Leadership for Strategic Execution

Transcription

1 Leadership for Strategic Execution Presented By Mark Morgan Founder and Executive Advisor Background SM Leadership Strategy Execution - Results 1

2 What is this? It s one of these 2

3 A Matter of Perspective 170 Square Miles Of Geoglyphs! What are Your Questions? What is this? This is the Management View 3

4 A Matter of Perspective This is the Leadership View Ideation Identity Purpose Long-range Intention The Strategic Execution Framework Culture Goal Nature Vision Structure Engagement Strategy Metrics Synthesis Portfolio Program Project Transition Operations 4

5 Today s Topics 1 2 Value Creation Mental Flexibility 4 3 Power Equations Connected Communication 1 2 Value Creation Mental Flexibility 3 4 Power Equations Connected Communication 5

6 Big Idea Number 1 Effective project leadership is built on knowing the value you are creating Basis of Enterprise Valuation Market Cap/Value Only one dollar out of seven can be explained by tangible evidence 14% 14% Tangible So what explains the other six?? 86% 86% Intangible Adapted from How Leaders Create Value. Ulrich and Smallwood 6

7 Value Creation Constantly Develops New Capabilities Strategy to Competency Alignment Clear Vision of the Future Performance to Promise Adapted from How Leaders Create Value, Ulrich & Smallwood 2003 What Should PM s Do About Value? Know what your project/program value is connected to Identify how you directly influence the amount of value created Be able to articulate the value being created in a compelling way Make sure your team understands the value being created Be ready to change most anything to retain the value creation Remember the best single test of leadership: Does a person have more or less energy after an interaction with you? 7

8 1 2 Value Creation Mental Flexibility 4 3 Power Equations Connected Communication Big Idea Number 2 Creating value creates change that challenges the way people think The more you know about how people think, the better leader you will be 8

9 Three Kinds of Minds Socialized Minds Follow the crowd Do what others do Self Authoring Decide for themselves Give up old ideas very slowly even if they don t work Self Transforming Adaptive based on new information Easily trade in old ideas for new ones Adapted from Immunity to Change. Kegan and Lahey It s All About the Majority Self Transforming 7% Mental Complexity Socialized 7% Self Authoring 86% 9

10 Why Won t They Change? Symptom What People are Doing Gap What People are Supposed to be Doing Underlying Commitment(s) Underlying Assumption(s) Causes Why Won t They Change? Still using the old system and or process Gap Should be using the new system or process Committed to meeting process time If I take time to learn, my performance will suffer 10

11 Why Won t They Change? Competing with each other Gap Committed to winning at all cost Should be collaborating with each other If I am not winning at another s expense, I am losing What Should PM s Do About Mental Flexibility? Examine your own level of mental flexibility Examine places where you have gaps Free yourself of underlying commitments and assumptions that do not serve you or your teams well Help people find where they are inhibited by underlying commitments and assumptions Help them get over it Remember: A mind stretched to a new dimension never returns to the original shape. 11

12 Today s Topics 1 2 Value Creation Mental Flexibility 4 3 Power Equations Connected Communication Big Idea Number 3 No matter how much value is created and how flexible the mind sets are, people vary widely in how they communicate 12

13 INTROVERSION 10/5/2017 The Insights Model Give Me the Facts 20 Show Me You Care THINKING T H I N K I N G BLUE GREEN 20 RED FEELING YELLOW Be Brief, Be Bright and Be Gone 20 EXTRAVERSION Involve Me E X T R A V E R S I O N F E E L I N G Communication Strategy PURPOSE Reason for the change backed up with evidence based logic, data and rationale PEOPLE Acknowledgment of what is being asked of people, and connection with feelings, values and interdependence of roles PLAN Focused call to action with goal directed plan for next steps BIG PICTURE A compelling vision of what is possible Andrew Lothian, Insights. All Rights Reserved Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. 13

14 What Should PM s Do About Communication? Know your own profile Learn to identify and adapt to other profiles Communicate in full color Understand the composite profile of your team Remember: Everyone sees the world differently than everyone else. Today s Topics 1 2 Value Creation Mental Flexibility 4 3 Power Equations Connected Communication 14

15 Big Idea Number 4 Value Creation Mental Flexibility Connected Communication More Power Leadership is About Power How to get it and how to use it Power Comes From a Number of Sources People Like You Reference You have connections Network Power You have done things for others You have the authority because of your office or title Reciprocity Position Your Total Power Level Expert Resource Control You are recognized as having the most expertise You have control over the money, the people, the information etc Persuasion People are influenced by the brilliance of your argument, your demeanor and your presentation 15

16 What Should PM s Do About Power? Examine where your power comes from and where you can improve You can always be more likeable You can always learn more and increase your expertise You can do things for others and operate collaboratively You can be more persuasive especially if you are willing to listen You can always build your network Remember: PM s must rely on power sources other than those that come with position and control. Influence is the name of the game Summary Adding value through project leadership is about creating more power for the project leader The topics discussed today help build project leadership skill Knowing the added value in order to inform and motivate the team Generating greater mental flexibility and helping others be more flexible Knowing how to communicate with people who see the world differently Building a better power equation using the best sources Remember: Leadership -> Strategy -> Execution -> Results 16

17 Questions? stratexadvisors.com Resources and References Executing Your Strategy, Harvard Business Press 2008 Morgan, Levitt and Malek Executing Your Business Transformation, Jossey-Bass 2010, Morgan, Johnson, Johnson and Cole Immunity to Change, Harvard Business Press, Kegan and Lahey 2009 Power, Harper Business, Jeffrey Pfeffer for more info about Insights Discovery stratexadvisors.com 17

18 What StratEx Advisors Does StratEx Advisors was founded in 2007 dedicated to the purpose of improving the level of strategic execution in organizations. That journey has lead us to develop professional services solutions in the following areas: Strategic Planning Strategic Execution Processes Including Agile Strategy Executive Coaching for individuals and teams Team facilitation for a wide variety of workshops PMO implementation Team building using personality profiles Game based action learning Call us today with your questions and challenges Phone: stratexadvisors.com 18