Strategy implementation management is an opportunity to develop leadership competencies in staff. It allows leaders to develop skills in four key areas: leading others through effective communication, influencing others, team building, and mentoring; leading performance and change through customer focus, process improvement, problem-solving, conflict management, creativity and vision development; leading the organization through human resource management and strategic thinking; and leading self through accountability and aligning values. Formal strategy implementation makes strategic thinking highly visible and provides real-life learning opportunities for leadership development.
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
Unlocking the collective wisdom of the executive team is a major step toward competitive advantage. When communication, collaboration and creativity are given room to breathe, the impact on both workplace behavior and strategic outcomes produces measurable profitability.
Tapping into this collective wisdom remains a challenge for many organizations. Alignment is not automatic and needs to be cultivated. Instilling collaboration within the executive team by driving deep understanding of each individual team member fosters reassurance that executives can rely upon each to engage mutual accountability.
Management in the contemporary business environment. mario samuel camacho com...Mario Samuel Camacho
This report provides leadership skills to face the current business environment, explaining what is leadership and the types of leadership.
Particularly, it points out how to manage individuals and also how to make a self-assessment as a leader.
From Administration to C-Suite: The Five Stages of Human Resources DevelopmentCaliber Leadership Systems
In our work with HR clients over the years, we have identified 5 distinct Stages of development that the Human Resources function grows through in organizational life. The Stages go from the administrator function in a small business or start up to a C-Suite office and seat on the executive team in a large organization. Each of the Stages coincides with the growth of the business, the number of people employed and the capabilities of the leader of the HR function.
There are instead certain crisis points that indicate when it is time to begin looking to bring the right HR talent aboard to deal with the crisis. At other Stages, it is important to redefine the HR function and decide what needs to be built, i.e. HR team, HR department, strategic partner. We have worked in very large companies with few and many HR employees and in smaller companies with none. The challenges that both the leaders and the HR employees face are symptomatic of needed growth and development of the function, leaders and HR employees.
There is no magic number of employees that a company should have before they have to shift from Stage to Stage. While crisis points do occur because of increasing numbers of employees, the pervading attitude toward human resources as the company grows is also a key factor.
The presentation describes the five stages of development that HR goes through and each of the crisis points that indicate the need for leaders to evaluate what it is the organization needs to shift to the next Stage.
What is the relationship between leadership and management? However, often used interchangeably, there seems to be a distinct variance between both disciplines. The concepts of managing and leading have raised a lot of debates in the present day work place
The following slide presentation provides an overview of why hundreds of managers and leaders have chosen LRI to be their guide in their professional development process.
In this file, you can ref useful information about team performance appraisal such as team performance appraisal methods, team performance appraisal tips, team performance appraisal forms, team performance appraisal phrases … If you need more assistant for team performance appraisal, please leave your comment at the end of file.
Management in the contemporary business environment. mario samuel camacho com...Mario Samuel Camacho
This report provides leadership skills to face the current business environment, explaining what is leadership and the types of leadership.
Particularly, it points out how to manage individuals and also how to make a self-assessment as a leader.
From Administration to C-Suite: The Five Stages of Human Resources DevelopmentCaliber Leadership Systems
In our work with HR clients over the years, we have identified 5 distinct Stages of development that the Human Resources function grows through in organizational life. The Stages go from the administrator function in a small business or start up to a C-Suite office and seat on the executive team in a large organization. Each of the Stages coincides with the growth of the business, the number of people employed and the capabilities of the leader of the HR function.
There are instead certain crisis points that indicate when it is time to begin looking to bring the right HR talent aboard to deal with the crisis. At other Stages, it is important to redefine the HR function and decide what needs to be built, i.e. HR team, HR department, strategic partner. We have worked in very large companies with few and many HR employees and in smaller companies with none. The challenges that both the leaders and the HR employees face are symptomatic of needed growth and development of the function, leaders and HR employees.
There is no magic number of employees that a company should have before they have to shift from Stage to Stage. While crisis points do occur because of increasing numbers of employees, the pervading attitude toward human resources as the company grows is also a key factor.
The presentation describes the five stages of development that HR goes through and each of the crisis points that indicate the need for leaders to evaluate what it is the organization needs to shift to the next Stage.
What is the relationship between leadership and management? However, often used interchangeably, there seems to be a distinct variance between both disciplines. The concepts of managing and leading have raised a lot of debates in the present day work place
The following slide presentation provides an overview of why hundreds of managers and leaders have chosen LRI to be their guide in their professional development process.
In this file, you can ref useful information about team performance appraisal such as team performance appraisal methods, team performance appraisal tips, team performance appraisal forms, team performance appraisal phrases … If you need more assistant for team performance appraisal, please leave your comment at the end of file.
Entrepreneurship Development- Business Plan Preparation for New VenturesTrinity Dwarka
Entrepreneurship Development- Business Plan Preparation for New Ventures
What is Business Plan?
Elements of a business plan
Business plan reading process
Essential guidelines
Benefits of a business plan
Pitfalls to avoid in planning
Innovation and creativity produce new technology, entrepreneurship turns ideas and innovations into manifest everyday practice. It can be argued that entrepreneurship is the process by which the future is created from ideas and innovations. This study unit will use the creation of a new venture as a method of entrepreneurship, so called Quasi-Enterprise model of Private-Public-Partnership. The course will simulate the development of a new venture through the creative practices of the participants. In the process key theories and ideas will be presented and discussed. The structure is designed to support the kind of learning required, a cognitive structure emphasizing key concepts, themes and intellectual abilities. The module covers some fundamental concepts and trends in research in the field. Linkages are made with innovation, creativity and foresight. The module then explores the processes of entrepreneurship in the discovery, evaluation, and the exploitation of opportunities. This follows a logical sequence from initial ideas and innovation through the emergence and evaluation of the opportunity into a planned and shaped activity and into the implementation process.
Cultural Creativity & Entrepreneurship - Social Ventures KalibrioLudovic BODIN
When entrepreneur disenchanted with materialism and hedonism start new company that changes the world, ventures that are driven both by financial and social good ...
Cracking The Leadership Pipeline Development Strategy CodeWorkforce Group
Knowing how to build a leadership pipeline is, of course, the biggest challenge that business leaders face today.
Therefore, planning the business’s future and getting the right people with the right attitude and skills is important.
Establishing a strong leadership pipeline requires an ongoing investment of time and energy. But when built properly, it’s more than worth the cost. A strong leadership pipeline is a talent magnet. It standardises development efforts, motivates employees, and fosters a long-term commitment to the organisation.
In this deck, you’ll learn how organisations can develop leadership at every level by identifying future leaders, assessing their potential, planning their development, and measuring their results.
You’ll also learn;
Understand the concept of a leadership pipeline and its significance in organisational success.
The strategies for developing an effective leadership development pipeline
Importance of a leadership pipeline in achieving long-term organisational goals
The leadership pipeline model.
By assessing leadership capabilities within your workforce, you can ensure you have capable leaders at the helm who drive business success.
For more content like this, check out Acorn Labs: https://acornlms.com/enterprise-learning-management
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
Leadership Beyond Titles: How Development Programs Foster Growth.pptxcapivisgroup
Credentials can be quite significant in the context of leadership and management consulting NC. CEOs, supervisors, team leaders, and managers all have titles that indicate specific responsibilities. True leadership, however, goes far beyond formal positions. Leadership is the capacity to inspire people and push an organization or a group ahead by offering insight and setting an example. Leadership programs play a crucial role in nurturing these characteristics while encouraging development.
5 Ways to Unlock the Hidden Value in Your Emerging Leaders BizLibrary
Many organizations are facing a potentially disastrous drain on top talent as an increasing number of employees approach retirement. Unfortunately, most employers don’t have strategic-level initiatives in place to capture and retain the knowledge that's about to leave, and they don't have replacement talent ready to step into leadership as these roles open up.
Employers also feel they can't engage and retain early career talent long enough to fill leadership roles…but what if you approached the whole challenge a little bit differently? What if you looked at creative ways to tap into the vast talent pool of our emerging leaders today, and not wait until we promote them into designated leadership positions?
In this webinar you'll learn:
- 5 best practices to unlock the hidden value in your emerging leaders
- The business impact of investing in your current talent
- How to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others
Nurturing Tomorrow’s Leaders_ The Power of Emerging Leaders Programs.pdfEnterprise Wired
Emerging Leaders Programs (ELPs) have emerged as instrumental initiatives for identifying, nurturing, and empowering high-potential individuals to assume leadership roles within their organizations.
Similar to Implementing Strategy Develops Leaders (20)
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Organizational Change Leadership Agile Tour Geneve 2024
Implementing Strategy Develops Leaders
1. Shepherd Consulting LLC
strategy implementation for strategic results
DEVELOP LEADERSHIP COMPETENCIES
BY IMPLEMENTING STRATEGY SUCCESSFULLY
Implementing strategy effectively and efficiently is critical to the success of any business.
That direct statement is well understood by all business leaders. What is not always equally
understood is that the same corporate processes and procedures employed to ensure a
business’ success – call it strategy implementation management -- can also be used to coach
and develop essential leadership competencies in staff throughout your organization.
Ultimate authority and accountability for strategy implementation resides with the leader of
the organization, business or functional unit. That leader has the right and obligation to reach
as wide and deep in the organization as necessary to direct, monitor, and, when necessary,
micro-manage. The means by which you know closer attention is required are the reins
attached to every important function, person, and process that is important to strategic
success.
No better opportunity exists for you to take the pulse of your organization at any critical
point that you deem necessary.
This paper presents strategy implementation management as an opportunity to develop the
leadership competencies of key staff who are responsible for advancing the organization’s
priorities and achieving its goals.
Four Categories of Leadership Competencies
Category One: Leading Others
Leading Others involves influencing the attitudes and behaviors of others to maximize their
performance and achieve common goals.
• Effective Communications • Influencing Others • Team Building • Mentoring
Category Two: Leading Performance and Change
Meeting the constant challenges of implementing change in the organization requires that
leaders apply performance competencies to their daily responsibilities. The six performance
competencies in this category enable each leader and the organization to perform at the top
of their abilities in any situation.
• Customer Focus • Management and Process Improvement • Conflict Management
• Decision-Making and problem •Solving Vision Development • Creativity and Innovation
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA
2. Category 3: Leading the Organization
Leaders of the organization include you as the CEO, President, Executive Director, CXO,
manager and those you are grooming for these positions. Directors, managers and team
leaders who are fortunate to report to quality senior executives find good models to follow on
their path to future executive leadership.
• Human Resource Management • Strategic Thinking
Category 4: Leading Self
Competencies in this category that strategy implementation management strengthens are:
• Accountability and Responsibility • Aligning and Exhibiting Values
Strategy Implementation Management is a powerful opportunity to
develop leadership competencies
Successful strategy implementation is a real-life learning and coaching opportunity that gives
management the opportunity to develop leaders AND execute strategy effectively. This
opening section is a top-level summary of the full report that follows.
Leading Others
Leading others involves working with and influencing others to achieve common goals and
increases the capacity of the individual and the team to outperform. Four competencies are
particularly developed by successful strategy implementation:
• Effective Communications -
• Influencing Others
• Team Building
• Mentoring
Effective Communication
Leaders express facts and ideas succinctly and logically, facilitate an open exchange of ideas,
ask for feedback routinely, and communicate face-to-face whenever possible. They write
clear, concise, and organized correspondence and reports. Successful leaders prepare and
deliver effective presentations. Competent coaches, supervisors, followers, performance
counselors, interviewers, and negotiators, leaders know how to approach many situations to
achieve organizational goals.
My research, reveals that uncertainty is the primary source of poor strategy implementation.
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA
3. A reasonable inference is that if the leader (team, department, cross-functional task force)
cannot or does not articulate a clear goal and requirements neither will the group. A
recommended method of validating the team’s understanding is to simply ask them what their
role and goals are. Another - have them write down what you told them and give it back to
you. Send back more clarification and ask for their re-statement until they can tell you what
you hold them accountable for.
When the strategy morphs during implementation to take advantage of new opportunities and
methods - repeat this ‘call and response’ cycle with updated changes.
Influencing Others
Leaders communicate, direct, coach, and delegate, as the situation requires. Successful
leaders understand the importance and relevance of professional relationships, develop
networks, gain cooperation and commitment from others, build consensus, empower others
by sharing power and responsibility, and establish and maintain rapport with key players.
Coaching and requiring managers to recognize and experience the power of consensus-
building over directives, professional relationships over ‘getting along” or personal grudges.
Strategy implementation is an opportunity to break through silos to achieve cross-silo results.
Encouraging people to break out of their silo’d work relationships leverages results across the
organization - a practice that will increase their contribution in all activities.
Team Building
Leaders recognize and contribute to group processes; encourage and facilitate cooperation,
pride, trust, and group identity; and build commitment, team spirit, and strong
relationships. Leaders inspire, guide, and create an environment that motivates others
toward goal accomplishment; consider and respond to others’ needs, feelings, and
capabilities; and adjust their approach to suit various individuals and situations. Leaders
adapt leadership styles to a variety of situations and personify high standards of honesty,
integrity, trust, openness, and respect for others by applying these values and styles to daily
behavior.
Take the opportunity to groom and test future leaders with team leader roles in SIM. Team
members build successful team relationships and team strengthening processes. In the
implementation process, they develop team dynamics that are valuable and make for an
environment that easily leverages the talent - unfettered by the organization chart.
Mentoring
Drawing on their experience and knowledge, leaders deliberately assist others in developing
themselves, provide objective feedback about leadership and career development, and help
identify professional potential, strengths, and areas for improvement. Successful leaders
identify with the role of mentor to their staff. They have the skill to advise and develop
others in the competencies needed to accomplish current and future goals. Leaders seek out
mentors for themselves
As employees stretch to achieve their responsibilities for SIM, new mentoring opportunities
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA
4. arise. They now have exposure to new potential mentors. Mentor/mentee relationships last
beyond and outside the strategy implementation period. Mentors should see that this role is
an expectation of leaders.
2. Leading Performance and Change
Leading Performance and Change to meet the constant challenges of implementing change in
the organization requires that leaders apply performance competencies to their daily
responsibilities. All six of performance competencies enable each leader and the organization
to perform at the top of their abilities in any situation.
Competencies in this category that strategy implementation management strengthens are:
• Customer Focus
• Management and Process Improvement
• Decision-Making and problem Solving
• Conflict Management
• Creativity and Innovation
• Vision Development and Implementation
Customer Focus
Leaders know who their internal and external customers are and make every possible effort
to discover their customers’ needs and to hear their customers’ voices. Leaders understand
the importance of measuring and monitoring the degree to which their customers’ needs are
met or exceeded and continually strive to improve that.
The customer can be a commercial buyer of product, expertise, service or the beneficiaries of
a non-profit. The customer can be another department that consumes the output of a
delivering department.
For SIM, the customer may be the board of Directors. This speaks to the need for numerical or
situation definitions that are clear indicator if not actual target results of the implemented
strategy. This focus should be used to align the organization behind implementation both
internally and externally with partners, suppliers and customers.
Management and Process Improvement
Successful leaders demonstrate the ability to plan, organize, and prioritize realistic tasks
and responsibilities for themselves and their people. They use goals, milestones, and control
mechanisms for projects. Leaders seek, anticipate, and meet customers’ needs—internal and
external to achieve quality results. In order to accomplish this, leaders monitor and evaluate
progress and outcomes produced by current processes, ensure continuous improvement
through periodic assessment, and are committed to improving products, services, and overall
customer satisfaction. They effectively manage time and resources to successfully
accomplish goals.
Strategy implementation itself is a process that must deliver quality results yet, often it is not
seen as a process but as a group of related projects. SIM is a recurring process within the year
and over multi-year efforts. It encompasses evolving strategy measures, goals and
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA
5. opportunities. The second year should be more successful than the first and so on as SIM
becomes a core competency adding more value to the company each and every subsequent
year.
Decision-making and Problem Solving
Successful leaders are able to isolate high-importance issues, analyze pertinent information,
and involve others in decisions that affect them, generate promising solutions, and
consistently render judgments with lasting, positive impact.
Leaders identify and analyze problems; use facts, input from others, and sound reasoning to
reach conclusions; explore various alternative solutions; distinguish between relevant and
irrelevant information; perceive the impact and implications of decisions; and commit to
action, even in uncertain situations, to accomplish organizational goals. They evaluate risk
levels, create risk control alternatives, and implement risk controls.
Employees are always solving short term problems in their own area of expertise but how
often are they challenged with strategic problem solutions? SIM is an opportunity for
managers and SME’s to gain insight and expert abilities that contribute to the organization’s
future.
Moreover, the top leader and executives get the opportunity to coach and demonstrate these
skills to the next cohort of leaders. Why more so with SIM - the practical importance of the
decisions and problems offer teaching opportunities for senior managers to develop and
identify future executive talent.
More middle and junior level staff will also have the chance to raise problems and solutions
that are not otherwise visible to the senior levels, particularly during the critical stage of
operationalizing the strategy.
Conflict Management
Leaders facilitate open communication of controversial issues while maintaining
relationships and teamwork. They effectively use collaboration as a style of managing
contention; confront conflict positively and constructively to minimize impact to self,
others, and the organization; and reduce conflict and build relationships and teams by
specifying clear goals, roles, and processes.
Unresolved conflicts are landmines in the deployment of strategy that may blow up at
anytime during implementation if surfaced and managed early. Uncertainty is higher in
strategy implementation than most other initiatives because more of the future view is based
on probabilities. Dealing constructively with this ambiguity is a necessity.
De-personalizing the debate and redirecting dispute toward clarifying the goals while
respecting alternate assessments of facts - keeps the debate centered on what’s best for the
organization.
These disputes are great opportunities for leaders to demonstrate the “way we resolve
debate here”.
Creativity and Innovation
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA
6. Leaders create a work environment that encourages creative thinking and innovation. They
take reasonable risks and learn from the inevitable mistakes that accompany prudent risk-
taking—and they apply this same thinking to those who work for them, encouraging
innovation and helping their people apply the lessons learned. Leaders design and implement
new or cutting-edge programs and processes.
Leaders can demonstrate these strengths throughout SIM as the environment evolves, lessons
are learned, mistakes discovered and new solutions surface -not just at the outset when this
year’s strategy is launched but into subsequent years of SIM.
Vision Development
Leaders are able to envision a preferred future for their business units and functions, setting
this picture in the context of the organization’s overall vision, missions, strategy, and
driving forces. Concerned with long-term success, leaders establish and communicate
organizational objectives and monitor progress toward objectives; initiate action; and
provide structure and systems to achieve goals. Leaders create a shared vision of the
organization, promote wide ownership, manage and champion organizational change, and
engineer changes in processes and structure to improve organizational goal accomplishment
A shared vision along with shared ownership of the mission sets the stage for envisioning,
strategizing, planning, operationalizing and implementing the preferred future state of the
organization. Leaders establish objectives, build structure, process and systems to initiate
actions, monitor progress to goals, communicate and engineer change.
3. Leading the Organization
Leading the Organization refers to you as the CEO, President, Executive Director, CXO,
manager and those you are grooming for these positions. Directors, managers and team
leaders who are fortunate to report to quality senior executives will find good models to
follow on their path to future executive leadership. If not so fortunate, find a mentor or
model who demonstrates these competencies and develop an informal or formal coaching
relationship with them.
Two competencies in this category that strategy SIM strengthens are:
• Human Resource Management
• Strategic Thinking
Human Resource Management
Making decisions that are merit based, ensure their people are appropriately selected,
developed, trained, assigned, evaluated, recognized and rewarded. Leaders take corrective
action when needed, support personnel development through assignments, formal training
and coaching.
Senior leadership of critical strategy implementation affords direct opportunities to assess
future leader development, status, progress, coaching benefits and investments in the human
resource.
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA
7. Strategic Thinking
Leaders react to crises immediately and routinely solve urgent problems. Leaders must also
consider multiple time horizons and very complex interactions. This requires thinking
strategically, which consists of adopting a systems view, focusing on intent—what are we
really trying to accomplish?, thinking across time horizons, creating and testing hypotheses,
and being intelligently opportunistic—taking advantage of current conditions.
A formal strategy implementation management process makes strategic thinking (and its
flaws) highly visible. A formal system should adopt a systems view that focuses on intent -
what we are really trying to accomplish - testing hypotheses, assessing opportunities and
threats that emerge during implementation, being “intelligently optimistic”. Informal
methods of SIM do not facilitate sufficient rigor to regularly test initiatives, goals and tasks
against strategic intent.
4. Leading Self
Competencies in this category that strategy implementation management strengthens are:
Accountability and Responsibility
Aligning and Exhibiting Values
Accountability and Responsibility:
Leaders take ownership for their areas of responsibility, are accountable to effectively
organize and prioritize tasks, and efficiently use resources. Rules, laws and guidelines that
govern accountability and responsibility allow leaders to use appropriate formal tools to
hold others accountable when situations warrant.
When SIM clearly communicates the initiatives, goals and tasks for executing the strategy,
tracks progress regularly, highlights on-track successes and failures then resolves them,
encourages constructive commentary and demonstrates the meaning of accountability,
responsibility with rewards, further development and other consequences - it defines the
meaning of leadership in the organization.
Aligning and Exhibiting Values:
Leaders embody the highest standards of the organization’s Values, can communicate their
meaning, hold peers and subordinates accountable to these organizational merits, and use
them to guide performance, conduct, and decisions—every day
Because, SIM often gives the leader face-to-face interaction with all levels of the
organization with which she may not ordinarily engage, opportunities arise to personally
demonstrate core values and personally hold others accountable for their alignment.
Leaders align personal and the organization’s core values, embody the highest standards and
communicate their meaning by demonstrating values in action and helping others to
internalize those values.
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA
8. In Closing: Strategy Implementation Management is a powerful opportunity to develop
leadership competencies
Successful strategy implementation is an organization’s top priority in its own right but there
is a high second place priority that increases success and transforms your organization into a
high performing power base: Leadership Development.
A formal strategy implementation management process (SIM) makes strategic thinking (and its
flaws) highly visible. A formal system should adopt a systems view that focuses on intent -
what are we really trying to accomplish?
Such a SIM becomes a real-life learning and coaching opportunity that uniquely gives top
management the means to gain a transparent view from the top ranks of the company to the
future leaders wherever they are on the organization chart. If the organization structure
encumbers full visibility and access to identifying, mentoring, facilitating and modeling great
leadership competencies, the importance of strategy implementation is sufficiently critical to
your future success to open your access directly one-on-one as necessary.
The senior executive owns the strategy more completely than any other manager and is one
of the few responsibilities that cut through all departments and levels directly to the top.
SIM is the opportunity to lead throughout the organization at every level.
Comments, discussions and suggestions are welcome:
415-516-8433 Pacific Time
brian@accountcaffeine.com
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA
9. ADDENDUM
Full List of Leadership Competencies
Of course, a specific strategy can singularly benefit additional leadership competencies in its
implementation. These competencies are based on those developed for various US Security
groups. Example: www.uscg.mil/leadership/resources/competencies1.pdf
I chose to use this source because the descriptions are not colored by short/medium term
organization influences or agendas as some commercial examples are.
Competencies that SIM particularly strengthens are asterisked.
Leading Others
Effective Communications*
Influencing Others*
Respect for Others and Diversity Management
Team Building*
Taking Care of People
Mentoring*
Leading Performance and Change
Customer Focus*
Management and Process Improvement*
Decision Making and Problem Solving*
Conflict Management*
Creativity and Innovation*
Vision Development and Implementation*
Leading the Organization
Stewardship
Technology Management
Financial Management
Human Resource Management*
Partnering
External Awareness
Entrepreneurship
Political Savvy
Strategic Thinking*
Leading Self
Accountability and Responsibility*
Followership
Self Awareness and Learning
Aligning Values*
Health and Well Being
Personal Conduct
Subject - Matter Expertise
Brian@accountcaffeine.com 415-516-8433
http://www.accountcaffeine.com San Francisco, CA