1. EDA 7931 Seminar in Executive Leadership Learning to Lead Organizations and Teams 1

2. The Context of theCourse Pisapia, J. (2009). The Strategic11/14/2011 2Leader. Charlotte, NC: IAP 3. The Context of the CourseSupervisors, Managers and Executives Lowest layer focuses on accomplishment of concrete tasks. Leadership atthis level is direct face-to-face direct assignment of tasks and motivationof effort toward task accomplishment. Live within a culture. Time horizonsare short. Greater need for technical and interpersonal skills. Middle layer removed from those involved with task accomplishment.Work involves facilitating task accomplishment at the direct level. Focuseson managing interdependencies, resourcing, coordination of efforts overtime. Live within a culture. Time horizons are relatively short. Greater needfor conceptual and interpersonal skills. Top layer removed from managing interdependencies and focused onproviding a sense of understanding and purpose to the activities oforganization, building consensus, tapping resources from outside theorganization, and reducing uncertainty to enable unity of effort to emerge.Add greatest value by resource allocation. Create culture. Time horizonsare longer. Greater need for abstract, integrative thinking skills is essential 4. OverviewTarget #1: Develop an understanding of the principles and practices ofstrategic leadershipTheme 1: The Nature of Change Power of the Curve The Pyramids of ChangeTheme 2: New World New Tactics The New Tactics The SL PhilosophyTheme 3: Self Cultivation: The Keystone Skills Agility of the Mind: A Way of Thinking Artistry of Actions: A Way of Acting Theme 4: Organizational Cultivation: The SL METHOD A Way of Working to Find the Future and Make it Happen!11/14/2011 The Strategic Leader Network4 5. Strategic LeadershipNew World New Tactics Why? What? How? 6. WHY ?Every few hundred years in western historythere occurs a sharp transformation. Wecross... a divide. Within a few short decadessociety rearranges itself, its world view; itsbasic values; its social and political structure;its arts; its key institutions. Fifty yearslater, there appears a new world...we arecurrently living through such a transformation.Drucker, 1993: p 1 You dont have to change 7. Why do we need to LeadDifferently?The Power of the Curve11/14/2011 The Strategic Leader Network7 8. EXAMPLE:Exploitation Exploration Disruptive Innovation 2000 Xbox 2005 Xbox 360 ExploitationDisruptive Innovation 2006 WiiExplorationAdapted from McCarthy, I.P., Lawrence, T.B., Wixted, B., and Gordon, B. 2010. AMultidimensional conceptualization of environmental velocity. Academy of8 Management Review, 35(4), 604-626 9. Why do we need to LeadDifferently?The Power of the CurveDisruptiveInnovation11/14/2011 The Strategic Leader Network9 10. UNCERTAINTY IN THE ENVIRONMENTSimple Soft drink bottlers, Personal computers, beer distributors, fashion clothing, container manuf.,music industry, toy local utilitiesmanufacturersDEGREE OFHOMOGENEITY American Airlines,Universities, hospitals, oil companies,Insurance companies electronic firms, aerospace firmsComplex Stable DynamicDEGREE OF CHANGE 11. The Lessons of the CurveLesson #1 The Leadership LessonOld maps do not work! Disruptive change and globalizationare challenging the legitimacy of legacy command andcontrol models of leadership.These NEW conditions reward leaders who:Practice from analytic and integrative mindsets,Use a multi-dimensional set of leader influenceactions.Connect their organizations to current majorenvironmental themes associated with success,Connect with the minds and spirit of followers, 11/14/2011 The Strategic Leader Network 11 12. Lesson # 2 New Times Require New TacticsNew Science TacticsOrganizational FitnessSLers lead throughMinimum Specificationprinciples andEnvironmental scanninggenerativeFlexible planningprocesses; not rulesSelf Managementand procedures. Generative ProcessesChunking ChangeEdge of Chaos12 Pisapia, J. (2009). The Strategic Leader. Charlotte: NC: IAP 13. Implications of Worldviews Old Science - New Science Organizations tend to be: Organizations tend to be: Built on predictability and Rationality. Built on unpredictability and complexity. Rigid and conforming In disarray and disorder. In a steady state. In a state of becoming Have problems which are amenable to Have some problems which not amenable tosolution. solution in current form, Independent of environment Interdependent with environment Change must be managed not led. Change must be led, not managed. Leaders need to Leaders need to discover the routepredict, direct, manage and control and the destination through a journey.change in their organizations Focus on becoming more adaptable inorder to survive. Develop and follow detailed maps. Maintain a constancy of purpose. Focus on clarity of Begin with a small workingpurpose, command structures, andsystem, have multiple goals, strive tocontrol processes make good enough choices, and grow Command and control structures areby chunking.used to create predictability of Turn whatever happens to yourresults.advantage. Provide the right answers Asking the right questions. 13The Strategic Leader Network 14. Lesson #3 The Change LessonThe Pyramids of Strategic Change TransformationalDisruptiveDiscontinuous DirectedPlannedFrame Breaking Punctuated Change RevolutionaryStrategic Evolutionary Frame Sustaining Continuous ChangeIncremental 11/14/2011 The Strategic Leader Network 14 15. Ten short years.... the one thing that we havedone consistently is to change .... It mayseem easier for our life to remain constant,but change, really, is the only constant. Wecannot stop it and we cannot escape it. Wecan let it destroy us or we can embrace it.We must embrace it. Michael Eisner Disney 1994 Annual ReportDARDEN11/14/201115 16. What role does Artistry play in implementing FB or FS Change?Leading Change The real distinction is between those who adapt their purposes to reality, and those who seek to mold reality in the light of their purposes. -- Henry Kissinger Or do both!--John Pisapia 11/14/2011Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP16 17. WHAT KIND OF CHANGE IS THIS?19271917190711/14/2011 The Strategic Leader Network17 18. Will the old leadership maps serve us well in conditions of uncertainty, ambiguity and complexity.11/14/2011 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 18 19. The SL What?Strategic leadership is the capability to singularly, or with others, anticipate change, and create direction, alignment, commitment and results in complex environments.11/14/2011Pisapia, J. (2009) The Strategic Leader. 19 20. Lesson #3bThe Leadership Lesson!One of the critical functions of the leader is to get the "right people on the bus, the wrong people off the bus, and the right people in the right seats on the bus."(Collins, 2001) right bus driver to Have thebuild the conditions under whichfollowers can connect the main ideas of theStatement of Intent into their minds and spirit(Pisapia, 2009) Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP20 21. And, just HOWdowe do this in real life?11/14/2011 The Strategic Leader Network 21 22. 11/14/2011 The Strategic Leader Network 22 23. Still TooComplicated!Just what doI do?11/14/2011 The Strategic Leader Network 23 24. AT ITS CORE, WORKING IN A STRATEGIC WAY REQUIRES LEADERS WITH . . .The ability to:1. Make and execute: CONSEQUENTIALDECISIONS about : ENDS, STRATEGIES , and TACTICS2. Think strategically and execute change effectively with a profound appreciation for stability. 11/14/2011 The Strategic Leader Network 24 25. The SL Way - Use the Leaders wheel W O R K in astrategic way. Strategic ThinkingStrategic Execution11/14/2011 The Strategic Leader Network25 26. AT ITS CORE, WORKING IN A STRATEGICSearch forinfo and newREQUIRES LEADERS WITH . . . WAYThe ability to learn and change as well ideastoideas Openness newpossessing of wisdom Understand Socialwhich enables them to:Relationships Perceive variation in1. Make and execute:environment, Take the right actionCONSEQUENTIAL DECISIONS about the right time at : ENDS, STRATEGIES , and A Hallmark of a Strategic TACTICS Leader2. Think strategically and execute change effectively with a profound appreciation for stability. 11/14/2011 The Strategic Leader Network26 27. Come on!Get Real!HOWdo I do thisin real life? 28. He who controls othersmay be powerful, but hewho has mastered himselfis mightier still." - Lao Tzu Pisapia, J. (2009). The Strategic28Leader. Charlotte: NC: IAP 29. Way of Thinking and WorkingLearn to use the Keystone and Action competenciesKeystone CompetenciesAction CompetenciesCompetency 1: SLers possess strategic Competency 3: SLers are able to create a shared thinking skills - systems thinking -reality and then a shared direction that reflection - reframing - which enable themresults in actionable plans. When ends are not to: (a) recognize patterns, make sense outexternally established, SLers establish them. of seemingly unrelated information, and When ends are know, they create the (b) switch from a strategic mindset -Why conditions that produce results by mobilizing and What - to a tactical mindset -How people, establishing relationships, capturing and When - in a rapid and iterativeresources, creating coherence and crafting a processes when appropriate. responsible adaptive learning culture.Competency 2: SLers are able to createCompetency 4: SLers are able to create the direction and momentum by using conditions that produce results. SLers are managing - transforming - bonding - performance AND institutional builders. When bridging - bartering actions which enable starting up new project agree on what the them to: (a) BUILD A BIG TENT and fill it,goals and the metrics that are appropriate. and (b) ENGAGE PEOPLE in theSLers lead by example. They teach the organizations work because they know organizations point of view; empower, hire for that change will be fast if people arecultural and performance fit, and tie rewards engaged - slow if not to performance.Pisapia, J. (2009). The Strategic 29 Leader. Charlotte, NC: IAP 30. The Concepts that Guide the Practice of Strategic Leadership Self Cultivation Organizational Cultivation AgilityStrategic Thinking ProtocolStrategic Mindset Create a Shared RealityNew Science Principles Generative ProcessesSystems ThinkingStrategic QuestionsReflectionStrategic ConversationsReframingCreate a Shared Direction Artistry Strategic Execution ProtocolTransformingConcrete Clear TargetManagingTrack PerformanceBondingTeach Organizations Point of ViewBridging Make Learning a PriorityBartering EmpowerHire for Cultural and Performance Fit Tie Rewards to Performance, Growth & ContributionPisapia, J. (2009). The Strategic11/14/201130 Leader. Charlotte, NC: IAP 31. Are We Ready to Rock and Roll? 11/14/2011 The Strategic Leader Network 31