting that fosters personal contact and the modeling of an inclusive leadership style. Others have used video messages, telephone messages, letters, and e-mails. A key is to model an inclusive approach in the communication process: Being genuine and honest in speaking about personal commitment Acknowledge that others may have legitimate questions, misgivings, fears, doubts or other perspectives . Invite questions, reactions, and other feedback Identify members who “will accept and seek responsibility and exercise self direction, self control and take initiative.” Ensure that employees acquire cultural knowledge and that they bond with one another, so that they are accountable to one another for upholding those values Make learning a priority. Empower - Remove barriers such as ineffective supervisors, inflexible systems and procedures, insufficient information, and outdated mental models. Self managed teams work together toward a common goal which is defined outside the team . The team does their own work scheduling, training, rewards and recognition. A self directed team is one which works together toward a common goal which they define. Recruit and select for performance and culture fit - High-performance organizations routinely find people who think and act like owners New members can be selected on the basis of having the “right” set of assumptions, beliefs, and values. However, they must also be trained and “acculturated” Tie rewards to results, individual growth, and contribution
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  • Assuring

    1. 1. 03/02/10 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP Assuring Results
    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? - Articulating </li></ul><ul><li>How do we make it happen? How do we multiply ourselves through other people? - Aligning </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? - Assuring </li></ul>We are here NOW
    3. 3. There Is Light At The End Of The Tunnel! The Road to High Performance?
    4. 4. Some leaders believe: in GOD WE TRUST: ALL OTHERS say “ BRING DATA!”
    5. 5. The Strategic Leader Framework: Assuring The Performance Building Road to High Performance
    6. 6. 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
    7. 7. Habit # 6 Assuring The Performance Builders <ul><li>Influence performance directly. They : </li></ul><ul><li>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. </li></ul><ul><li>Use metrics and incentives to keep people focused on results. </li></ul><ul><li>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.” </li></ul><ul><li>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. </li></ul>
    8. 8. Habit # 6 Assuring The Performance Builders <ul><li>The best performance builders focus on answering these types of questions . </li></ul><ul><li>Do we have an organization wide measure for real productivity growth? </li></ul><ul><li>Can we identify how we’re going to turn the strategic intent into specific results? </li></ul><ul><li>How can the priorities be broken down into doable initiatives? </li></ul><ul><li>Which people will be involved; how will they be judged and held accountable? </li></ul><ul><li>How, specifically, are we going to achieve the projected goals in a timely basis? </li></ul><ul><li>Have we done a good job of linking rewards to performance? </li></ul><ul><li>Recommendation - Avoid overloading on metrics - measure what matters - A dozen key metrics </li></ul><ul><li>. </li></ul>
    9. 9. Its a “Culture” Issue! So, they Brand the Inside! Other leaders believe:
    10. 10. <ul><li>“ 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!” </li></ul><ul><li>Lew Gerstner, (Who says Elephants can’t dance?) </li></ul>
    11. 11. The Strategic Leader Framework: Assuring The Institution Builders Road to High Performance
    12. 12. 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!
    13. 13. The Strategic Leader Framework: Assuring The Institution Builders <ul><li>influence performance indirectly. They </li></ul><ul><li>Believe that the action of any organization is essentially the action of people. </li></ul><ul><li>Build strong cultures by making people feel that they are at the center of things. </li></ul><ul><li>Acknowledge the importance of group process and community-building . </li></ul><ul><li>Focus on creating identity and unity employing a pulling rather than pushing leadership style to create community and commitment. </li></ul><ul><li>Understand that people have no reason to collaborate unless they share a common purpose which enables them to develop organizational learning from individual learning. </li></ul><ul><li>  </li></ul>
    14. 14. 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
    15. 15. The Strategic Leader Framework: Assuring The Culture Lessons <ul><li>The way in which strategic leaders can shape culture has clearly been identified through research studies. </li></ul><ul><li>High performing organizations require a culture of agility and learning. </li></ul><ul><li>Culture change seldom occurs from the bottom up. Leader action is required. </li></ul><ul><li>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. </li></ul><ul><li>Culture becomes cohesive when the anchoring tools include extensive conversations and employees are involved in the culture development process. </li></ul>
    16. 16. build the conditions that support High performance
    17. 17. <ul><li>And, just how do I do this in real life? </li></ul>
    18. 18. 03/02/10 Pisapia, J. (2009) The Strategic Leader. SLers Structural Alignment Tactics The Strategic Execution Protocol
    19. 19. 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
    20. 20. 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.
    21. 21. Cultivate The Conditions that Support Change
    22. 22. “ 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
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    24. 24. Need More Info? Join The Strategic Leader Learning Community on: Facebook