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Building Strategiesand Leading ChangeWorkbook
Contents
Orientation and Welcome
Outline Your Change and Strategy Challenges
The Solutions Focus
Good Strategy Bad Strategy
The Twenty One Leadership Strategic Framework
Defining Your Strategic Objective
Defining Your Enabling Objectives
Business Narrative Pathways
Neurological Levels
Crossing the Chasm
John Kotter’s Eight Step Model For Leading Change
The SCARF Model
Leading Strategy and Change – Your Blueprint
Ask the Expert
More Leadership Resources
My Learning Commitments
Learning Integration Plan
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29
4
Orientation and Welcome
What is the best state you could be in today?
How will you know this has been brilliantly successful for you?
One thing you could do to sabotage the experience?
5
Outline Your Change and Strategy Challenges
6
Notes
The Solutions Focus
Notice the di�erence in the state, resourcefulness and creativity of your coachee when asking the following two types of questions:
Think of a problem you’re currently experiencing and would like to solve:
Tell me about the problem…
What other related problems is this causing you?
How has it got so bad?
Whose fault is it?
Tell me all the reasons this is will be really di�cult to overcome…
Why will you keep failing over and over again?
Thinking about this issue:
On a scale of 1-10, where 10 is the Future Perfect, where are you now?
When and where does the Future Perfect happen already – even a little bit?
What’s helped you to achieve so much already?
What would take you a small step (say, one point) higher?
What would be the first tiny signs of progress?
Suppose the “problem” vanished overnight, how would you know tomorrow that the transformation has happened?
How would others know?
What would you be doing?
How will you celebrate when you’ve achieved the next step?
The Solutions Focus – Mark McKergow and Paul Z Jackson
1
2
3
4
5
6
7
8
9FUTUREPERFECT
PLATFORM
SMALL ACTIONS CO
UN
TERS
10
AFFIRM
Notes
7
8
Notes
Good Strategy Bad Strategy
The most basic idea of strategy is the application of strength against weakness. Or, if you prefer, strength applied to the most promising opportunity. The standard modern treatment of strategy has expanded this idea into a rich discussion of potential strengths, today called “advantages.” There are advantages due to being a first mover: scale, scope, network e�ects, reputation, patents, brands, and hundreds more. None of these are logically wrong, and each can be important. Yet this whole midlevel framework misses two huge incredibly important sources of natural strength:
1. Having a coherent strategy
One that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design. Most organizations of any size don’t do this. Rather, they pursue multiple objectives that are unconnected with one another or, worse, that conflict with one another.
2. The creation of new strengths through subtle shifts in viewpoint
An insightful reframing of a competitive situation can create whole new patterns of advantage and weakness. The most powerful strategies arise from such game-changing insights.
Excerpt from Good Strategy/Bad Strategy: The Di�erence and Why it Matters by Richard Rumelt
9
Remember:
It is only strategy when all elements are present.
Every element must have an impact on or be impacted by another.
Strategies require people (owners) to bring them to life.
One final key question:
What must you STOP doing in order to deliver your strategy?
The Twenty One Leadership Strategic Framework
ACTION
ACTION
ACTION
ACTION
ACTION
ACTION
ENABLINGOBJECTIVE
ENABLINGOBJECTIVE
OUTCOME(WHEN WE HAVE)
OUTCOME(WHEN WE HAVE)
ENABLINGOBJECTIVE
OUTCOME(WHEN WE HAVE)
ACTION
ACTION
ACTION
KEY STRATEGICOBJECTIVE
can include vision,mission or core purpose
10
Defining Your Strategic Objective
Defining Your Enabling Objectives
11
12
13
14
Beyond/Spiritual
Identity
Values
Beliefs
Capabilities
Behaviours
Environment
What else?
Who are you?
What’s important?
What do you believe?
What can you do?
What are you doing?
Where are you when?
Neurological Levels
15
Notes
16
SUPPORTING
THE SENIOR
TEAM
CONFIDENCE
IS WD40
SIDE
BET
THEO
RY
BUIL
DING
ORG
ANIS
ATIO
NAL
CAPA
BILI
TY
CREATING THELANDING POINT
Vision ValuesBehaviours
Develop the delivery plan
Purpose
The law of di�usion of innovation
Creating new norms
Developing operationalcultural MO’s
ProgrammereviewReset
Multiple projects with unrealistic timescales
Development supports project delivery
RECOGNITION OF SCALECHASM 1
CLARITY
OUTCOMEOF
CROSSING THEFINISHING LINE
CHASM 3
ENGAGING THE MASSESCHASM 2
MA
INTA
INFO
CU
SG
ATHER
ING
MO
MEN
TUM
Crossing the Chasm© 2017 TwentyOne Leadership
What would you do to avoidthe three big chasms?
What are the key lessons in thismodel for you or the University?
What would you add tomake this model even better?
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John Kotter’s Eight Step Model For Leading Change
ESTABLISHING A SENSE OF URGENCY 1 CREATING
THE CHANGE TEAM 2 DEVELOPING
A VISION AND STRATEGY 3 COMMUNICATING
THE CHANGEVISION4
EMPOWERING BROAD-BASED ACTION5 GENERATING
SHORT-TERMWINS6
CONSOLIDATINGGAINS AND PRODUCING MORE CHANGE7 ANCHORING NEW
APPROACHES IN THE CULTURE8
Notes
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StatusCertaintyAutonomyRelatednessFairness
AWAYfrom
ThreatResponse
RewardResponse
©David Rock
TOWARD
The SCARF ModelCredit to David Rock www.davidrock.net and edbatista.com
Notes
21
Status
Status is about relative importance, 'pecking order' and seniority. Two key aspects of our brain's perception of status are:
how easily a threat response can be triggered by such conventional workplace practices as performance reviews and "feedback" conversation.
the fact that threat and reward responses related to changes in status can be triggered "even when the stakes are meaningless," as Rock writes in strategy + business. These dynamics imply not only that extreme care must be taken to conduct reviews and provide feedback but attention must also be paid to all the little, everyday ways in which interpersonal status can be built up and torn down.
Certainty
When we're acting with su�cient certainty, our brain senses patterns, successfully predicts next steps, and operates much more e�ciently. But when we lack certainty and can't predict what will happen next, "the brain must use dramatically more resources, involving the more energy-intensive prefrontal cortex, to process moment-to-moment experience," as Rock writes in "SCARF..."
That said, it's useful to distinguish mild uncertainty from excessive uncertainty. The former triggers a mild threat response, generating just enough adrenalin and dopamine "to spark curiosity and energize people to solve problems”, Rock writes in strategy+business. However, he continues, "when perceived uncertainty gets out of hand, people panic and make bad decisions."
Autonomy
Our perception of our ability to exert control over our environment has a substantial e�ect on our response to stress factors in our life. When we feel more autonomous, we're much more resistant to stress and when we feel less autonomous, we can perceive the same set of circumstances as much more stressful.
Two aspects of autonomy worth noting are:
autonomy and certainty are intertwined-more autonomy yields a greater sense of certainty about the future.
similar to status, "even a subtle perception of autonomy can help," Rock writes in SCARF... suggesting that even where autonomy is substantially limited by organizational constraints, meaningful perceptions of autonomy can be generated by small gestures.
Relatedness
"In the brain," Rock writes in strategy+business, "the ability to feel trust and empathy about others is shaped by whether they are perceived to be part of the same social group... When [a] new person is perceived as di�erent, the information travels along neural pathways that are associated with uncomfortable feelings (di�erent from the neural pathways triggered by people who are perceived as similar to oneself.)... Once people begin to make a stronger social connection, their brains begin to secrete a hormone called oxytocin in one another's presence. This chemical, which has been linked with a�ection, maternal behavior, sexual arousal and generosity, disarms the threat response and further activates the neural networks that permit us to perceive someone as 'just like us.’ ”
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2.1.
2.
Notes
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So in an interpersonal setting it's important to interact in ways that will surface points of similarity, strengthen social connections and increase a sense of relatedness. From a neuroscientific perspective, this process generates oxytocin, allows our brains to classify the other person as "friend" rather than "foe," and contributes to feelings of trust and empathy. Of course, this begs the question of how to address dimensions of diversity. I'm certainly not suggesting that such di�erences be ignored, but Rock's theory (and my empirical experience with a wide range of clients and students) implies that di�erences are much more e�ectively addressed only after a sense of relatedness has been established.
Fairness
"The perception that an event has been unfair," Rock writes in strategy+business, "generates a strong response in the [brain], stirring hostility and undermining trust... In organizations, the perception of unfairness creates an environment in which trust and collaboration cannot flourish." Rock notes in his "SCARF..." paper that "unfair exchanges generate a strong threat response [that] sometimes includes activation of the insular, a part of the brain involved in intense emotions such as disgust... People who perceive others as unfair don't feel empathy for their pain, and in some instances, will feel rewarded when unfair others are punished."
23
Leading Strategy and Change – Your Blueprint
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Ask the Expert
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More Leadership Resources
Great books
Good Strategy Bad Strategy Richard Rumelt
Leading ChangeJohn P. Kotter
Strategic Analysis: A Creative and Cultural Industries Perspective (Mastering Management in the Creative and Cultural Industries) Dr Jonathan Gander
Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long David Rock
The Solutions FocusMark McKergow and Paul Z. Jackson
The AdvantagePatrick Lencioni
A Coach's Guide to Developing Exemplary Leaders: Making the Most of the Leadership Challenge and the Leadership Practices Inventory Jim Kouzes and Barry Posner
Notes
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Action Benefits Timescale
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My Learning Commitments
My 3 Key Insights from today
My actions as a result of today
Please make sure you arrange a conversation with your line manager within 5 days of attending the workshop.
Learning Integration Plan
www.twentyoneleadership.com© 2017 TwentyOne Leadership
Reminders: My most significant learning points
3. The Solutions
1. Opportunities for Growth
What I’m going to do The things that could get in the wayThe impact it will have
2. Potential Barriers
What When will it happen? Where will I be?
Who I’ll call upon for support
4. My Support Network
Who The help I’m requesting
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The 66 Day Strategy1 Schedule the opportunities Mark when the “barriers” could get in the way2
WK 6 Date: WK 7 Date: WK 8 Date: WK 9 Date: WK 10 Date:
WK 1 Date: WK 2 Date: WK 3 Date: WK 4 Date: WK 5 Date:
CONGRATULATIONS!
You have created a series of newHabits and Leadership Practices.
Now keep going with the next setof changes.
Learning Integration Plan
www.twentyoneleadership.com© 2017 TwentyOne Leadership
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