Leadership & Strategic Planning

Transcription

1 Leadership & Strategic Planning Stephen Porth, Ph.D. Associate Dean Saint Joseph s University Leadership Challenges in Today s Business Climate What are some of your greatest challenges in leading your organization?

2 Today s Objectives Identify and discuss the keys to great leadership Apply knowledge to identify ways to enhance skills Discuss the Role of Strategic Thinking Understand a Framework for Strategic Thinking Work with your associates to apply and hone strategic thinking skills Resources for Leadership Development

3 What this is. Leadership Development is a process not a program.

4 What Makes A Leader? What is the key to leadership? Case Study Who will emerge as leader(s)? Why? What are the characteristics and traits of the leader?

5 The Leadership Challenge Jim Kouzes & Barry Posner Ongoing research since ,000 + surveyed from around the world Based on your experience of leadership, what do you look for and admire in a leader? List the attributes. The Leadership Challenge What do you look for and admire in a leader? Over time & across continents, only four attributes consistently receive ratings of 50% or higher. Leaders are.

6 Honest (88%) Honest, authentic, trust-worthy, ethical, credible, integrity, character Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy. - Norman Schwarzkopf Forward-Looking (71%) Forward-looking, a strategic thinker, visionary, innovative???

7 Forward-Looking (71%) If you don t know where you re going, you ll wind up somewhere else - Yogi Berra Competent (66%) Resolute, Determined, achieve results and change Of the 13 million children growing up in poverty, about half will graduate from high school. Those that do graduate will perform on average at an 8 th grade level. You can change this. Wendy Kopp, Founder more than 5,000: number of corps members more than 12,000: number of alumni nearly 3 million : number of students reached since inception

8 Inspiring (65%) The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and incompetence. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best. Colin Powell Inspiring (65%) Sam Walton's #1 Rule for Success Commit to your business. Believe in it more than anything else. If you love your work, you ll be out there every day trying to do the best you can, and pretty soon everybody around will catch the passion from you - like a fever.

9 Great Leaders To be a Great Leader, you have to be successful at achieving change important consequential change in the results for which you are responsible. B. Joseph White, The Nature of Leadership (2007) The Leadership Challenge What do you look for and admire in a leader? Over time & across continents, only four attributes consistently receive ratings of 50% or higher. Leaders are. Honest, Forward-looking, Competent & Inspiring

10 Leaders & Managers Peter Drucker Managers Management is a rank Leaders Leadership is a responsibility Leaders & Managers Peter Drucker Warren Bennis Managers Management is a rank Managers do things right. Leaders Leadership is a responsibility Leaders do the right things.

11 Leaders & Managers Peter Drucker Warren Bennis John Kotter Managers Management is a rank Managers do things right. Management is about coping with complexity. Leaders Leadership is a responsibility Leaders do the right things. Leadership is about coping with change. Leadership Principles Good leaders and good managers are both important they re just not the same thing! Being a leader requires making a choice great individual contributor versus a leader the desire to lead Leadership skills & knowledge can be learned. Leadership is an Inside/Outside proposition.

12 What Makes A Leader? Competent (66%) Achieves Results, Determined, Change Agent Forward-Looking (71%) Visionary, Strategic Thinker Honest (88%) Credible, Ethical Inspiring (65%) Positive, Hopeful Case Study To Promote or Not To Promote Identify reasons to promote and reasons not to promote

13 Case Study Reasons to Promote Promote because Reasons Not to Promote Do not promote because The 7 Types of Intelligence Based on the research of Psychologist Howard Gardner 1. Linguistic - enjoy writing, reading, telling stories or doing crossword puzzles. 2. Logical-Mathematical - interested in patterns, categories and relationships; drawn to arithmetic problems, strategy games and experiments. 3. Bodily-Kinesthetic - process knowledge through bodily sensations; often athletic, dancers or good at crafts such as sewing or woodworking. 4. Spatial - think in images and pictures; may be fascinated with mazes, puzzles, drawing, or daydreaming. 5. Musical - enjoy singing or musical instruments; usually quite aware of sounds others may miss; often discriminating listeners. 6. Interpersonal - leaders among their peers, good at communicating and seem to understand others' feelings and motives; possess interpersonal intelligence. 7. Intrapersonal - may be shy; very aware of their own feelings and are self-motivated; a goal achiever. Howard Gardner's books on multiple intelligences, include Intelligence Reframed - Multiple Intelligences for the 21st Century, Multiple Intelligences - The Theory in Practice, and Frames of Mind: The Theory of Multiple Intelligences.

14 The 7 Types of Intelligence To test your dominant type of intelligence go to. Emotional Intelligence 1. What is EI? 2. Why Does EI Matter? 3. How am I doing?

15 What Is Emotional Intelligence (EI)? EI is an assortment of skills and competencies that influence a person s ability to succeed in coping with environmental demands and pressures. People with high EI have the ability to accurately perceive, evaluate, express, and regulate emotions and feelings.

16 5 Components of EI Self-awareness (items 1 and 9) Self-management (2, 4) Self-motivation (3, 7) Empathy (5, 8) Social skills (6, 10) Why Does EI Matter? EI is most predictive of performance in jobs such as sales or management where success is as dependent on interpersonal skills as technical ability. People with low EI are likely to have difficulty managing others, making effective sales presentations, and working on teams.

17 I have found, however, that the most effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence (EI). It's not that IQ and technical skills are irrelevant. They do matter, but mainly as "threshold capabilities" But my research, along with other recent studies, clearly shows that EI is the sine qua non of leadership when I calculated the ratio of technical skills, IQ, and EI as ingredients of excellent performance, EI proved to be twice as important as the others for jobs at all levels. Moreover, my analysis showed that EI played an increasingly important role at the highest levels of the company, where differences in technical skills are of negligible importance... When I compared star performers with average ones in senior leadership positions, nearly 80% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive abilities. D. Goleman, What Makes A Leader? Harvard Business Review The Business Case for EI The primary derailer of executives is a lack of impulse control. -Goleman, Working With EI

18 An Amygdala Hijack Sudden, unexpected outburst Strong emotions = trigger Uncensored behavior Page 26 The Human Brain Scan In

19 Scan Bobby Knight in picture Emotional Intelligence EI Self-Assessment

20 Self Awareness Self Regulation Motivation Empathy Social Skill Definition The ability to recognize and understand your moods, emotions and drives, as well as their effect on others The ability to control or redirect disruptive impulses and moods. The propensity to suspend judgment to think before acting A passion to work for reasons that go beyond money or status A propensity to pursue goals with energy The ability to understand the emotional makeup of other people Skill in treating people according to their emotional reactions Proficiency in managing relationships and building networks An ability to find common ground and build rapport Hallmarks Self-confidence Realistic self assessment Trustworthiness and integrity Comfort with ambiguity Openness to change Strong drive to achieve, commitment Optimism, even in the face of failure Expertise in building and retaining talent Cross-cultural sensitivity Service to clients and customers Effectiveness in leading change Persuasiveness Expertise in building and leading teams Emotional Intelligence 1. What is EI? 2. Why Does EI Matter? 3. How am I doing? What s My EI Score?

21 Leadership Action Plan Identify 1-2 core strengths to leverage and build upon Identify 1-2 areas for development Develop a SMART action plan for development Strategic Management Framework Value Creation drives the strategy process Develop Mission & Vision Customers Perform Situation Analysis Value Creation Owners Set Objectives & Craft Strategy Employees Implement Strategy Effective strategic management creates value Assess Value Creation & Provide Feedback

22 Objectives and Strategies A B Begin With the End in Mind Begin with the end in mind is based on the principle that all things are created twice. There s a mental and a physical creation to all things. ~ Stephen R. Covey from The Seven Habits of Highly Effective People

23 Strategic Issues Strategic issues: critical challenges, opportunities, problems or questions the organization needs to address for the sake of its future Examining strategic issues allows us to more directly connect the strengths and weaknesses to the opportunities and threats discovered in our situation assessment. Strategic Issues Analysis Decision-Making Framework Strategic Issues Key Challenges External analysis Strategic Objectives Ojectives Internal Analysis Initiative 1 Initiative N

24 Strategic Issues Analysis Identify Strategic Issues Establish SMART Objectives Consider Strategic Alternatives Choose Strategies Setting Objectives SMART format Example: Increase sales - Increase sales by average annual rate of 7% over the new three years. Improve profitability Increase ROE to 12% next year.