Leading_the_Revolution_and_Competing_for_the_Future

8/7/2019 Leading_the_Revolution_and_Competing_for_the_Future

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Leading the Revolution

Table of contents

Leading the

Revolution

Making Strategic

Innovation and Growt h

a Core Competency in

Your Organization

Section 1: Satellite Program Materials

What you will learn

How to get the most from this seminar

Pre-presentation activities

During this program

Post-presentation activities

Introduction

The Age of Progress is dead

Your business strategy may be dead

Reinvent your business concept

Gary's Tuna Can Model

Design elements of a business model

Build a culture that nurtures innovation

Question & answer session

Wrap up

Post-presentation self-check

Self-check answer key

Section 2: Leadership Assessment Instrument

About the Leadership Assessment Instrument

Leadership Self-Assessment

Leadership Self-Assessment answer sheet

Individual Development Planning: Leadership Competencies

Section 3: Leadership Development Guide

Developing the Competency of Conceptual Thinking: The

Innovation Component

Developing the Competency of Conceptual Thinking: The Big-Picture Thinking Component

Section 4: Forms

Question sheet

Participant evaluation form

2

3

3

3

5

5

7

8

9

11

12

13

15

20

20

21

23

26

27

29

33

34

35

36

40

43

44

45


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SECTION 1

Satellite Program Materials


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What you will learn

By participating in this satellite presentation with Gary Hamel, you will be able to:

examine the futility of holding on to worn-out means of growth,

recognize signs of a dying strategic business concept,

become acquainted with the steps for promoting innovation and recognizing

competencies and growth opportunities, and

respond to the challenge of becoming a seer, a heretic, an activist, and a builder

of capability.

How to get the most from this seminar

Pre-presentation activities

Read books authored or edited by Gary Hamel:

A lliance Advantage: The Art of Creating Value Through Partnering by YvesL. Doz and Gary Hamel, Harvard Business School Press, 1998.

Com petence-Based Competition (The Strategic M anagement) edited by GaryHamel, John Wiley and Sons, 1994.

Com peting For the Future by Gary Hamel and C. K. Prahalad, Harvard

Business School Press, 1996.

Strategic Flexibility: Managing in a Turbulent Environm ent (Strategic

Management Series) by Gary Hamel, John Wiley and Sons, 1998.


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In your own words, define these terms:

Innovation

____________________________________________________________________

____________________________________________________________________

Strategic Thinking

____________________________________________________________________

____________________________________________________________________

Business Concept

____________________________________________________________________

____________________________________________________________________

Core Competencies

____________________________________________________________________

____________________________________________________________________

Complete the Leadership Assessment Instrument (LAI) which appears in Section

2 beginning on page 29. The LAI was researched and developed by Linkage Inc., in

partnership with Dr. Warren Bennis. It focuses on the five personal characteristics,

or competencies, essential to effective leadership and on the five skills with which

leaders put these competencies into practice. Knowing your strengths and

opportunities for development may help make todays presentation particularly

relevant.


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During this program

Participate!Participate! Actively follow along by using these Participant Materials for your

notes.

When prompted by Gary Hamel, jot down his challenging questions and take a

moment to reply.

Submit questions to be addressed by Gary Hamel during the question and answer

session. Gary will respond to questions in the latter third of the program. To submit

questions, complete either the fax form found on page 44, or call in when prompted

during the program.

Post-presentation activities

Complete and submit the participant evaluation form found at the back of theseParticipant Materials.

Complete and self-score the post-presentation self-check provided on page 21.

Reread these Participant Materials and review your notes. Respond to any

questions posed by Gary Hamel that you did not complete previously. Discuss your

responses with colleagues who also participated in the program.

If you havent already done so, read books authored or edited by Gary Hamel.They include:

A lliance Advantage: The Art of Creating Value Through Partnering by Yves

L. Doz and Gary Hamel, Harvard Business School Press, 1998.

Com petence-Based Competition (The S trategic M anagement) edited by GaryHamel, John Wiley and Sons, 1994.

Com peting For the Future by Gary Hamel and C. K. Prahalad, Harvard

Business School Press, 1996.

Strategic Flexibility: Managing in a Turbulent Environm ent (Strategic

Management Series) by Gary Hamel, John Wiley and Sons, 1998.

Read selections from the following suggested reading list:

Innovation Explosion by James Brian Quinn, et. al., Jossey-Bass, 1997.

Organizing G enius by Warren Bennis and Patricia W ard Biederman, Addison

Wesley Publishing, 1997.

Vision: How Leaders Develop It, Share It, and Sustain It by Joseph V.

Quigley, McGraw-Hill, 1995.

W ellsprings of Know ledge by Dorothy Leonard, Harvard Business School,

1998.


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Post-presentation activities continued

Reflect on the following questions and respond in the spaces provided:

During the program, Gary Hamel challenged participants to be seers andheretics.

1. What behaviors do seers exhibit? How can you nurture these tendencies in

your workplace?

__________________________________________________________________

__________________________________________________________________

2. What behaviors do heretics exhibit? How can you nurture these tendencies in

your workplace? The term heretic often has a negative stigma associated with

it. Are you comfortable with acquiring the heretic label? Now that you have

heard Gary place it in a favorable context, how might you make yourself more

comfortable in becoming one?

__________________________________________________________________

__________________________________________________________________

Examine the suggested activities excerpted from the Leadership DevelopmentGuide and provided in Section 3 beginning on page 35. These activities were

researched and developed by Linkage Inc. in partnership with Dr. Warren Bennis.

Select those development opportunities and/ or resources that interest you, best

meet your development needs and are consistent with any constraints (such as time

or finances) you may have.


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I believe that the future is

created not by prophets,

but by heretics.

Gary Hamel,

excerpted from an interview

with Amazon.com

Introduction

In the new economy, the companies that create new wealth are truly revolutionaries: they

upend long-held industry conventions, they fearlessly challenge the old guard, and they

amaze their customers with products and services that could scarcely have been imagined a

few years earlier. Today Gary Hamel presents a clear action plan for individuals intent on

making their organizations industry revolutionaries.

During todays program,Leading the Revolution: M aking Strategic Innovation and G rowth

a Core Competency in Y our Organization, you will:

examine the futility of holding on to worn-out means of growth,

recognize signs of a dying strategic business concept,

become acquainted with the steps for promoting innovation and recognizing

competencies and growth opportunities, and

respond to the challenge of becoming a seer, a heretic, an activist, and a builderof capability.

As the show begins, turn to the next page, entitled The Age of Progress is dead.


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The Age of Progress is dead

Get your company off the restructuring and re-engineering treadmill

and onto the elusive path of corporate revitalization.

Organizations have relied on numerous means for ensuring growth. Until now, the tactics of

budget cuts, streamlining, quality control, re-engineering, and mergers and acquisitions have

enabled organizations to grow and prosper. However, rapid technological advancements,

global competition, and other factors have forced a change in the business mindset.

No longer can organizations rely on size, expansive product and service offerings, or even

stock price to ensure long term market presence. Take, for example, Bill Gates of Microsoft.

He recently stated, At Microsoft were always two years away from failure. His statementacknowledges that despite Microsofts success and its prevalent position in the software

industry, the business environment is so fast-paced that Microsoft cannot risk becoming

complacent. It m ust strive to retain its industry revolutionary mindset.

Indeed, organizations must adopt a revolutionary mindset. However, Gary Hamel points

out that while organizations have a culture, it is the people within those organizations that

enable it to become an industry revolutionary. And the leaders within the organization must

resist the temptation of being maintenance engineers who focus on maintaining the status

quo. Instead, they must adopt the industry revolutionary mindset, be leery of complacency

and ineffective strategic business concepts, and establish and nurture innovation.

Business leaders need to be more than "maintenance engineers," worrying only

about budget cutt ing, streamlining, re-engineering, and other old tactics.


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Your business strategy may be dead

Establish a truly stretching strategic intent and mobilize the entire organization in

it s pursuit , discover ways of leveraging resources that wi ll enable the company to

attain heroic goals despit e resource constraints.

Now that many organizations have re-engineered, worked through an acquisition or merger

or streamlined, some organizations leaders are pleased to report their strategic plans are on-target. But is that really the case? One of the first steps of becoming and sustaining an

industry revolutionary is to be brutally honest about strategy decay; not only within your

own organization but within industry giants.

Consider these facts:

Re-engineering has done its job so there is little fat left to cut from many organizations.

We are in merger and acquisition frenzy, yet there is no significant correlation between

an organizations size and its profitability.

Many corporations are using cash surpluses to buy-back their stock, but does that bring

about growth and stability?

Many organizations report their business strategies are similar to those embraced by

their competitors. Therefore, few are taking the lead in becoming industry

revolutionaries. Instead, they are content in keeping up with the Joneses.

In the last seven years, there has been a decline in this number of S&P500 companies

that have out performed the index. In other words, there is a smaller pool of wealth

creators.


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Leading the Revolution 1

A review of what we've learned

Technological advancements, increased competition, and ever-accelerating change

resulted in the need for organizations to be nimble, responsive, visionary, and

revolutionary.

Incumbency and size in the marketplace does not ensure an organizations growth and

profitability.

Re-engineering, mergers and acquisitions, and other traditional means of cutting costs

and increasing profitability no longer offer a strategic advantage. Instead, organizations

and their leaders must adopt a revolutionary mindset.

Key to becoming an industry revolutionary is to first be honest about strategic decay. Is

your organizations strategic business concept effective and on-target or is it succumbingto decay?


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Reinvent your business concept

Develop the industry foresight necessary to proactively shape industry evolut ion.

Extend the boundaries of corporate imagination and revitalize the process of new

business creation.

Gary Hamel uses an analogy of five cans stacked on one another to describe how an

organization and its leaders must be aligned to promote innovation and strategic vision.

Most often, the truly revolutionary product is not the brainchild of a CEO or other corporate

officer. Instead, it is the result of employees:

sensitivity to customers changing needs and expectations,

understanding of competitors products/ services and reputat ion,

insights and intuition, and

persistence in getting management to listen and act upon their ideas.

With this in mind, it is critical for organizations to promote innovation by creating a culture

that welcomes ideas and suggestions without creating stifling political protocols.

Turn the page and take notes while Gary describes the model in greater detail.


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Gary's Tuna Can Model

Directions: As Gary names and describes each layer within the tuna can model, label the

cans. Use the space below the model for your notes.

Notes:

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

______________ Model

______________ Model

______________ Model

______________ Model

______________ Model


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Design elements of a business model

Reinventing an organizations business concept enta ils assessing its strengths, process,

customer base, and operational network. During the presentation, Gary takes a few minutes

to discuss the design elements of a business model. The following graphic illustrates the

interdependencies of the design elements.

Core competenciesCore competencies

Strategic assetsStrategic assets

Core processesCore processes

Resource Base

Business missionBusiness mission

Product/market scopeProduct/market scope

Basis for differentiationBasis for differentiation

Core StrategyCore Strategy

SuppliersSuppliers

PartnersPartners

CoalitionsCoalitions

Value NetworkValue Network

Fulfillment & SupportFulfillment & Support

Information & InsightInformation & Insight

Relationship DynamicsRelationship Dynamics

Customer InterfaceCustomer Interface

ConfigurationConfiguration

BoundariesBoundaries BenefitsBenefits

ProfitProfit

BoostersBoosters

PreemptionPreemption

Choke pointsChoke points

Customer lock-inCustomer lock-in

ScaleScale

FocusFocus

LeverageLeverage

Portfolio breadthPortfolio breadth

AgilityAgility

Lower break-evenLower break-even

Network economiesNetwork economies

Positive feedbackPositive feedback

Learning curvesLearning curves

Increasing

Returns

Strategic

Economies

Competitor

Lock-Out

Strategic

Flexibility

1999, Gary Hame

Notes:

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________


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A review of what weve learned

The ideas for many revolutionary products and services have come from front-line

employees. Fortunately, their organizations leaders nurture environments in which

ideas flourish and are taken seriously.

An organizational culture can either promote or inhibit creativity. It is the responsibility

of leadership to ensure that the mental model expects and rewards innovation.

Additionally, leadership must ensure that the political model supports the surfacing of

revolutionary ideas, opinions, and suggestions. If the mental and political models are in

direct alignment with the business, profit, and operational models, an organization risksstifling complacency. Ideally, as illustrated in Garys Tuna Can Model, the mental

and political models should be out of alignment, yet supported by the business, profit,

and operational models. This allows for visionary planning, innovative thinking, and

creativity.

To reinvent your organizations business concept, you m ust consider the design

elements of a business model. This entails examining your resource base and core

strategy and their relationships with your value network and customer interface.

The goal is not to become either an innovative strategist or an industry revolutionary.

Instead, strive to be both; an innovative, strategically-focused, industry revolutionary.


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Build a culture that nurtures innovation

Extend the boundaries of corporate imagination and revitalize the process of new

business creation

So just how does one support his or her organizations efforts to build and nurture strategic

innovation? Gary suggests becoming:

a seer,

a heretic,

an activist, and

a builder of capability.

Just what does each of these labels entail? Lets examine them in more deta il.

Be a seer

Directions: As Gary describes the attributes of a seer, use the space provided for notes.

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

1. Become a novelty addict.

2. Search for under-appreciated trends.

3. Find transcendent themes.

4. Reason through a chain of consequences.

5. Consider the interaction of trends.

6. Dig deeper.

7. Look for historys recurring patterns. _______________________________

_______________________________


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Be a heretic

Directions: As Gary describes the attributes of a heretic, use the space provided for

notes.

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

1. Cultivate your contrarian tendencies.

2. Never stop asking "why."

3. Celebrate the stupid.

4. Go to extremes.

5. Find the "and."

6. Separate form and function.

7. Dare to be wrong. _______________________________

_______________________________


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Be an activist

Directions: As Gary describes the attributes of an activist, use the space provided for

notes.

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

1. Build an ideology.

2. Write a manifesto.

3. Create a community.

4. Find a "translator."

5. Bootleg resources.

6. Take advantage of every platform.

7. Make it real. _______________________________

_______________________________


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Be a builder of capability

Directions: As Gary describes the attributes of a builder of capability, use the space

provided for notes.

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

_______________________________

1. Reset aspirations.

2. Work for a cause; not a business.

3. Hear new voices.

4. Create an internal market for ideas.

5. Create an internal market for capital.

6. Create an internal market for talent.

7. "De-risk" unfamiliar opportunities. _______________________________

_______________________________


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A review of what weve learned

Building and nurturing strategic innovation requires taking on a different mindset. An

effective leader is a seer, a heretic, an activist, and a builder of capability.

Seers train themselves to be sensitive to novelty, trends, them es, recurring patterns in

history, and issues and opportunities that lie just below the surface.

Heretics dare to challenge the status quo by continually questioning why and why not,

taking on complacency and mediocrity, and daring to be wrong.

Activists build on an ideology to create a community, secure resources and support, andmake a vision or dream real. They are prone to taking advantage of every platform as an

opportunity to move their ideas forward.

Builders of capability are visionary leaders because they reset aspirations, work toward

worthy causes that outlive a business, reach out and listen to new voices, and create an

internal market that flourishes on ideas, capital, and talent. They have a knack for trying

new ideas while minimizing their associated risks.


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Question and answer session

If participating in the live presentation of this program, call in, fax, or e-mail your question

to Gary Hamel using the question sheet on page 44.

If you are taking part in an encore presentation of this program, share your questions with

the seminar coordinator and your colleagues.

Wrap up

In todays session, the following topics were addressed.

The futility of holding on to worn-out means of growth,

Signs of a dying strategic business concept,

Steps for promoting innovation and recognizing competencies and growth

opportunities, and

The challenge of becoming a seer, a heretic, an activist, and a builder of

capability.

Continue the learning

Turn to the end of these materials. Complete the participant evaluation form and

give it to your Site Coordinator.

Your feedback is valuable in ensuring the integrity of this and future programs. We

take pride in providing relevant, thought-provoking, and enlightening programs.

But we rely on you to help us make it happen!

Turn to page 21 and test your comprehension of the key points covered by Gary

Hamel. An answer key follows the quiz.

To further reinforce your understanding of todays content, as well as hone otheraspects of your leadership skills, complete the suggested post-presentation activities

on pages 5 and 6.


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Post-presentation self-check

Curious how well youve mastered the content from todays program? Take a few minutes

to complete this self-check. An answer key follows (page 23), but dont cop out and peek

before making an earnest attempt to complete the self-check on your own!

Part 1

Directions: Complete the following true/ false items.

1. ___ As the merger and acquisition trends wind down, the newly emerging trendfor maximizing profitability is streamlining.

2. ___ The correlation between organization size and profitability is statisticallysignificant.

3. ___ Within industry groups, the business strategies of its leaders are remarkably

similar.

4. ___ Front-line employees, particularly those with customer service roles, are an

excellent resource for identifying changes in customers needs, expectations,

and wants.

5. ___ An organizations leadership often becomes a barrier to recognizing and

acting upon ideas generated within the organization.

6. ___ When considering a new business model, an organization must have an

understanding of its core competencies, strategic assets, and core processes.

(Hint: Refer to the Design elements of a business model graphic found onpage 13.)

7. ___ Elements of a core strategy are the organizations business mission,

product/ market scope, and its processes for ensuring customer satisfaction.

(Hint: Refer to the Design elements of a business model graphic found on

page 13.)

8. ___ Sometimes overlooked when considering a new business model is an

organizations value network comprised of suppliers, partners, andcoalitions. (Hint: Refer to the Design elements of a business model

graphic found on page 13.)

9. ___ An organizations political and mental models can either promote or

squelch innovation.

10. ___ Revolutionary products, services, and packaging are a fluke. Organizations

cannot create and maintain an industry revolutionary environment.


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Post-presentation self-check continued

Part 2

Directions:For each attribute suggested by Gary Hamel during the program, identify aminimum of two specific actions associated with that attribute. Hint: Refer to your

notes on pages 15-18.

11. Be a seer. _____________________________________________________

_____________________________________________________

12. Be a heretic. _____________________________________________________

_____________________________________________________

13. Be an activist. _____________________________________________________

_____________________________________________________

14. Be a builder of

capability.

_____________________________________________________

_____________________________________________________

Part 3

Directions:Considering the four qualities (seer, heretic, activist, builder of capability)Gary Hamel challenges us to develop, which are you most comfortable in acquiring

and nurturing? What about that quality appeals to you? What definitive steps will you

take to incorporate those attributes in your daily routine?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________


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Self-check answer key

Part 1

Directions: Complete the following true/ false items.

1. F As the merger and acquisition trends wind down, the newly emerging trend

for maximizing profitability is streamlining.

2. F The correlation between organization size and profitability is statistically

significant.

3. T Within industry groups, the business strategies of its leaders are remarkably

similar.

4. T Front-line employees, particularly those with customer service roles, are an

excellent resource for identifying changes in customers needs, expectations,

and wants.

5. T An organizations leadership often becomes a barrier to recognizing and

acting upon ideas generated within the organization.

6. T When considering a new business model, an organization must have an

understanding of its core competencies, strategic assets, and core processes.

(Hint: Refer to the Design elements of a business model graphic found on

page 13.)

7. F Elements of a core strategy are the organizations business mission,

product/ market scope, and its processes for ensuring customer satisfaction.(Hint: Refer to the Design elements of a business model graphic found on

page 13.)

8. T Sometimes overlooked when considering a new business model is an

organizations value network comprised of suppliers, partners, and

coalitions. (Hint: Refer to the Design elements of a business model

graphic found on page 13.)

9. T An organizations political and mental models can either promote or

squelch innovation.

10. F Revolutionary products, services, and packaging are a fluke. Organizations

cannot create and maintain an industry revolutionary environment.


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Self-check answer key continued

Part 2

Directions: For each attribute suggested by Gary Hamel during the program, identify aminimum of two specific actions associated with that attribute. Hint: Refer to your

notes on pages 15-18.

Answers will vary, but should include at least two from each list.

11. Be a seer. Become a novelty addict.

Search for under-appreciated trends.

Find transcendent themes.

Reason through a chain of consequences. Consider the interaction of trends.

Dig deeper.

Look for historys recurring patterns

12. Be a heretic. Cultivate your contrarian tendencies.

Never stop asking why.

Celebrate the stupid.

Go to extremes.

Find the and.

Separate form and function.

Dare to be wrong.

13. Be an activist. Build an ideology.

Write a manifesto.

Create a community.

Find a translator.

Bootleg resources.

Take advantage of every platform.

Make it real.

14. Be a builder ofcapability.

Reset aspirations.

Work for a cause; not a business. Hear new voices.

Create an internal market for ideas.

Create an internal market for capital.

Create an internal market for talent.

De-risk unfamiliar opportunities.


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Self-check answer key continued

Part 3

Directions:Considering the four qualities (seer, heretic, activist, builder of capability)Gary Hamel challenges us to develop, which are you most comfortable in acquiring

and nurturing? What about that quality appeals to you? What definitive steps will you

take to incorporate those attributes in your daily routine?

Answers will vary.


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SECTION 2

Leadership Assessment Instrument

Excerpted from Leadership Assessment Instrument and Development Guide, 1999 Linkage,

Inc. Used wit h permission. Call 781-862-3157 for furt her information.


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About the Leadership Assessment Instrument

The Leadership Assessment Instrument (LAI) was researched and developed by Linkage,

Inc., in partnership with Dr. Warren Bennis. It focuses on the five personal characteristics,

or competencies, essential to effective leadership and on the five skills with which leadersput these competencies into practice. Knowing your strengths and opportunities for

development may help make todays presentation particularly relevant.

The five categories the instrument assesses are:

1. Focused drive,

2. Emotional intelligence,

3. Building trust/ enabling others,

4. Conceptual thinking, and

5. Systems thinking.

Each competency and each skill has a definition and an associated set of behaviors that

demonstrate that competency or skill. Additionally, each competency is described by ten of

these behaviors and each skill by five. Furthermore, the ten behaviors for each competency

are organized into two groups of five, each corresponding to a component of that

competency.

Lets take a closer look at the five competency categories in greater detail.

Focused Drive

The competency of focusing on a goal and harnessing your energy in order to meet thatgoala balance between the components of:

Focus: The ability to identify an important goal or vision and to channel efforts

at specific targets that support that goal or vision.

Drive: The ability to persevere, sacrifice (when necessary), and expend high

degrees of energy to reach high levels of performance.

Emotional Intelligence

The competency of understanding and mastering your emotions (and those of others)

in a way that instills confidence, motivates, inspires, and enhances group

effectivenessa balance between the components of:

Perception: The ability to read the emotions and thoughts of others through the

use of insight and analytical skills.

Emotional Maturity: The ability to master emotions and cope with stress in a

way that instills confidence, motivates, and enhances group effectiveness.


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Trusted Influence

The competency of evoking trust from others and placing trust in others enabling themto succeeda balance between the components of:

Commitment: The ability to evoke trust from others by keeping commitments,

adhering to high ethical standards and principles, and building shared goals or

values.

Empowerment: The ability to help others reach higher levels of performance

through trust, delegation, participation, and coaching.

Conceptual Thinking

The competency of conceiving and selecting innovative strategies and ideas for your

organizationa balance of the components of:

Innovation: The ability to create/ enhance ideas, products, and services that

lead to bottom-line success.

Big-Picture Thinking: The ability to see all of the forces, events, entities, and

people that are affecting (or are being affected by) the situation at hand.

Systems Thinking

The competency of rigorously and systematically connecting processes, events and

systemsa balance between the components of:

Mental Discipline: The ability to sort through ambiguity and alternatives in a

way that crystallizes and puts ideas into action.

Process Orientation: The ability to increase overall learning and performance

by designing, implementing, and/ or connecting processes.

While todays program is most relevant to conceptual thinking, having an awareness of your

rating in each area provides insight and may make todays program more meaningful.

Instructions for completing and scoring the assessment are provided on the following pages.


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Purpose and overview

The purpose of this Leadership Self-Assessment is to provide a leadership profile based on

the competencies necessary for strong, superior leadership. The data that you provide will

enable you to construct a profile, complete with areas of strength and areas for future

development.

Please complete the instrument by assessing your own behaviors and skills according to the

directions below. Be honestthe more rigorous you are, the better you can target your

developmental needs. Remember, the instrument is meant to assess how you believe that

you actually are; not how you think that you should be.

Directions

For each of the 50 items listed on the following pages, consider how much the stated

behavior characterizes your own behaviors, thoughts, intentions, or skills in on-the-job

situations, and then rate yourself in the space provided according to the following scale:

3 = I often demonstrate this behavior

2 = I sometimes demonstrate this behavior

1 = I hardly ever demonstrate this behavior

Use the enclosed answer sheet (page 33) to record your answers. After recording youranswers, add up the totals for each competency on page 33 and then transfer the overall

competency scores to the competency profile sheet on page 34.


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1. I balance multiple tasks and prioritize when faced with limited time and/ or resources.

2. I create a positive environmenteven when it appears "all is lost"by expressingoptimism and offering encouragement to team members.

3. I keep a mental record of every commitment that I make and follow through on my

promises.

4. I steer through ambiguity and "information clutter to resolve complex problems.

5. I ask questions to try to piece together "unrelated" information, events, etc.

6. I build momentum by spending 90 percent of my time on the top 10 percent of my

priority list.

7. I view my "wins" with pride and humility.

8. I operate by a value-driven work philosophy that is grounded on clear principles.

9. I adhere to a disciplined process for sorting out alternatives and arriving at the best

option when approaching a problem or project.

10. I make connections between and among information, events, etc. that reveal key issues,

problems, or opportunities.

11. I display single-mindedness in unstoppably directing my energy at specific targets.

12. I persuasively and effectively reassure teams and/ or individuals in the face of setbacks

or seemingly insurmountable obstacles.

13. I identify and find ways to meet the needs, expectations, and wants of others up, down,

and across the organization.

14. I test ideas and assumptions by carefully reviewing ideas with thought leaders andcritical thinkers within my organization.

15. I do not accept a problem at face value, but search for the less obvious underlying

factors driving the problem.

16. I find a way to "get it done" and will sacrifice personally to reach the goal line.

17. I have a thorough understanding of my own emotions and feelings and how they impactthe situation at hand.

18. I give people a sense of personal fulfillment by recognizing their individual

contributions in the achievement of a goal.


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Leadership Self-Assessment continued

19. I consult outside resources (e.g., magazines, and databases) in order to identify where

my company, my industry, and the market are moving and to size up new business

opportunities.

20. I take into account the potential implications of a decision on other people/ departments

within the organization before moving forward.

21. I stay the course mentally despite potential distractions and disruptions to my primary

focus.

22. I control and selectively display my emotions and feelings in a beneficial way (e.g., I

successfully channel my anger).

23. I help build shared goals and values to reinforce individual commitment to the

organization.

24. I create viable new business ideas by thinking "out of the box," as well as in a soundbusiness fashion.

25. I build and connect processes within my organization to assure that implementation

remains constant and reliable.

26. I display stamina, energy, and intensity in achieving high standards of performance.

27. I express myself in consistent moods that invite participation and further

communication with others.

28. I provide honest, clear feedback by focusing on the issue (and not the person) so that the

person will accept and consider the feedback.

29. I ask "What if?" questions and play out scenarios to test new business ideas that

challenge the status quo.

30. I assure that new ideas are integrated with established procedures/ processes so that the

organization can digest the new ideas.

31. I act decisively, with a passion for making things happen.

32. I recognize and consider the emotions and feelings of others before taking action.

33. I articulate a goal or vision and motivate others to help me reach that goal/ vision.

34. I have the ability to create unorthodox or revolutionary concepts that have growth or

profit potential.

35. I create synergy by involving the "right people" in all phases of work design and

operational implementation.


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Leadership Self-Assessment continued

36. I demonstrate boldness in striving for ambitious goals rather than settling for the safety

of achievable results.

37. I treat different people differently, with appropriate amounts of candor and sensitivity

depending on each individual's own unique makeup.

38. I create shared responsibility among team members by building participation in decision

making and delegating key tasks/ functions.

39. I take the time to check whether a new idea is feasible before proceeding.

40. I pull together disparate ideas to create clear themes and pathways that may alleviate

the confusion and anxiety of others.

41. I seekand findcreative solutions to obstacles blocking the path to the goal line.

42. I accept rejection with grace and renewed determination, modeling to others how to

handle failure.

43. I display trust in others by giving them additional responsibilitiesand providing them

with the appropriate tools and resources necessary to carry those responsibilities out.

44. I seek better solutions to problems instead of falling back on established protocol.

45. I demonstrate a commitment to continuous learning by documenting critically

important action steps, i.e., I try to make sure that my organization does not "reinventthe wheel."

46. I effectively communicate the critical nature of the goal in a way that allows others to

focus on that goal, as well.

47. I offer solutions, suggestions, and constructive criticism to others while also remaining

open to additional possibilities.

48. I successfully help individuals and teams reach higher levels of performance, e.g., by

displaying confidence in them at critical junctures.

49. I act receptive to the new ideas of others and try to improve or enhance them in a non-

threatening manner.

50. I see an entity (e.g., my organization) not merely as a collection of isolated processesand parts, but as a unitary whole of interconnected processes.


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Leadership Self-Assessment answer sheet

Focused Drive

Emotional

Intelligence

Building Trust/

Enabling Others

Conceptual

Thinking

Systems

Thinking

1. __________ 2. __________ 3. __________ 4. __________ 5. __________

6. __________ 7. __________ 8. __________ 9. __________ 10. __________

11. __________ 12. __________ 13. __________ 14. __________ 15. __________

16. __________ 17. __________ 18. __________ 19. __________ 20. __________

21. __________ 22. __________ 23. __________ 24. __________ 25. __________

26. __________ 27. __________ 28. __________ 29. __________ 30. __________

31. __________ 32. __________ 33. __________ 34. __________ 35. __________

36. __________ 37. __________ 38. __________ 39. __________ 40. __________

41. __________ 42. __________ 43. __________ 44. __________ 45. __________

46. __________ 47. __________ 48. __________ 49. __________ 50. __________

TOTALS:

__________ __________ __________ __________ __________


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Individual Development Planning:

Leadership Competencies

Competency Profile Sheet

1. Transfer your overall competency scores from the answer sheet to the correspondingboxes below.

2. Plot points on the graph using the scale on the left.

3. Connect the dots to see your overall competency profile.

Competency

Scores:

FocusedDrive

EmotionalIntelligence

BuildingTrust/

EnablingOthers

ConceptualThinking

SystemsThinking

Absolute

Strength30

Relative

Strength25

Possible

Development

Area

20

Development

Area15

Possible

Block10


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SECTION 3

Leadership Development Guide

The following activities are excepts from the Leadership Development G uide, a guide

researched and developed by Linkage, Inc. in partnership with Dr. Warren Bennis. These

activities were selected because of their relevance to todays program.

Excerpted from Leadership Assessment Instrument and Development Guide, 1999 Linkage,

Inc. Used with ermission. Call 781-862-3157 for further information.


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Developing the Competency of Conceptual Thinking:

The Innovation Component

Definition

The ability to create/ enhance ideas, products, and services that lead to bottom-line

success.

Behaviors

Asks What if? questions to test assumptions and challenge the status quo

Seeks better solutions to problems instead of falling back on obvious ones

Demonstrates an ability to create new business ideas by thinking out of the box

Demonstrates creativity in making ideas and concepts better

Creates innovative concepts that have growth or profit potential

Exercise: New Product Ideas

The following exercise is one you can do either on your own or with a group.

1. Take an everyday object (such as a brick, or a toothbrush), and come up with as

many uses for it as you can think of.

Example: A brick could be used, among other things, as a paperweight, a weapon

for self-defense, a bookend, a pedestal to support a vase or small statuette, a

flyswatter or bug-smasher, a doorstop, or a stepping stone for crossing puddles.

2. Identify which of these uses could yield a product that would complement your

organizations products or services.

Example: Lets say your company owns and manages a chain of bookstores. You

might print the name and logo of the company on bricks and sell them as hip

urban bookends.


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Exercise: Your Conditions For Creativity

How often have you heard someone say, I do my best thinking in the shower or Ialways seem to have my best ideas in my car on the way to work?" If youre like most

people, there are probably certain conditions that are conducive to your thinking

creatively, and others that hinder your creativity.

In th is brief exercise, youll try to identify what these conditions are.

1. Identify some times when youve been able to th ink creatively.

2. Think about what each of those times were like:

Were you alone, or with others?

If you were with others, who specifically were they?

Where were you (for example, indoors or outdoors, at home or at work)?

What was the space like (for example, bright or dark, cluttered or spare)?

What time of day was it?

What else was going on at the time (For example, was your schedule busy or

light, were you under pressure or not)?

3. Try to identify patternsthat is, are there conditions that were common to most or

all of the times when you were able to think creatively?

4. Repeat steps 1 to 3, this time for situations in which you were unable to think

creatively.

5. In the future, when you need to think creatively, try to recreate the conditions that

seemed to foster creativity in the past, while avoiding conditions that hindered

creativity.


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Daily Practices

When youre seeking new ideas or innovative solutions, or when youre faced with

a problem for which there is no easy solution, do something different. Often, change

is all it takes to send your thinking in new directions.

Change the conditions in which you work. For example, if youre working inan office, try taking a walk. If youre working alone, find someone to ta lk with.

If youre working late in the day, try working first thing in the morning.

Change your methods. You might consider thinking aloud by talking thingsout with a colleague. Or, create interesting and unusual metaphors for the topic

or issue you face and think through all the characteristics and implications of

seeing it in these different ways.

Change your medium. For example, rather than thinking it through alone, tryusing a computer or paper and pen, writing non-stop for five minutes. Record

your thoughts unedited, then read your thoughts with an eye toward emerging

insights, connections, and possibilities. Or, draw a picture that symbolically

represents either the issue you face or your relationship to the issue.

Practice asking W hat if? questions. Do this by first identifying something you

take for granted (such as gravity, your organizat ions core product line or lines, or

the fact that people only have two arms!). Then try to imagine what a ll the

implications would be if that fact you take for granted were no longer the case:

What would life be like if there was no gravity? If your organization had to tota lly

reconfigure its product lines? If people regularly had a different number of arms?

As with the new products exercise, above, this is a great practice to use with a

group. For example, its helpful as a way of limbering up peoples minds at the

start of a meeting.

Institute regular brainstorming or creativity forums, where people come together

with no purpose other than thinking up new ideas or ways of doing things. The only

outcome of such meetings should be lists of possibilities to be explored further, and

commitments to meet again to analyze the possibilities.

Make it a regular practice to read articles or books in areas about which you knowvery little. These should offer new perspectives on your areas of expertise and help

enrich your approach to strategic thinking and problem solving.


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Activities, Assignments, and Projects

Lead or participate on a team charged with scanning the organizations

environment to identify critical trends that may affect the organization in the future.

Lead or participate on a team charged with solving a difficult problem faced by the

organization.

Seek a developmental assignment in a function that requires out of the box

thinking, such as research and development or marketing.

Creativity and innovation are enhanced when we work differently with the material

before us and/ or when we represent that material in a fresh way. When you

encounter a difficult issue or problem for which there is no easy solution, consider

inventive activities as alternatives to simply thinking through someth ing alone ortalking it out as a team.

Write nonstop for five minutes, recording your unedited thoughts on paper.

Create an interesting and unusual metaphor for the topic or issue and think

through all the characteristics and implications of seeing it this way.

Draw a picture that symbolically represents either the issue you face or your

relationship to the issue.


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Developing the Competency of Conceptual Thinking:

The Big-Picture Thinking Component

Definition

The ability to see all of the forces, events, entities, and people that are affecting (or are

being affected by) the situation at hand.

Behaviors

Searches for and conceptualizes the underlying, systemic causes driving a problem

Intuitively forms ideas that clarify the many possibilities in a complex situation

Makes connections between and among information, events, etc. that reveal keyissues or opportunities

Comes up with new concepts or distinctions that better organize the interpretation

of ambiguous data, information, or events

Asks questions to try to form a complete picture of unrelated information, events,

etc.

Exercise: Using a Conceptual Model to Analyze Causes

One importan t capability of the big-picture thinker is the ability to consider

systematically the multiple underlying causes of a problem. One model that usefully

organizes such a systematic scan of causes is the famous McKinsey 7S model, which

looks at organizations through the lenses of shared values, structure, strategy, systems

(e.g., information systems), style, staff, and skill.

1. Consider a past project or initiative that was unsuccessful or a current project or

initiative that is suffering from problems of an uncertain nature.

2. Identify how each of the following may have hindered (or is currently hindering) its

success:

The shared values of the organization

The structure of the organization

The strategy of the organization

The systems of the organization (e.g., information systems, HR systems)

The style (culture) of the organization

The staff of the organization (i.e., how jobs are designed and filled)

The skill of the organization (i.e., how the organization identifies, measures,

and develops the skills of its people)

3. If you have analyzed a past project or initiative, apply your learning to future

undertakings. If you have analyzed a current project or initiative, make adjustments

as necessary.


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Daily Practices

Cultivate a mindset that habitually seeks connections by consciously asking the

question How are these two (or more) issues, problems, ideas, bits of information

alike or related? Avoid the tendency to proceed with a mindset that seeks first and

foremost to answer the question How are these two (or more) issues, problems,

ideas, bits of information distinct or different?

Regularly read a high-quality newspaper or business journal. Each time you do so,

try to identify at least one trend that will affect your organizationor provide it

with an opportunitywithin the next five years. Develop one or more

recommendations for responding to each trend. Share your analysis and

recommendations with your colleagues.

Consider the implications of problems and solutions on other people anddepartments by defining a problem from the perspective of each stakeholder.

Pose context questions as frequently as you pose content questions when makingdecisions or coaching others. Conten t questions ask about the data used to solve a

problem, make a decision, or proceed in a situation. Such questions focus attention

on the details and specifics of a situation in order to justify choices contemplated or

made.

Context questions focus attention on how a problem or situation was solved/ is

being solved, addressed, or considered. Such questions promote an on thebalcony perspective that expands our sights and sense of possibilities. Examples of

context questions include the following:

What are the questions we should be asking ourselves?

What is the outcome we really want out of this?

What are the key assumptions that lie behind our positions and actions?

Who can provide another perspective?

What are we missing?


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Activities, Assignments, and Projects

Volunteer for a cross-functional or cross-divisional assignment. This will give you

another perspective from which to view the organization in general and the work of

your own unit in particular.

Create an idea for a new product or service and outline the business plan for its

launch. Share the proposal with a friend or colleague for input on how you

anticipate the markets needs.

Develop a model that clarifies and organizes your interpretation of a body of

complex data, information, or events important to your job role and your business.

Test the usefulness of the model as new data, information, or events present

themselves.

Record in a journal your gleanings of industry trends, organizational issues,

opportunities, and threats, as gathered through calls, conversations, meetings,

conferences, readings, and contacts with those inside and outside your business.Make it a habit to comb periodically through your observations and reflections,

seeking synthesis of seemingly disparate pieces.


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SECTION 4

Forms


46/49


Leading the

Revolution

Making Strategic

Innovation and Growt h a

Core Competency in Your

Organization

Question sheet

Use this form to write your question for Gary Hamel or for discussion among your

colleagues. Please write clearly.

Name (optional)

Organization

Location

Your question (25 words or less):

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

Tel 800-520-8567

Fax 800-723-2752

E-mail [email protected]

PBS and the PBS logo are trademarks and service marks of the P ublic Broadcasting Service and a re used with its permission


47/49

PARTICIPANT

EVALUATION

Feedback and application are vital parts of the learning process. Please take a few minutes to

complete this survey and return it to your Site Coordinator. We value your input and participation.

If you are applying for Continuing Education Units (If you are applying for Continuing Education Units (CEUs) you must:CEUs) you must:

1. Have signed in a t the beginning of the satellite transmission on the log provided by the Site1. Have signed in a t the beginning of the satellite transmission on the log provided by the Site

CoordinatorCoordinator

2. Complete this form in its entirety and return it to the Site Coordinator, who will send it to The2. Complete this form in its entirety and return it to the Site Coordinator, who will send it to The

Business Channel for processingBusiness Channel for processing

Your name Title

Organization

Phone E-mail

Social Security # (CEU participants only)

Date of participation in satellite program

1. Circle the score that indicates the overall usefulness of this program to you:

Leading the

RevolutionMaking Strategic

Innovation and

Growth a Core

Competency in

Your Organization

not at all useful 1 2 3 4 5 extremely useful

2. Listed below are the learning objectives for Leading the RevolutionLeading the Revolution. Now that you have

completed the satellite-delivered portion of the program as well as the accompanying participant

materials, please circle the number that best reflects your level of comprehension of the subject

matter using the following scale.

I understand the material presented

not at all 1 2 3 4 5 completely

a. W hen pa rticipating in strategic planning and assessing the effectiveness of my

organizations strategy, before favoring dramatic changes I will recall data andobservations regarding the futility of holding on to worn-out means of growth,such as mergers and acquisitions, re-engineering, and downsizing.

1 2 3 4 5

b. When participating in strategic planning, I will recall and recognize signs of adying strategic business concept and share my concerns/ predictions with others

involved in the planning process.

1 2 3 4 5

c. When participating in the strategic planning associated with creating a newbusiness model, I will ensure it addresses our business mission, product/ market

scope, and a basis for differentiation while taking into account our resource base andvalue network.

1 2 3 4 5

d. When managing myself and others in my workgroup, I will openly encourageinnovative thinking by establishing and maintaining mental and political models.

These models will expect and reward strategic innovation.

1 2 3 4 5

e. W hen assessing my own leadership skills, I understand the importance of developingseer attributes and will consciously seek trends, reoccurring patterns, and novelty.

1 2 3 4 5

f. When assessing my own leadership skills, I understand the importance ofdeveloping my heretic tendencies and will consciously challenge the status quo,

ask thoughtful questions, and allow myself to be direct, demanding, and wrong.

1 2 3 4 5

g. When assessing my own leadership skills, I understand the value of becoming an

organizational activist and will strive to establish a community focused onmeaningful goals and supported by management and employees alike.

1 2 3 4 5

h. W hen assessing my own leadership skills, I understand the necessity of becoming

a builder of capability and will purposely seek input from new voices whilecreating an internal market for talent, capital, and ideas.

1 2 3 4 5

Return this form to your

site coordinator or send to:

The Business Channel

Program Development

1330 Braddock Place

Alexandria VA

22314-1698

Fax: 703.739.3854

PBS and th e PBS logo are trademarks and service marks of the Public Broadcasting Service and are used with its perm ission. Page 451999 The Business Channel, L.L.C. Permission is granted to duplicate this form only if all copies include this line.


48/49

3. Identify the most important knowledge that you acquired from this program. Please check

all that apply.

q1 Traditional means of bringing about

organizational growth and profitabilityare no longer infallible.

q1 Considerations to take into account when

developing a business model.

q1 How an organization's mental and

political models impede or encouragestrategic innovation .

q1 Attributes of a strategic leader in term s of

being a seer, heretic, activist, and builderof capability.

q1 q1 How to recognize a "dying" corporatestrategy.

How to assess my leadership skills andfurther my development by completing

the Leadership Assessment Instrumentand the suggested pre-and post-presentation activities.

q1 Other ____________________________

4. Identify how you will use this knowledge on the job. Please check all that apply.

q1 To improve my contributions to myorganization's strategic planning process.

q1 To nu rture seer, heretic, activist, andcapacity building characteristics in m yself.

q1 To better ensure my workgroup's goalsand in itiatives are supportive of the

organization's strategy.

q1 To create and support a climate whichencourages individuals to be seers,

heretics, activists, and capacity builders.

q1 Other _______________________________________________________________________

5. Below is a list of phrases that could be used to describe this program. Please read each

phrase and check the box that best indicates the extent to which you agree or disagree.

Strongly

disagree

Somewhat

disagree

Somewhat

agree

Strongly

agree

Current important topic q1 q2 q3 q4

Offered ideas for immediate use q1 q2 q3 q4

Thought provoking q1 q2 q3 q4

Motivating q1 q2 q3 q4

Knowledgeable presenter(s) q1 q2 q3 q4

Effective presenta tion style(s) q1 q2 q3 q4

High quality video inserts or graphics q1 q2 q3 q4

Useful participant materials q1 q2 q3 q4

Right time of day q1 q2 q3 q4

Right time of month q1 q2 q3 q4

Good audio quality q1 q2 q3 q4

Good visual quality q1 q2 q3 q4

Other: _____________________________ q1 q2 q3 q4

6. Would you recommend this program to your colleagues? Yes No

a. If yes, to whom?

Page 46

1999 The Business Channel, L.L.C. Permission is granted to duplicate this form only if all copies include this line .


49/49

7. Please give a general overall comment about the program.

a. May we use this comment in promotional materials? Yes No

b. If yes, may we use it with your name and organization? Yes No

8. How can this training program be improved?

9. What other programs would be of interest to you? Please check all that apply.

q1 Time management q1 Interviewing

q1 Mentoring q1 Employment law

q1Managing and initiating change

q1Health and safety

q1 Risk analysis q1 Negotiation

q1 Knowledge management q1 Listening skills

q1 Decision making q1 Project leadership

q1 Innovation and creativity q1 Understanding and managing technology

q1 Presenta tion skills q1 Workplace values

q1 Sexual harassment prevention q1 Diversity

q1 Problem solving q1 Customer service

q1 Computer skills q1 Strategic selling

q1 Conflict resolution q1 Communication skills

q1 Performance appraisal q1 Other______________________________

10. What is your role within your organization?

q1 President q8 Network Manager

q2 Vice President q9 Staff Member

q3 Director q10 Sales Representative

q4 Manager/ Supervisor q11 Customer Service Representative

q5 Project Manager q12 Administrative Staff

q6 Team Leader q13 Other______________________________

q7 Professional

11. What department?

q1 Product Development q6 Sales

q2 Manufacturing/ Plant Operation q7 Marketing

q3 Research and Development q8 Customer Service

Documents

Leading_the_Revolution_and_Competing_for_the_Future