Aligning

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

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Aligning

Connecting Intent to Hearts and Minds

What is going on here? Do we need to think differently to understand what the environment is telling us? - Anticipating

What has to happen here? How do we position ourselves and/or our organization/team to take advantage of opportunities? - Articulating

How do we make it happen? How do we multiply ourselves through other people? - Aligning

How do we keep making it happen? How do we ignite the souls of followers to achieve greatness beyond what anyone imagined possible? 2

We are hereNOW


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Leaders must be able to Maneuver to Move the Organization’s Intent into Practice.


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It is dependent on It is dependent on people embracing and people embracing and acting on the SOIacting on the SOI

Your ability to Your ability to execute is not execute is not dependent on dependent on technical tools. technical tools.

The Strategic Leader Framework

SL Principle -Build a big Tent and Fill it

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 5

http://www.google.com/imgres?imgurl=http://www.aviantpartyrentals.com/images/white_tent.jpg&imgrefurl=http://www.aviantpartyrentals.com/TablesChairsTents.html&h=700&w=1020&sz=134&tbnid=5kCYpY2bl_dliM::&tbnh=103&tbnw=150&prev=/images?q=pictures+of+tents&usg=__QLCZQu2260PPtf3NTHdUx8mmIMs=&ei=oVXmSaWVEYOltgfx5OyXAg&sa=X&oi=image_result&resnum=4&ct=image


What are the Elements of a BIG Tent?


Element #1 WZOA

A wide Zone of Acceptance


2 3111

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Legend: 1 = Acceptance, 2 = Groan Zone, 3 = Resistance

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Element #2 Trust

A Trusting Environment


The Trust PrincipleWhen everything lines up, there are no contradictions to cause

disagreement.

How it worksWhen a person receives a communication from you, one of the things they do is assess whether they can trust you and trust your message.

They do this by comparing it with other things you have said and done. If all of these agree (that is, they align) then they will be likely to trust you fully. On the other hand, the more you or your message are unaligned, the less they will trust you.

The Elephant in the RoomThe Elephant in the Room

What do Followers want in a Leader?


• These four were the top four in 1987 and again in 1995. In 1987 competence was 3 and inspiring was 4. Kouzes and Posner

Trust - “Can I trust this leader?” (88%)

Sense of Direction - “Does s/he know where s/he is going?” (75%)

Inspirational - Energy/Enthusiasm “Is s/he excited about the journey?” (68%)

Competence “Does s/he know what s/he is doing?”

Why is Trust The Elephant in the Room Why is Trust The Elephant in the Room ?


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John Kotter says, “When trust is present, you will usually be able to create teamwork. When it is missing, you won’t.” (2002, p. 61)

Peter Drucker's adds, “organizations can either force compliance or build commitment. Commitment cannot exist without trust. Workers must be committed, and organizations’ must foster trust to gain commitment.”

Tom Peters speaks of trust as the “single most important contribution to the maintenance of human relationships. . . it can be the difference between success and failure.”


A Takeaway

“A man without a smiling face must not

open a shop.” —Chinese Proverb

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The Leader’s Aligning Task


And, just how do I do this in real life?

ARTISTRY

ALIGNING

ASSURING

HIGH PERFORMANCE

The Strategic Leader Framework:

The Strategic Execution Protocol

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The Takeaway - Leaders use the habits of Artistry, Aligning, and Assuring to build Social Capital and a high performing organization. Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

Artistry drives the Strategic Execution process.

Artistry Enables Strategic Maneuvering SL is not a style.

It is a way of thinking and a set of observable actions that enable SLers to (a) interpret changes in internal and external environments, (b) Develop a Shared Reality and Shared Direction, (c) MOBILIZE around common mission and aspiration, and (d) INSPIRE others by their actions.

• Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 16


Strategic Execution - Core Competency

Artistry

Artistry is the ability to apply an integrated set of leader actions that enable leaders to adapt their actions to different circumstances and conditions.

TRANSFORMING

Eth I c A l

POLITICAL

MANAGINGPisapia, J. (2009). The Strategic Leader.

Charlotte, NC: IAP 18

Artistry

Strategic Leader Actions: Theoretical/Empirical

Leadership

Bartering

Bridging

Bonding

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BondingARTISTRY

Bridging

Bartering

Transforming

Managing


The Driver of the Strategic Execution Protocol


The Strategic Leader Framework: Maneuvering Tactics

triggers and Actions that foster ManagingTactic Triggering Devices Leader Actions from SLQ

Managing Frame sustaining change,

Standard setting,

Coordinate people & work,

Monitoring

Organizing

Allocations

Holds us accountable for resultsEvaluates individual performanceSets time lines for our workProvides structure for my workSpecifies team goalsSpecifies individual goalsPisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

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The Strategic Leader Framework: Maneuvering Tactics triggers and Actions that foster Transforming

Tactic Triggering Devices Leader Actions from SLQ

Transforming Frame Breaking Change

Visioning

Empowering,

Mentoring

Learning

Conversations

Helps us develop a shared visionPromotes conversations with us about the future and our ability to meet it,Works to create a shared vision,Promotes our commitment to our organization's long-term goals,Helps us to enhance our professional learning as a group,Aides us in shaping ideas,Helps us to enhance our professional learning as individuals,Helps us to visualize future possibilities.Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 21

The Strategic Leader Framework: Maneuvering

Tactics that Connect the Statement of Intent to the Heart and Minds of Followers.


The Strategic Leader Framework: Maneuvering Tactics triggers and Actions that foster Bonding

Tactic Triggering Devices Leader Actions from SLQ

Bonding Mutual obligations,

Trust, Respect,

Shared Interests,

Shared values

Story

Active Listening

Is honest with usDoes the right thingCan be trusted to do the right thingHelps us try to keep promisesRespects our PrivacyMakes decisions by following policyEnsures procedures are followedStands firm on decision based on principle



Active Listening


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Active listening focuses entirely on the speaker's content and nonverbal clues. and then reflects back to the person what has been heard. Three skills:

Reflecting Content - understanding the meaning of the message by elaborating, clarifying, and reframing responses to clear up confusion or create common understandings.

Reflecting Feeling - Listening sensitively to expressed and unexpressed feelings, in order to create a sense of trust between the speaker and the listener.

Summarizing - Pulling ideas together and restating suggestions after discussion, then sending up trial balloons to see if nearing conclusion or agreement has been reached. Summarize what you think the other person has been saying and obtain his or her reaction periodically during the communication episode.

©John Pisapia06 25

Story Telling “The artful creation and articulation

of stories …[help] individuals to think and feel about who they are, where they come from, and where they are headed….”

Howard Gardner: Leading Minds.

The story is a prime method leaders use to convince other people of certain viewpoints or visions.

Stories are used to:


Framing a StoryFraming a StoryThe way a leader uses story to frame a planned The way a leader uses story to frame a planned

change influences whether followers to see only change influences whether followers to see only constraints and roadblocksconstraints and roadblocks, or , or opportunities and opportunities and potential success. potential success.

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP27

Adapted from Steve Denning 2006


Tips To Using Stories

Use images and word pictures

Use examples people can relate to

Refer to traditional values

Appeal to common beliefs

Know your audience

Use repetition

Be positive and hopeful

Speak with passion and emotion

Show personal conviction

Kouzes & Posner


The Takeaway

The ROI of Storytelling“They (stories) reinforce within followers

notions of who they are, where they came from, how they got to this particular place, and who and what they will leave behind. They remind followers of the values they share. They inspire followers to commit and recommit to a common journey.”

• Pisapia (2009

Emotional and Social Intelligence

• Under construction • Under Construction


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Tactics that Connect the Statement of Intent with the Heart and Minds of Followers



Triggers and Actions that foster BridgingTactic Triggering

DeviceLeader Actions fro SLQ

Bridging Alliances

Social Influence

Develops alliances with people from outside of the organizationMaintains alliances with people of power and influenceStrengthens his/her position by gaining the allegiance of others inside the organizationUses influence to advance his/her agendaHas access to people who have influence over getting things done.Associates him/herself with individuals who have influence.Allocates resources to influence his/her purposes


Commitment

Reciprocation

Social Proof

Authority

Scarcity Liking

Robert Cialdini


Social Influence


The Principles of Persuasion

http://www.youtube.com/watch?v=-t86XZtXQf4&feature=related


Tactics that Connect the Statement of Intent to the Heart and Minds of Followers.


The Strategic Leader Framework: Maneuvering Tactics Triggers and Actions taken that Foster Bartering

Tactic Triggering Device Leader Actions from SLQ

Bartering Motivational Triggers

Persuading

Willing to barter to make dealsGives something in exchange for helpGives rewards when s/he is helpedPromises rewards to get what s/he wantsCompromises to craft agreements


The person who influences me most is not one who does great deeds but s/he who makes me feel I can do great deeds…

• Mary Parker Follett (1918)


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Motivating


Theory Expectancy Goal Equity

Motivator Anticipation of receiving a reward

Intention of achieving the goal

Achieve equity or reduce an inequity

Step 1 Can I do it? What is the Nature of the goal?

How much am I investing in the job?

Step 2 Will I be Rewarded?

How Committed am I to the Goal?

Am I satisfied or gratified by the work?

Step 3 Do I value the Reward?

Vroom Locke

Is an inequity present? Is my effort equal to others? Adams


Cognitive Steps in Expectancy, Goal, and Equity Theory

• Dan Pink The Role of Carrot and Sticks


Drawing on four decades of scientific research on human motivation, Pink demonstrates that while carrots and sticks worked successfully in the twentieth century, that’s precisely the wrong way to motivate people for today’s challenges.

http://abcnews.go.com/Business/video/debating-merits-carrot-stick-9869588

Motivating

The Takeaway


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Influence Actions used to Persuade Others

The ability to affect another’s behavior and decisions through formal means.

Legitimate

Coercive

• French and Raven

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP40


Leading with InfluenceLeading with InfluenceThe ability to affect another’s behavior and decisions

through informal means without recourse to Power or AuthorityReward Referent

ExpertFrench and Raven

Connective Information


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The Key Question: What do you want to achieve?

Compliance (Yukl 1991), means that the target is willing to do what the agent asks but is apathetic rather than enthusiastic about it and will make only a minimal effort. The agent has influenced the target person’s behavior but not the person’s attitudes.

Commitment means that the target believes that what is being asked is correct and is enthusiastic and will make maximum effort.

Resistance means that the target actively opposes proposals or requests, and makes active efforts to avoid or block mandate.



The Relationship between Power Source and OutcomesSource Type of Outcome

Commitment Compliance Resistance

Referent LikelyLikely Possible Possible

Expert LikelyLikely Possible Possible

Legitimate Possible LikelyLikely Possible

Reward Possible LikelyLikely Possible

Coercive Unlikely Possible LikelyLikely


The Real Takeaway

“SLers change the atmosphere by bringing a

philosophy, a system, and a way of doing things that leads to sustained, not

scattered success..”44


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What does the Research Show?Findings from the SLQ

School Principals, College Deans, and Hospital Managers who were able to use all five actions were more effective than those who were not able to use all actions, (Reyes-Guerra, 2009; Yasin, 2006,

UĞurluoĞlu & Çelik, 2009) Mandated policies and programs were not effectively implemented when leaders did not use management authority in tandem with the other 4 actions.Free choice policies and programs were effectively implemented with Transforming, Bonding, Bartering, and Bridging actions.

What does the Research Show?Findings from the SLQ Cont’d

Transforming, Bartering and Bonding actions were associated with more cohesive culture in schools. (Urdegar, 2007; Reyes-Guerra, 2009)

As the leader felt the complexity of the context increasing they used more Political and Transforming actions (UĞurluoĞlu & Çelik, 2009) SLQ appears free of gender bias; but influenced by education level, disciplines studied and tenure in position. (Reyes-Guerra, 2009)


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OK - Back to Work

Assignment:Class Study Project

•Conduct a small research project (5 respondents) using the Strategic Leadership Questionnaire (SLQ).

4904/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP

Documents

Aligning