This session of the strategic leadership workshop presents the methodology of Pisapia's all-echelon theory; the theory, the components, and the practice..
Driving Higher Performance: Leadership and Development Tools to Positively Im...Human Capital Media
These days, most leaders and organizations are seeking to drive higher performance. However, very few of them really take in consideration today’s dynamic and multigenerational workplace and the fact that employees have higher expectations for their leaders and organizations. These expectations go beyond the single focus of making a profit to include a conscious culture, meaningful work and purpose and an opportunity to make a positive contribution toward customers, employees and society.
Though more than $156.2 billion was spent on employee learning, as previously reported by U.S. organizations, industry reports show that most organizations have focused on developing technical competencies. Although technical competencies are highly important, a variety of industry reports currently show gaps in leadership development, soft or essential business skills and employee engagement.
Leaders and Innovative Leadership style Managing Change in a Globally Changin...TANKO AHMED fwc
The world runs on the fast-line driven by technological advancement and systems progression, fueled by innovative leadership. Change management becomes daunting task even for the strong, smart and savvy. This paper discusses the concepts and practice of innovative leadership style in a rapidly ever-changing global environment. The nudge theory is positioned as framework for discourse. Key concepts are defined, correlated and explained on challenges, prospects and the way forward. An exercise is designed for application of lessons learnt to real world situation in Nigeria.
Driving Higher Performance: Leadership and Development Tools to Positively Im...Human Capital Media
These days, most leaders and organizations are seeking to drive higher performance. However, very few of them really take in consideration today’s dynamic and multigenerational workplace and the fact that employees have higher expectations for their leaders and organizations. These expectations go beyond the single focus of making a profit to include a conscious culture, meaningful work and purpose and an opportunity to make a positive contribution toward customers, employees and society.
Though more than $156.2 billion was spent on employee learning, as previously reported by U.S. organizations, industry reports show that most organizations have focused on developing technical competencies. Although technical competencies are highly important, a variety of industry reports currently show gaps in leadership development, soft or essential business skills and employee engagement.
Leaders and Innovative Leadership style Managing Change in a Globally Changin...TANKO AHMED fwc
The world runs on the fast-line driven by technological advancement and systems progression, fueled by innovative leadership. Change management becomes daunting task even for the strong, smart and savvy. This paper discusses the concepts and practice of innovative leadership style in a rapidly ever-changing global environment. The nudge theory is positioned as framework for discourse. Key concepts are defined, correlated and explained on challenges, prospects and the way forward. An exercise is designed for application of lessons learnt to real world situation in Nigeria.
Imagination and Innovation: Using Appreciative Inquiry to Facilitate Positive...Daniel Byerley
As contemporary organizations face challenges in the implementation of change efforts, new methods in evaluation and training and development help aid the process. Appreciative Inquiry is an affirmative research approach that focuses on the positive aspects of an organization and what makes it work rather than what problems it may have. Consortium X is composed of four individual organizations working collectively to facilitate positive organizational change. An Appreciative Inquiry evaluation was conducted with the organizations of Consortium X. The responses from the participants who completed the Appreciative Inquiry survey were analyzed and seven themes emerged: (1) interpersonal conflict; (2) managing change; (3) teamwork; (4) listening skills; (5) guest service; (6) leadership; and (7) feedback. A manual was designed to develop upon these seven themes with seven individual lesson units. These lesson units contain lessons, activities, worksheets, and evaluations pertinent to the theme. The manual was reviewed by three professionals, the Dean of Instruction from a California college, the CEO of a television production company in Los Angeles, and the CEO and Principal Consultant at a Los Angeles consulting firm. The evaluations supported the use of the manual as the product of the Appreciative Inquiry evaluation and as a tool to aid in facilitating positive organization change at Consortium X.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
A brief discussion of why neurosciences can add to our understanding of leadership. The talk includes 6 refined insights about the brain, and includes a short example of both motivation and change management. Ultimately, those in leadership development can use these insights to better optimise our development efforts.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
Imagination and Innovation: Using Appreciative Inquiry to Facilitate Positive...Daniel Byerley
As contemporary organizations face challenges in the implementation of change efforts, new methods in evaluation and training and development help aid the process. Appreciative Inquiry is an affirmative research approach that focuses on the positive aspects of an organization and what makes it work rather than what problems it may have. Consortium X is composed of four individual organizations working collectively to facilitate positive organizational change. An Appreciative Inquiry evaluation was conducted with the organizations of Consortium X. The responses from the participants who completed the Appreciative Inquiry survey were analyzed and seven themes emerged: (1) interpersonal conflict; (2) managing change; (3) teamwork; (4) listening skills; (5) guest service; (6) leadership; and (7) feedback. A manual was designed to develop upon these seven themes with seven individual lesson units. These lesson units contain lessons, activities, worksheets, and evaluations pertinent to the theme. The manual was reviewed by three professionals, the Dean of Instruction from a California college, the CEO of a television production company in Los Angeles, and the CEO and Principal Consultant at a Los Angeles consulting firm. The evaluations supported the use of the manual as the product of the Appreciative Inquiry evaluation and as a tool to aid in facilitating positive organization change at Consortium X.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
A brief discussion of why neurosciences can add to our understanding of leadership. The talk includes 6 refined insights about the brain, and includes a short example of both motivation and change management. Ultimately, those in leadership development can use these insights to better optimise our development efforts.
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Want real agility? Change your management culture first. You have probably seen agile practices designed to deliver more effectively take root in teams throughout your organization. But this is only the tip of the iceberg. To get the real business benefits from a customer-centric, collaborative, learn-fast approach, you need to change how managers manage Additionally, many adaptive, responsive, and agile firms fundamentally think differently about their approach to customers, the concept of value, and how they design and support organizations. We now see a focus on: delighting customers profitably, enabling self-organized teams and networks, collaboration and interactive communication, and iterative and incremental work. In this talk I will explore the mindset shift, systems thinking, organizational development, and coaching approaches need to nurture and support the growth of new leaders who can leverage these emerging realities.
Learning Outcomes:
Recognize the long-held concepts of management that have hindered organizations on their path to agility
Discuss concepts, techniques, and leadership approaches that are on the cutting edge of management innovation
Distinguish key leadership traits needed to be effective in this responsive, agile world
establishment of the office equipment and employees in an organized manner,
office may run uninterrupted
resources of office have maximum utilization at minimum cost
The slides illustrate the current difficulties of managing in a "VUCA" - volatile, uncertain, complex and ambiguous world. It provides solutions starting from Kotter`s eight step change management model, his two systems approach to the definition of success factors of change management.
Organizational Learning through ModelingDaniel Hayden
This presentation focuses on Rare's, rareconservation.org, data-driven learning model. It shows that establishing clear processes, consistent data and a focus on measurable outcomes can lead to improved organizational learning even in highly variable systems.
The Why and How of Effective Strategic Planning Scott Patchin
What is strategic planning? Do I need one? How do I do it? Here is what you need to know and some practical first steps to building and executing your plan.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
1. 1
Module 2
SESSION 1:
Introducing the Strategic Leader Methodology
John Pisapia
Florida Atlantic University
Tony Townsend
Griffith University
Principals as Strategic Leaders
3. What does the research literature agree on?
Change is inevitable, but success is not
The object of planning is change
The idea of strategic planning is good
It doesn’t work - It does has been estimated
that between 70-90% of all change efforts fail
(Axelrod, Axelrod, Jacobs, Beedon, 2006; Covey,
2004; Kaplan & Norton, 2004; Sirkin, Keenan,
Jackson, Kotter, Beer, Nohria, & Duck, 2005).
Pisapia (2012) 3
4. Strategy: Schools of Thought
Modernist
• The Design School
• The Planning School
• The Positioning School
• The Resource-based School
• The Contingency School
Postmodernist
• The Learning School
• The Emergence School
Pisapia (2012) 4
SL uses the learning
and emergence
schools as
assumptions that
guide the SLM
6. Whose View of Strategy Is the
Most Relevant Today?
Michael Porter
• The Future can be predicted
through analysis of 5 Forces and
Data
• Plans will succeed
• Boundaries are fixed
• Focus on competition to create
value
• Pre identified strategies can be
systematically programmed.
• Competitive advantage is
sustainable
• Created by detached group of
experts
Henry Mintzberg
• The Future Emerges as
intentions meet changing reality
• Pre identified Plans fail
• Boundaries are fluid
• Focus on innovation and new
futures
• Strategy emerges as intentions
collide with and accommodate a
changing reality.
• Competitive advantage transient
• Emphasis on learning and the
political dimension
8/3/2016 The Strategic Leader Network 6
7. Key Elements Strategic Thinking Strategic Planning
Change Model Social, Cognitive, Political and
cultural
Control
Information Needed Data and Narrative driven Data Driven
Value Proposition Strong –uses values to control
and coordinate activity
Not strong – Uses
measurement to control and
coordinate activity
Strategic Listening Strong – people on cutting edge
of industry -
Moderate – listens to data and
reports not to new ideas
Strategic Conversations Strong – develops
understanding of larger system
and how they connect to it
Not used – Needed
information is obtained, plan
is crafted and disseminated
for implementation
Minimum Specifications Minimum specifications Maximum specification
Strategic Fitness Fit to external and internal
environment – process adds
value
Fit to external environment –
plan is ultimate objective
Chunking Change Small initiatives building on each
other
Large stand alone initiatives
7
9. The Strategic Leader 9
Pisapia’s Perspective
Most agree Strategy is a process that results in a dominant
logic that guides leader and organization actions for a period
of time
Strategy
A plan of action designed to achieve a
major or overall aim.
Strategic Planning and Strategic Thinking
Methods by which we identify the destination and
ways to get there
10. Strategic Leaders Find the Future and Make it Happen!
Pisapia, J. 2009. The Strategic Leader8/3/2016
Philosophy
The SL
Methodology
In this PaSL session,
we introduce the
Strategic Leader
Methodology (SLM)
and the philosophy
and strategies that
support it.
Strategic Thinking
Capability
11. 8/3/2016 Pisapia, J. (2009) The Strategic Leader. 11
Strategic Leadership
The What?
Strategic leadership is the capability to singularly,
or with others, anticipate change, and establish
direction, align people and structures to seek
commitment, build teams and focus on results,
and write it down in a statement of intent.
8/3/2016 The Strategic Leader Network (SLN) 11
12. First, You need a
Philosophy
8/3/2016 12The Strategic Leader Network (SLN)
OK, Just how
do I do this
in real life?
13. The Philosophy
Principle #1
• SLers know that that their ability to create and
execute is dependent on people embracing
solutions and acting upon them; not technical tools.
• Takeaway - The quality of my leadership is
found not in my actions, but in those of
my followers.
8/3/2016 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 13
14. “We cannot teach people anything; we
can only help them discover it in
themselves.”
Galileo Galilee
Principle #2
15. Principle #3
“ 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 States15
17. Pisapia, J. (2009). The Strategic Leader.
Charlotte, NC: IAP
17
The Philosophy
Principle #5
People want to be part of
something larger than
themselves. They want to be
part of something they’re
really proud of, that they’ll fight
for, sacrifice for , trust.” —Howard
Schultz, Starbucks (IBD/09.05)
8/3/2016
18. “People respond to their perception
of reality, not what the reality is. . .”
(Kurt Lewin,1936).
The Philosophy
Principle #6
19. SO. . . .
Principle #7
The goal of the Strategic Methodology is to
establish conversations, focused on differing
viewpoints and data, that generate a coherent
statement of strategic intent to lead the
organization to the future.
The outcome is a shared reality that is neither too
rigid nor too chaotic; doesn’t over-control the
organization or allow it to fall apart.
Pisapia, J. (2009). The Strategic Leader.
Charlotte, NC: IAP
8/3/2016 19
How
much do I
share?
CREATE
SHARED REALITY
AND DIRECTION
20. The WE-THEY Line
Decide How Deep you want to go?(c)Pisapia08 20
Principle #8
SLers create a shared reality, and then a shared direction to get more
people above the WE-THEY LINE where vision and aspirations live.
21. P r i n c i p l e # 9
S L e r s S l e r s A c t a s G a r d e n e r s
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.”
22. Principle 10
Build Ambidextrous
Organizations
8/3/2016 Pisapia, J. 2009. The Strategic Leader
• The pursuit of two different
modes of leading and learning:
1. Exploitation = using current
resources and capabilities in
an efficient and reliable
fashion to head in the same
direction
2. Exploration = searching for ,
acquiring and developing new
resources and capabilities to go in a
new direction
24. Establishes a process we can use to define
the destination and the way to get there
The Strategic Thinking
Methodology
The Strategic Leader Network -
www.thestrategicleader.org
African Proverb
If you want to go fast go alone!
If you want to go far go to together
25. Anticipating
What is going on
here?
Articulating
What needs to happen
here?
Aligning
How do we make it happen?
Assuring
How do we keep making it
happen?
Slers cultivate their organizations/teams by using
The Strategic Leader Method (SLM)
The Strategic Leader Network (SLN)8/3/2016
26. The Strategic Thinking Methodology
C o r e S t r a t e g i e s
Light the Way
Statement of Intent
Focused on Future
Provides Direction
Encourages commitment
and join-in
Serves to shape culture
Focuses Asset and
competency allocations to
support Intent
Patience
Run to Daylight
A Entrepreneurial Mindset
Focused on Present and
the Future
Provides Flexibility (fast
response, tactical, action-
oriented)
Reduces risk of missing
emerging opportunities
Assets & competencies
drive opportunism
Vigilance 268/3/2016 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
27. Light the Way
Learn - Analyze - Decide
The Strategic Leader 27
Input
Output
Synthesizer
You
Look Outside –
Look Inside –
Create Statement
of Intent
28. 28
The Strategic Thinking Protocol
Goal #3 Learn: Synthesize - Filter out the Noise
Light the Way
Learn –Synthesize – Analyze - Decide
-
Use the Input Tools
Situational Analysis
Look Outside – Strategic Listening
Look Inside – Determine Readiness
The
Navigating
Team
A shared statement of strategic
intent forms a psychological
contract with members and guides
the leader’s and organization
member actions.
Use the Decision Tools
Strategic Conversations
Strategy Canvas
i-SWOT Analysis
Action Framework
Synthesizersinputs Statement of
Strategic Intent
Pisapia (2012)
30. The Strategic Leader Network (SLN) 30
Structural Components Process Components
Coordinating
Committee
Work plans
Data Types
Statement of Intent
Design Team
Transparency
Situational Analysis
Strategic Listening
Stakeholder Analysis
Social Intelligence
Look Inside/Outside
• Strategic Conversations
Analysis/Decision making
The Structural and Process Components of Strategic Thinking
√
8/3/2016
31. Your Turn…
• What is it?
• Why is it important
to you?
• How will it affect
your school?