Strategic Leadership:Managing the Cycles of Change2017 RCPA Conference
October 11, 2017
Dr. Albert A. VicereExecutive Education Professor of Strategic LeadershipThe Smeal College of Business AdministrationThe Pennsylvania State University
PresidentVicere Associates, Inc.http://www.vicere.com
Phone: +1.814.667-3137 Fax: +1.814.667-3140 email: [email protected]
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http://www.vicere.com/
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Leaders master context.Managers surrender to it.
--Warren Bennis
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The Strategic Leadership Mindset
Look Out Look Around
Look toYour Team
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Look for Results
Look inthe Mirror
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Case Study: Whats Going On?
1. Appraise Jordans performance on a scale of 1 (poor) to 5 (outstanding).
2. What is the impact of Jordans style on commitment and productivity across the organization?
3. What advice do you have for Jordan?
4. Any personal lessons?
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5 2017, Vicere Associates, Inc. All Rights Reserved
The 21st Century LeaderMindsets
Boundaryless thinker Network builder Diplomat Interpreter
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Boundaryless Thinker--Thinking beyond the status quo
Critical Skill SetsBig picture perspectiveOpenness to ideasWillingness to look beyond oneself
for capabilities and resources
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Strategic Leadership Mindsets
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Network BuilderFinding and linking with complementary partners
Critical Skill SetsRelationship mindsetKnowledge of own value and
uniquenessAbility to recognize others value
and uniquenessSearch for synergy
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Strategic Leadership Mindsets
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DiplomatDeveloping the skills to manage networks
Critical Skill SetsAbility to relateAbility to communicateAbility to negotiate
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Strategic Leadership Mindsets
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InterpreterHelping partners see the benefits of working together
Critical Skill SetsSolid knowledge of businessBroad knowledge of marketplaceAbility to influence others
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Strategic Leadership Mindsets
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21st Century Leadership Roles Please take a few minutes to rate yourself as a 21st century leader. Indicate, from your personal perspective, the degree to which you demonstrate capability in each role. Scale: 1=not at all 3=to a moderate extent 5=to a great extent Boundaryless ThinkerThinking beyond the status quo 1) Big picture perspective 1 2 3 4 5 2) Openness to ideas 1 2 3 4 5 3) Willingness to look beyond oneself for capabilities and resources 1 2 3 4 5 Network BuilderFinding and linking with complementary partners 1) Relationship mindset 1 2 3 4 5 2) Knowledge of your own value and uniqueness 1 2 3 4 5 3) Ability to recognize others value and uniqueness 1 2 3 4 5 4) Searching for synergy 1 2 3 4 5 DiplomatDeveloping the skills to manage networks 1) Ability to relate 1 2 3 4 5 2) Ability to communicate 1 2 3 4 5 3) Ability to negotiate 1 2 3 4 5 InterpreterHelping partners see the benefits of working together 1) Solid knowledge of business 1 2 3 4 5 2) Broad knowledge of marketplace 1 2 3 4 5 3) Ability to influence others 1 2 3 4 5
2017, Vicere Associates, Inc. All Rights Reserved.
21st Century Leadership Roles
Please take a few minutes to rate yourself as a 21st century leader. Indicate, from your personal perspective, the degree to which you demonstrate capability in each role.
Scale: 1=not at all 3=to a moderate extent 5=to a great extent
Boundaryless ThinkerThinking beyond the status quo
1) Big picture perspective
12345
2) Openness to ideas
12345
3) Willingness to look beyond oneself for capabilities and resources
12345
Network BuilderFinding and linking with complementary partners
1) Relationship mindset
12345
2) Knowledge of your own value and uniqueness
12345
3) Ability to recognize others value and uniqueness
12345
4) Searching for synergy
12345
DiplomatDeveloping the skills to manage networks
1) Ability to relate
12345
2) Ability to communicate
12345
3) Ability to negotiate
12345
InterpreterHelping partners see the benefits of working together
1) Solid knowledge of business
12345
2) Broad knowledge of marketplace
12345
3) Ability to influence others
12345
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Leadership: What Followers Say
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Followers want community Followers want significance Followers want excitement Followers want authenticity
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LifeLoveLegacy
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Leadership: What It Boils Down To
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Leadership is the courage to admit mistakes, the vision to welcome change, the enthusiasm to motivate others, and the confidence to stay out of step when everyone else is marching to the wrong tune.
--E. M. EstesFormer PresidentGeneral Motors
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Self Test--Strategic LeadershipOn a scale of 1 (rarely) to 7 (almost always), how often do you:
Anticipate [survey average: 4.99]1. Gather information from a wide network of experts and sources inside and outside your industry and function? 1 2 3 4 5 6 72. Predict competitors' potential moves and likely reactions to new initiatives or products? 1 2 3 4 5 6 7
Challenge [survey average: 5.52]3. Reframe a problem from several angles to understand root causes? 1 2 3 4 5 6 74. Seek out diverse views to see multiple sides of an issue? 1 2 3 4 5 6 7
Interpret [survey average: 5.78]5. Demonstrate curiosity and an open mind? 1 2 3 4 5 6 76. Test multiple working hypotheses with others before coming to conclusions? 1 2 3 4 5 6 7
Decide [survey average: 4.81]7. Balance long-term investment for growth with short-term pressure for results? 1 2 3 4 5 6 78. Determine trade-offs, risks & unintended consequences for customers & stakeholders when making decisions? 1 2 3 4 5 6 7
Align [survey average: 5.01]9. Assess stakeholders' tolerance and motivation for change? 1 2 3 4 5 6 710. Pinpoint and address conflicting interests among stakeholders? 1 2 3 4 5 6 7
Learn [survey average: 4.95] 11. Communicate stories about success and failure to promote institutional learning? 1 2 3 4 5 6 712. Course correct on the basis of disconfirming evidence, even after a decision has been made? 1 2 3 4 5 6 7
*Averages are based on responses to this survey from more than 20,000 executives
Source: Schoemaker, P. J. H., S. Krupp and S. Howland. 2013. Strategic leadership: The essential skills. Harvard Business Review (January/February): 131-134.
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And So
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Components of Strategic Leadership
Strategic thinking Direction setting Culture building
Seeing is auditing life. Vision is interpreting life so that others may see it.
--James RossBP
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Because we are bound by what we know, it is difficult to imaginewhat we dont know.
-- Walter Wriston
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Strategic Thinking
Look Outside Look to Comparators Look Inside
Avoid Thinking In Reverse
Think Outside-In
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You can't depend on your judgment when your imagination is out of focus.
-- Mark Twain
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Direction Setting
Declaration of purpose Long-term perspective Value and uniqueness Ongoing evolution
Develop a Purpose, Build a Plan, Stay Focused, Be Persistent
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Treat a person as they are and they will remain as they are. Treat a person as they can and should be and they will become what they can and should be.
-- Goethe
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Commitment Competence Consistency
Culture Building
What gets measured is what drives focus, what gets rewarded
is what gets repeated.
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Strategic Leadership: An Integrative Perspective
Organizational Capabilities
Direction Setting
Purpose Long-term
perspective Value and
uniqueness Ongoing
evolution
Culture Building
Commitment
Competencies
Consistency
Strategic Thinking Outside
Comparators
Inside
Lessons Learned Metrics Rewards Feedback
Performance
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Leadership is the courage to admit mistakes, the vision to welcome change, the enthusiasm to motivate others, and the confidence to stay out of step when everyone else is marching to the wrong tune.
--E. M. EstesFormer PresidentGeneral Motors
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The best way to predict the future is to create it.
-- Peter Drucker
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Slide Number 1Slide Number 2Slide Number 3Slide Number 4The 21st Century LeaderMindsetsStrategic Leadership MindsetsStrategic Leadership MindsetsStrategic Leadership MindsetsStrategic Leadership MindsetsSlide Number 10Slide Number 11Slide Number 12Slide Number 13Slide Number 14Slide Number 15Components of Strategic LeadershipSlide Number 17Strategic ThinkingSlide Number 19Direction SettingSlide Number 21Culture BuildingSlide Number 23Slide Number 24Slide Number 25