Essay
raha_5555
8.pptxFrom Values to Action
Execution & Implementation
Leading vs. Managing
Strategic Process
People Process
Operations Process
Measurement Process
From Values to Action
Strategic Process
Measurement Process
Operations Process
People Process
Leading Your Organization
Facing Change and Crisis
Degree of Leadership
Change
Reactive
Tolerant
Accepting
Proactive
Leading Your Organization
Socially Responsive Leadership
Take a Global Perspective
You Can’t Do Everything
Where Can You Make a Difference
It has to be Genuine or it Will Fail
Strategy
What is Strategy?
Perspective: an organization’s driving force or mindset
What is Strategy? In Summary…
Strategy is the relatively enduring label or metaphor that conveys how (means) an organization will achieve its goals (ends)
Strategy
What is Strategy? Let me count the ways..
Planning: a consciously developed set of actions or guidelines (policy) using scarce resources in service of some objective
Ploy: short term tactic or maneuver intended to outwit a competitor
Pattern: consistency in a set of decisions over time
Positioning: relationship between the organization and its environment
Strategy
Brief History
War
1950s - Budget Forecasting
1960s - Long Range Planning
1970s - Business Identity
1980s - Competitive Strategy
1990s - Core Competencies
2000s - Transformation, Continuous Learning
Strategy
SWOT [strengths, weaknesses, opportunities, threats]
What are the external opportunities and threats
What are the internal strengths and weaknesses
Our ability to analyze the external environment has improved greatly
Our ability to analyze the internal environment was poorly applied
SWOT is a synthesis
Strategy
Org. Design
Strategy
Goals
Vision - Values
Internal Analysis
External Analysis
Strategy
The Hedgehog Concept
What are you deeply passionate about?
What drives your resource engine?
What you can be best in the world at?
Strategy
Resources
What an organization has – its asset profile including its people and the value of its name
Tangible resources
Financial
Physical
Organizational
Human resources
Strategy
Resources
Intangible
Technological (e.g., IP)
Brand
Goodwill
Culture
Capabilities
What an organization does – capacity or ability to integrate resources to achieve objectives
Strategy
Capabilities
Capabilities develop over time as a result of complex interactions that take advantage of the interrelationships between a firm’s tangible and intangible resources.
Examples:
New product or policy development
Performance management
Cross-group collaboration
Understand stakeholder expectations
Strategy
Criteria for a Good Strategy
Does the strategy fit with the environment?
Does the strategy exploit key resources and competencies?
Will envisioned differentiators be sustainable?
Are the elements of the strategy internally consistent?
Do you have the resources for this strategy?
Is your strategy implementable? **
Review
Teams
Decision Making Styles
Negotiation
Learning Theory
Review
Teams (Big Ideas)
Team Building
Establish urgency
Select members for skill, not personality
Pay attention to first meetings
Set clear rules of behavior
Set a few immediate performance-oriented goals
Challenge the team regularly with new information
Spend time together
Exploit the power of positive feedback, recognition
Review (Not all Groups are teams!)
Teams:
Shared leadership roles
Individual and mutual accountability
Specific team purpose
Encourages open-ended collective work
Measures performance directly by assessing collective work product
Groups
Strong, focused leader
Individual accountability
Group’s purpose is same as organizations’
Runs efficient meetings
Measures effectiveness indirectly by its influence on outcomes
Review
Six factors of successful teams
Clear set of objectives
Metrics
On-going Training
Decision-making authority over how to reach goals
Team-based rewards, not individual incentives
Easy access to senior management
Review (Decision Making Styles)
Change the Way you Persuade (Williams & Miller)
Most Executives fit into one of five decision-making styles:
Charismatics - 25% {Easily intrigued, balanced}
Thinkers - 11% {Data driven, risk-averse}
Skeptics - 19% {Suspicious, take charge}
Followers - 36% {Precedents, risk-averse}
Controllers - 9% {Focus on facts, ego}
Review (The Art of Persuasion)
Taking the Stress out of Stressful Conversations (Weeks)
Most stressful conversations fall into 3 basic forms:
“I have bad news for you” – Acknowledge your part
“What’s going on here?” - Grant perception, restate
“You are attacking me!” – Fight tactics, not people
Prepare for stressful conversations
Identify your weakness, know how you react
Rehearse, clear neutral and temperate responses
Getting to Yes!
Negotiating agreement, without giving in.
By
Roger Fisher & William Ury
21
Review (Negotiation - Getting to Yes)
The Method:
Separate the people from the problem
Focus on the interests
Invent options for mutual gain
Insist on using objective criteria
Review (Negotiation - Getting to Yes)
Know your “BATNA”
Best Alternative to a Negotiated Agreement
Develop your BATNA
Invent list of actions you might take
Convert ideas into practical alternatives
Select the alternative that seems best
Review (Learning Theory)
Review (Learning Theory)
Social Cognitive Theory (Bandura)
Observational Learning
Modeling by similar, credible, and successful models
Accurate and task specific feedback
Self regulation
Learning Impact
Increases the probability that the model will be imitated **
Review (Mentoring)
“Teaching Smart People How to Learn” by Chris Argyris
Defensive Reasoning
Theories of Action – Espoused theory vs. theory in use
People act inconsistently with their espoused theory of action
Suppresses the premises, inferences, and conclusions that shape their behavior and avoids testing them objectively
Review (Mentoring)
“Teaching Smart people How to Learn”
Most theories in use are defensive and influence actions towards four basic values:
Remain in unilateral control
Maximize wining, minimize losing
Suppress negative feelings
To be as rational as possible
Review (Mentoring)
“Teaching Smart people How to Learn”
Productive Reasoning
Real world connections
Change starts at the top
Case Study
Planned remarks
Anticipated responses
Reactions to anticipated responses
Case becomes catalyst for discussion
