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Articulating
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ArticulatingArticulating
The Art of Crafting and Conveying the Leadership Team’s Intent Effectively enough to make an
impact on the performance of the organization and its members.
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?
How do we make it happen? How do we multiply ourselves through other people?
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 Still Here
LLOOKOOK
LLISTENISTENINTERNALINTERNAL EXTERNALEXTERNAL
LLEARNEARNChallenges Opportunities
3
The Strategic Leader Framework
What is Going on Here?
Learn: Analyze
04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 4
Your Subject
You
Learn: Synthesize - Filter out the Noise
04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 5
InputOutput
Synthesizer
04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 6
Learn: Reflect
• Deep – how deeply are you questioning ways of operating?
• Do we operate from our interpretation of the past, or our anticipation of the future?
• Are our assumptions today valid into the future?
Learn: Question your Assumptions
If you don’t like something, change it. If you can’t change it, change your attitude.
Maya Angelou
Use what you Learn to inform your thinking about potential future options…
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?
How do we keep making it happen? How do we ignite the souls of followers to achieve greatness beyond what anyone imagined possible?
10
We are hereNOW
Strategic Thinking
Articulating Tools
Light the WayFocused on Future (trends awareness)
Statement of Intent Provides DirectionEncourages commitment and buy-inServes to shape cultureAssets & competencies support IntentPatience
Run to DaylightFocused on Present Flexibility (fast response, tactical, action-oriented)Reduces risk of missing emerging opportunitiesGenerate healthy energyAssets & competencies drive opportunismVigilance
1104/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
Find the future… and Articulate it!
LOOKLOOK
LISTENLISTENINTERNALINTERNAL EXTERNALEXTERNAL
LEARNLEARN
The Strategic Leader FrameworkThe Strategic Leader Framework
What has to Happen Here?What has to Happen Here?
ArticulateArticulate Strategic IntentStrategic Intent
ChallengesOpportunitie
s
Effective in new Effective in new or stable or stable
environmentsenvironments
Builds on New Builds on New CompetenciesCompetencies
13Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAPLight the Way04/10/23
Ghosn Answers The Strategic Questions
What is going on Here? What Has to Happen Here?
» Simple Vision = 180What is Precious and What is Expendable?
» Break costly Traditions -
How can we Make it Happen?» Connect with people!
How do we Keep Making it Happen?» Measurement pushes you to action
04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 15
Light the WayLight the Way
“All men can see the tactics whereby I conquer, but what none can see is the strategy out of which great victory is evolved.”
- Sun-TzuChinese Military Strategist
The Statement of IntentThe Statement of Intent
Mission
Core Values
Aspiration
Priorities
The Strategic Leader Framework
Create an Actionable PlanCreate an Actionable Plan
04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 18
The Strategic Leadership Framework Leader Design Tactics
Strategic Intent Statement Components Mission
The Mission describes what you do - why the organization is in business in one sentence with no more than 3 clear, crisp, compelling concepts.
AspirationAspirations clearly & concretely defines a compelling desired future in one
sentence. What do you want to become?
Core Values/Guiding PrinciplesGuiding Principles describe what makes you unique – what the organization
stands for and how it will act in the daily flow of activity.
Priorities/InitiativesPriorities FITFIT the enterprise to it’s external environment and
FOCUS the organization and its members on what needs to be done to reach its aspiration. How will you move in the direction of your aspiration?
Mission, Aspiration and Values are fixed – Priorities/Initiatives are flexible.
The Statement of Intent describes
the Future
Light the Way!
The Central Connector to The hearts and minds of followers
Create a Cause!
2204/10/23
If you want to build a ship, don't drum up the men to gather wood, and then divide the work, and give orders.
23Antoine Marie-Roger de Saint-Exupery04/10/23
"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth."
President Kennedy, May 25, 1961
“An Apple on every desk.” Steve Jobs, 1976
Light the way
Memorable Aspirations
2404/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 25
The Takeaway 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)
04/10/23
The PrincipleThe statement of strategic intent provides a
sustaining direction and articulates the organization’s position.
How it worksIt describes who you are as an organization, what you stand for, who you want to become, and how
you will behave as you work to achieve it .
It is the Torch which Lights the Way Lights the Way for others to follow
2604/10/23Pisapia, J. (2009). The Strategic Leader. Charlotte, NC:
IAP
Assignment:Prepare a 1 page
“Statement of Strategic Intent” for your organization or the one you wish to lead, or for yourself
Consider – The strategic forces impacting your situations? What are our options?
Determine - Who are we? What do we value? How should we respond to those forces?
Decide - What are our Priorities? How are we going to implement our intent?
2704/10/23Pisapia, J. (2009). The Strategic Leader. Charlotte, NC:
IAP
When opportunity comes, it's too late to
prepare! –
Henry Ford
Run to Daylight Key Assumption
Run to Daylight by:Run to Daylight by:A properly crafted flexible plan of priorities enables leaders
and organizational members to:
seek out, create or wait for opportunities to appear that advance the priorities and then exploit them.
Pre-plan and being prepared for opportunities to arise,
Select those opportunities that are the best fit for achieving their aspirations and priorities.
Experiment with a variety of low cost probes.
Quickly follow up with initiatives that establish momentum and give the organization a sense of success.
04/10/23 29Pisapia, J. (2009). The Strategic Leader. Charlotte, NC:
IAP
You must be prepared to leap when circumstances call for it!
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