This document discusses leadership development and getting things done. It begins by noting the challenges of leadership in 2017, including fear of the future, fragmentation of cultural reference points, and the matrix paradox of wanting more information but easier solutions. It then discusses trends impacting the future like technology, urbanization, and demographics. Key aspects of leadership discussed include having an innovation mindset, getting things done, and working with others. The document emphasizes that great leaders are continuously learning and able to communicate a narrative. It also discusses the importance of collaboration for regional success and offers tips for creating and leading successful regional collaborations.

1. Leadership Development for Getting Things Done

2. “Too often we
enjoy the
comfort of
opinion without
the discomfort
of thought.”
John F. Kennedy“ Leadership and
learning are
indispensable to each
other.”

4. Leadership
• Think of one word that
describes a leader
• Think of one story
where you
experienced real
leadership
• Think of one time
where you think a
person, a leader, failed
to lead, in a huge way.

5. Why is Being a Leader So Hard in 2017?

6. Why is Being a Leader So Hard in 2017?

7. Fear the Future- Things Stink

8. Fragmentation of Cultural Reference
Points
Bestselling Books

9. Fragmentation of Cultural Reference
Points
Top Movies • Arrival
• Fences
• Hacksaw Ridge
• Hell or High
Water
• Hidden Figures
• La La Land
• Lion
• Manchester By
the Sea
• Moonlight

10. Fragmentation of Cultural Reference
Points
Top Albums Sales 2016
1) Adele
2) Drake
3) Justin Bieber
4) Beyoncé
5) Rihanna
6) Twenty One Pilots

11. Fragmentation of Cultural Reference
Points

12. The Matrix Paradox
We want and need to
know more and more,
but it is so hard. We
want an easier way.

13. Now think all the way back to 2003…
LinkedIn (2003)
Facebook (2004)
YouTube (2005)
Twitter (2006)
IPhone (2007)
Mobile apps
Mobile maps
Fitbit (2007)
Spotify (2007)
Dropbox (2007)
Airbnb (2008)
Hulu (2008)
Kickstarter (2009)
Facetime (2010)
Uber (2009)
Pinterest (2010)
Tumblr (2010)
Snapchat (2011)
Udacity (2012)
Snapchat (2012)

14. Roy
Margaret
Genora
Wade
1957

15. “Conundrums”
Complex or perplexing
trends that generally
have no clear solution.
Trendspotting

16. Trends That Are
Shaping Our
Future
Technology
Urbanization
Demography

17. Technological Unemployment

20. The Next Big Things-Technological

22. POPULATION GROWTH 2010 - 2014

23. The Slowing Global Population Growth
Source: The United Nations Data

24. 16%
84%
Retirement Savings Problem
Savings Gap

25. The Changing Face of America
1960-2060
85 83 80 76
69 64 60 55 51 47 43
10 11
12
12
12
12
13
13
13
13
13
4 5 6
9
13
16 19
22 25
28 31
1 1 2 4 5 5 6 6 7 8 8
0 0 1 1 1 3 2 4 4 5 6
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060
Other
Asian
Hispanic
Black
White
Source: The Next America, Paul Taylor

26. American
Individualism

28. Leadership Complexity Paralysis

30. Leadership

31. Leadership

32. • We want someone, or
some group, we trust, to
make sense of all the
information we are
receiving.
• We want leaders to take
actions that improves our
situations or solves our
problems
Why Do We Want and Need Leadership?

33. My Belief - Great Leaders
• Are continuously
learning
• Have a high tolerance
for ambiguity,
complexity, and
change
• Can communicate the
narrative
• Are made, not born

34. • Has high ethical and moral standard 67%
• Provides goals with loose guideline/direction 59%
• Clearly communicates expectations 56%
• Has flexibility to change opinions 52%
• Is committed to my ongoing training 43%
• Communicates often and openly 42%
• Is open to new ideas and approaches 39%
The Most Important Leadership
Competencies
195 Global Leaders Were Asked to rate 74 Qualities
Source: HBR Sunnie Giles March 2016

35. Competencies
Skills and behaviors required for
success that can be observed
Experiences
Assignments or roles that prepare
a person for a future job
Traits
Inclinations, aptitudes, and natural
tendencies a person leans toward,
including personality traits and
intellectual capacity
Drivers
Values and interests that
influence a person’s career path
and engagement
Leadership
Four Dimensions of Leadership and Talent
Source: Korn Ferry Leadership Architect

36. Why Do We Want and
Need Leadership?
 We want someone, we
trust, to make sense of
all the information we
are receiving.
 We want someone to
take actions that
improves our situations
or solves our problems
Traditional
Hierarchical
Leadership
Grassroots
Bottom Up
Leadership
Action, Success,
Problem Solving
Someone important
or
some small group
with a vision
or resources
Someone not
important
or
some small
group with a
vision or resources
Leadership Is Crucial & Models Are
Changing

37. Public
Non profit
Private
Catalyst
Address
a Specific
Problem

39. Strategic Perspectives:
(A) Strategic Ability
(B) Managing Strategic Propositions
(C) Focusing on Priorities
Innovation Mindset:
(D) Utilizing Ambiguity
(E) Shifting Perspectives
(F) Managing Vision and Purpose
(G) Creating New and Different
Getting Things Done:
(H) Making timely Quality Decisions
(I) Managing Information
(J) Measuring Progress
Working Together:
(K) Sharing Commitments
(L) Exhibiting Mutual Trust
(M) Managing Conflict
(N) Being Interpersonally Savvy
(O) Navigating Political Dynamics
GroupLead Approach
The critical dimensions of group decision making and taking action

40. Strategic Perspectives:
(A) Strategic Ability
(B) Managing Strategic Propositions
(C) Focusing on Priorities
Innovation Mindset:
(D) Utilizing Ambiguity
(E) Shifting Perspectives
(F) Managing Vision and Purpose
(G) Creating New and Different
Getting Things Done:
(H) Making timely Quality Decisions
(I) Managing Information
(J) Measuring Progress
Working Together:
(K) Sharing Commitments
(L) Exhibiting Mutual Trust
(M) Managing Conflict
(N) Being Interpersonally Savvy
(O) Navigating Political Dynamics
GroupLead Approach
The critical dimensions of group decision making and taking action

41. Strategic Perspectives:
(A) Strategic Ability
(B) Managing Strategic Propositions
(C) Focusing on Priorities
Innovation Mindset:
(D) Utilizing Ambiguity
(E) Shifting Perspectives
(F) Managing Vision and Purpose
(G) Creating New and Different
Getting Things Done:
(H) Making timely Quality Decisions
(I) Managing Information
(J) Measuring Progress
Working Together:
(K) Sharing Commitments
(L) Exhibiting Mutual Trust
(M) Managing Conflict
(N) Being Interpersonally Savvy
(O) Navigating Political Dynamics
GroupLead Approach
The critical dimensions of group decision making and taking action
A high-performance
group…
• Regularly identifies
which tasks are mission
critical, important, or
nice to do
• Aligns resources to
priorities

42. Strategic Perspectives:
(A) Strategic Ability
(B) Managing Strategic Propositions
(C) Focusing on Priorities
Innovation Mindset:
(D) Utilizing Ambiguity
(E) Shifting Perspectives
(F) Managing Vision and Purpose
(G) Creating New and Different
Getting Things Done:
(H) Making timely Quality Decisions
(I) Managing Information
(J) Measuring Progress
Working Together:
(K) Sharing Commitments
(L) Exhibiting Mutual Trust
(M) Managing Conflict
(N) Being Interpersonally Savvy
(O) Navigating Political Dynamics
GroupLead Approach
The critical dimensions of group decision making and taking action
A high-performance
group…
• Prioritizes meeting
agendas and allocates
time
• Uses diverse subgroups
to investigate and
share information
sometimes conflicting,
from multiple sources

43. Collaboration
“The act of working with one or
more people to produce or
create something.”
Collaboration is an
unnatural act
between un-
consenting adults

44. What is a Commitment to Collaborate?

48. Evolution Of Groups
Shared Vision & “Plan”
Common Information & Language
Shared Specific Tasks
Familiarity
Personal Connections
Action & Trust

49. If I asked you to stand up, shake hands
with the person next to you…but if I
asked you to give them $1,000 or the
keys to your house…

50. •Past Behavior
•Capability
•Alignment

51. Collaboration Continuum
Nobody Does Anything
Collective Impact
(Synergies)
Coordinated
Impacts
Individual Impact
Disruptive Impact
Destroying Impact

52. Some General Beliefs About
Collaboration …
1. People, and organizations collaborate when it is in
their interest to do so.
2. “Where you stand always depends on where you
sit.”
3. When crisis > complacency = cooperation.
4. People collaborate when there is a chance of
success
5. People collaborate when they have something to
do.
6. Context matters…and all our context is changing
real fast.

54. Why are some regions more successful than
others in global competition?
• “Regardless of whether a region
can bring the right people to the
table or develop a strategic plan,
the true test is whether the
region can act effectively.”
• “The key to creating
collaboration is effective
regional leadership”
Source: Council on Competitiveness, Collaboration 2010

55. Regional Leadership
• “Regional leadership bodies
depend on consensus, not
hierarchy.”
• “The structures are more
frequently networked than
formalized”
• “New regional leadership must
create a shared regional
narrative, build consensus,
institutionalize innovation, and
lead change.”
• Let’s consider your local
narrative(s)
Source: Council on Competitiveness, Collaboration 2010

56. Some Thoughts To Help You
Create, and Lead Successful
Regional Collaborations

57. Create Images and Language
(Messages) That Resonate

58. Present Position
Future More
Competitive
Position4-STEP STRATEGIC MANAGEMENT PROCESS
Strategy
Formulation
2
Guiding Principles
Competitive Advantages
Constraints and Barriers
Conceptual Phase
Visioning Economic Vision
Future Cluster Competitiveness
Environmental
Scanning
1
Gather data.
Understand what
affects your region:
Internally
Externally
Sustainability
Capacity &
Leadership
Development
4
Measure performance:
• Compare desired and
actual results.
• Plan for contingencies
• “Continuous agenda”
Leadership Model
Strategic Action
Development
3
• Research Completion
• Action Plans Creation
• CEO Prioritization
Leadership
Sustaining
Project Focus
Continuous Agenda
Communication
Identifying &
Engaging Clusters
Capacity
Public
Engagement
Elected Official
Collaboration
Adjustment
Linkage to Work Group
Cluster Support
Cluster Recruitment
Entrepreneurship & Technology
Rural Development
Leadership & Collaboration
Hospitality
Government Partnership
Implementation Issues
Cluster RetreatHonest Evaluation
Measurement
Copyright © 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher.
Adapted in part from Strategic Management & Business Policy. Wheelen & Hunger. 2000.
Analytical Phase
Current Reality Leadership
Critical Thinking
Focus Phase
Priorities
(What’s going on?) (What can we do about
it?)
(Who, how and when do we do it?) (How well are we doing?)
National
Evaluation Reports
National Business
Surveys
Regional Comparisons
Demographic
Changes
Economic Trends
•Institutional Partner
Coordination &Commitment
Fundraising
State of the Region
Innovation Index
Indicators

59. The Region and its Environment
•Economy-Education-Political-Health
Research
•Demographic Changes over Time
•Economic Trends/Current Situation
•Regional Comparisons
•Regional Evaluation Reports
•Regional Business Survey Results
Competitive
Advantages
Constraints &
Barriers
Cluster
Opportunities
Strategic Position (Choices)
•Focus Strategy
•Product Development Strategy
•Market Development Strategy
•Diversification Strategy
Mission
• Reason for existence
• Guiding principle for strategies
• Industries and types of services
• Ways value is added
• Uniqueness
• Stakeholders served
• Prime goals
• Clear and direct
Visioning
•Picturing the future: World, Industries, Region
•Challenging conventional beliefs
•Imagination, Innovation, Inventiveness
Vision Statement
•Core Values, Core Purposes, Audacious Goals
•Shared commitment to achieve
•Inspiring, Challenging
Priorities
•Distinctive
Competencies
•Competitive
Weaknesses
•Relevant
Opportunities
Action Plans
•Next Steps
•Assignments
•Management & Feedback
Visionary Phase
Analytical Phase
Focus Phase
Task Force
Formation
Complacency
Fund Raising
Partnership
Commitment
Implementation
Action Plans
Institutional Partners
Original Research
Project Coordination
Competitiveness Issues
•Investment in R&D
•Skilled Work Force
•Quality of Education
•Physical Infrastructure
•Supply of Capital
•Cost of Doing Business
•Quality of Life
Critical Thinking
Goal Setting
Long, Medium, Short Term
Current
Reality
Copyright © 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher.
Assumptions
•Planning Dangers
•Beliefs v. Facts
•Accounting for
Change
Measurement
Innovation
Processes
Cluster Customers
Financial
Benchmarking
Contingency Plans
Getting Started- Strategic Action Retreat Model
Future Cluster Competitiveness
Work
Groups

60. We Are Competing For Economic
Success
1) Do you believe that there is greater competition than
ever for new jobs and new investment?
2) Do you believe that the competition is global?
3) Do you believe that there will be locations that win the
competition and locations that lose?
4) Do you believe that communities can take actions to
improve their chances of success?

61. Be Clear Why “It” Matters To
Everyone Involved
People and Organizations
Collaborate When It Is In
Their Best Interest To Do So.

62. Dr. Michael Porter, 2002

64. Engage Every Partner
Involvement = Contribution

65. “What makes a plan
capable of producing
results is the commitment
of key people to work on
specific tasks.”
Peter Drucker

66. It Takes “Capacity” to Hold Groups
Together
“Be the Collaborative Capacity”
 Glue and Grease - The capacity to bring people and
groups together, keep minutes, make coffee, set
agendas, make the hard calls, smooth the rough
spots
 No Cause, No Credit, No Cash
 …and a little “choice architecture” can help

67. Nudge
 “Status quo bias” or the
default option
 People learn from others
 The most effective way to
nudge is via social influence
 Social influence involves
information and peer
pressure

68. Motivations
Where you stand (almost)
always determines where
you sit
• Biological drive
• Rewards & punishments
• Intrinsic

69. The Sawyer Effect
• Why would people do
what you want them to
do?

70. Build Social Capital Every Day
“Consists of the stock of active connections
among people; the trust, mutual
understanding, and shared values and
behaviors that bind the members of human
networks and communities and make
cooperative action possible.”
Cohen & Prusak 2001

72. People Receive Information Different
Ways
Old School
New Media
Social Networks
Ask them, often

73. Tomorrow’s Economic Leaders

76. “ENTJ”

78. • "Nothing will work unless you do." -Maya
Angelou
• "I alone cannot change the world, but I can
cast a stone across the water to create many
ripples." -Mother Teresa
• "The most difficult thing is the decision to act,
the rest is merely tenacity." -Amelia Earhart
Leadership Quotes

79. Thoughts or
Questions?

80. Follow on twitter
@tedabernathy
or
LinkedIn Ted Abernathy
“ Leadership and learning are
indispensable to each other.”
John
ted@econleadership.com