Executive Book Summary by Rong Guo

Transcription

1 Executive Book Summary by Rong Guo EADM 826 Kevin Ford is a Principa of TAG Consuting. In demand as a pubic speaker and strategic eadership consutant, Kevin has spoken pubicy to thousands of peope on strategic panning and eadership. He ed CEO roundtabes with Jim Coins, Ron Heifetz, and Margaret Wheatey and was one of the featured speakers at the Organizationa Deveopment Summit with Peter Senge and Phi Harkins. He was the senior consutant for the redesign of the U.S. Army staff the argest empoyer in the nation. Whie he consuts with arge corporations, government agencies, and sma businesses, he heads up TAG s faith-based practice. He has personay deveoped over four hundred strategic pans in a wide variety of industries. He is the author of three previous books, incuding one that reached the top.04 percent of saes on Amazon. Kevin ives in Charotte, N.C., with his wife and two chidren. Ken s expertise is in heping cients transform disjointed organizations and workgroups into high performing teams. He uses the organization s metrics and initiatives as a basis for increasing per empoyee productivity. For the executive team, Ken uses customized toos and strategies that increase execution and productivity. Additionay, he advises eaders and instructs managers on how to uneash empoyee discretionary effort to drive ong-term business outcomes. 1

2 2 Leadership has Three Options 4 The Strategic Option 7 The Tactica Option 9 The Transformationa Option government bureaucrats were invoved if the the changing is put into action. Firsty, he needed to persuade residents to move out for a time, because the community need to be rebuit. But no one was wiing to do so. Cousin East Lake Meadows is a pace of Atanta of United States. This pace was used for gof course by the egendary gof Bobby Jones and there was a pubic housing project decades ago. But ater this area was regarded as Litte Vietnam by Atantans and oca poice caed it war zone. This happened start with 650 units of desperatey poor residents in the US, and then peope fee reaized that peope were going to have to do things that were the precise opposite of what they woud normay be incined to do.. So he created a masterpiece of eadership, The eadership Triange. He thanked it is important to bring peope together to finish their common goas. And the most difficut thing for eader is to transform vaues, which is often confict. hopeess and desire to escape, so they began to take drugs and acoho which can ead to crime and vioence. Mugging, shooting and robbery happed reguary here even during the daytime. When it comes to eadership we can a agree on one thing: it is not easy! Tom Cousins, an entrepreneur and a successfu businessman, who has passion on gof and want to break the cyce of poverty in East Lake Meadows decided to change the situation in this pace. However, the probem in East Lake Meadows was not simpe. There were many probems need to be setted, such as crime reduction, education, drug treatment and economic revitaization. And poiticians, Tenants Association eaders, 2

3 Three Leadership Options A cassic eadership pitfa is to find a method which can sove probem before and use it in the future. And with the deveop of the society, it may Tactica Chaenges Tactica probems are soved by expertise. Leaders shoud identify the right expert who is competent to sove the probem and put him or her on the position. doesn't work anymore. Leaders need know more options to sove probems. This book is to hep readers understand in what occasion, what kind of options can be chosen to sove probems. In case to make wrong decision and produce more probem. Author identified three primary type of eadership chaenge, and come up with three ways of eadership behavior. A different set of skis, anguage, questions, and styes of interaction s Strategic Chaenges Strategic Chaenges means that eaders shoud make decision facing those chaenge outside their own organization to adapt the externa opportunities and difficuties. And strategy is what make one s organization different to others. Strategic option is used for soving chaenge that rooted in the future, which is passing by generation or era. needed when facing different probems. Transformationa Chaenges The most vita chaenge is the transformationa probems which reate to vaues, behavior, and attitudes, and often rooted in a Leadership Triange system and easy to be ignored. The essence of a transformationa probems is in the concept of competing vaues. The rea work of eadership is indicated on transformationa eve, when a Transformationa eader can provoke confict over vaues and create rea change. 3

4 The Leader s Roe Tactica The eader is an expert. The tactica eader approaches probems with a particuar knowedge base, or ski set, to sove specific probems. Strategic the eader is a synthesizer, identifying patterns and trends. The strategic eader sees beyond current reaities. Transformationa The eader is a faciitator. The transformationa eader doesn't make decisions or estabish strategic pans but, instead, faciitates a series of conversations among key stakehoders. A cear strategy, born out of a keen understanding of context, wi resut in a compeing vision Peope who work with Tom Cousins in the East Lake program indicate that Cousins never wavered in his vision, and he understand a stakehoders as we as the context. Tenacious vision and environmenta awareness are the essence of effective strategy. Context is the root of strategy. A eader shoud know his or her payers and the inner and outside environment. And the vision is a kind of by-product of a good strategy. Diagnose probems Choose appropriate options based on the natrue of the probem. A eader is a synthesizer, who need know more knowedge. One shoud pay more attention on trends, and shoud be curious. One thing peope can do to achieve this is to ask why five times. By asking a question and get the answer and then keep asking why repeated in at east four times, one wi know more information. When peope choose the strategic option, they shoud adopt the tone of a vision-caster. And the vision must cear. 4

5 The key question for strategic option is what s the objectives? And facing the strategic chaenge, the key question wi be situation-specific. Define your vision A key eement of strategic option is the abiity to sense the changes in the cuture, industria, and competitive andscapes and envision the future at the end of the change (Ford, 2013, p.49). A good eader is who can envision the future and shape the What s the key questions? Strategic what s our objectives? Let s accompish it. Tactica what s wrong? Let s fix it. Transformationa What s the question? Let s discover it. team. Like Bi Gates who envision the prosperity of the persona computer, and Jeff Bezos of Amazon.com who envisioned the way of consumers buying books. Strategic eaders shoud know their new strategy is correct response to the strategic probem. And new strategies are needed. A eader shoud take research, consider possibe outcomes before making important decisions. It is aso important to interact with team members. And a good eader can aways be inspiring. Seeing what is coming may be difficut for many peope. There is a too can be used, which is distinguishing between manageabe, incrementa change and truy epocha change that require a transformed view of the future. It is important to recognize fundamenta change for the eader approaching strategic option. The soution may adapt ones business to seize new opportunities. 5

6 Furthermore, a eader shoud have a big ears. It means one need to pay attention. There are number of things one shoud do: When a person wants to make change, he or she must prepare to meet opposition. If one can see the future, the abiity to stick the vision can be hepfu to make breakthrough. Peope need to 1. The customers, who insure your company's surviva. 2. The reguatory environment, where aws can ater the competitive andscape in a singe egisative session. 3. Compementary business, upon whom your organization reies for products, goods, and services. 4. Competitors, who may anticipate the future first themseves or may be making strategic mistakes your company must avoid. distinguish the want-tos and the need-tos and wiing to embrace unikey aiances. In the Strategic option, one must bring about a preferred future as a team buider, and make sure the connection of team members and create aiances, and think creativey about who shoud be incuded in the team. Communicate Your Mission with Carity A eader who use the strategic option must make the communication crysta cear. Thus, empoyees can know their mission cear. To achieve this, eaders can make sure the vaues and missions which drive the organization are cear, so empoyees wi fee they are being caed to change the word. Secondy, eader shoud make it cear that who your customer is, and what wi take to get them. Thirdy, according to Marcus Buckingham s research that great business eaders know how to keep things simpe, eaders shoud make the core score cear, which means eaders shoud be cear of what the team has 6

7 to achieve and how to measure it. Fourthy, the key products shoud be recognized ceary. The ast but not east, make the hedgehog concept cear. It means find the concept between three questions and never deviate from it. The questions are as foows: It is important to hire empoyees who can think and do their job naturay. And the Tactica Option ski in this chapter is to hep readers understand how to seect the right peope for the team. First of a, et s think some basic questions as Why do I bring peope on teams? There are 1. What are the most passionate about? 2. What can we do better than anyone ese? 3. What drives our economic engine? three answers: 1. You bring peope to fufi. 2. The promise of the roe with exceence. Interviewer ask typica questions to see whether the person can do this job and how we Knowing the strategy, vision and carity of mission, it is aso important to act it! he or she can do. To see whether a person can do thing naturay, a interviewer may consider if it is a vounteer position, whether the empoyee sti have passion. Those who can naturay dose things are needed for the team. 3. Bring peope on team to fufi the promise of your mission. There are two cues can be considered. First one is biography. The person s ife story can te what his or her concern and passion. Second, is performance. This means to identify whether the person reay do thing reated to the mission. To insure the ong term success, seecting peope 7

8 based on mission fit is the best way. Furthermore, to identify the person who are uniquey designed to sove the probem a company facing, there are two practica toos. They are Intentiona concept and a ist of quaities that describe the best seectors of peope. Leaders have variety of eadership stye. When ook into the common quaity that ead them into successfu eaders is the power of Intentiona Difference. Those who have the Intentiona Difference have six components: Taent, Ski, Knowedge, Experience, Passion, and Outcome. When using the Tactica Option work of putting team together, it is important to make sure they are baanced, diverse, and stabe. And it is recommended to earn how to use Intentiona Buiding Peope One question in team buiding is that why do peope work. When peope achieve the basic fina need of iving, what motivate peope of working? The answer is that peope work to gain the prize of persona achievement and, financia stabiity, and the prize of purposefu iving. Job provide peope socia good, persona achievement, reationa enhancement, which is important than job itsef. So a good eader shoud provide those for team members. Besides, creating a cimate of trust, provoking heathy confict, inspiring high commitment, providing honest feedback and focusing on resuts is essentia on team management. Difference. There is a ist of quaities of peope who can be considered to hire in the team. Empowering Peope It is not rare that peope want to quit teams, but eaders shoud know the reasons. 1. Great peope-pickers are Success-Intuitive 2. Great peope-pickers are Pacement-Aware 3. Great peope-pickers are Future-Oriented 4. Great peope-pickers are Unsefishy Opportunistic 5. Great peope-pickers are Time Conscious Here are some exampes: Team members quit to- -pursue attractive promises. -pursue a bigger prize. -pay a more affordabe price. 8

9 Here is another question: Why do team members engage on a high eve? Discover your code To increase the vaue they receive To return the vaue they receive To share the vaue they receive The code is the essentia of an organization. It is about the organization s history, vaues, practices, assumptions, memories, heroes and stories. And with time goes by, it fiters what is not true and keep the essentia of the organization. Empowered team must be fu of peope who not ony want to receive vaue, but aso want to returning and sharing it. At the end, there is a mode caed The stage of roe attachment to hep peope practice the theory. One of the main tasks in using Transformationa Option is to find the code. Cracking the code by ooking at the symbos which are expressed in five primary forms: myths, traditions, heroes, decisions and visuas. Myths shape the history of an organization, and traditions are important parts of the sou of an organization. Heroes embody the heart and sou of an organization and decisions are turning point. And visuas are the outer face of an organization. There is a ist of probem which beong to transformationa, when It impacts manipe stakehoders Is id compicated by deepy hed vaues It wi resut in oss for someone A soution may not be found You have a history of faiing to sove the probem 9

10 Peope are overy dependent on the authority figure. It is reated to your code The first job for eaders is to define reaity, activity. One must know what kind of authority he or she have and can define the chaenge the team facing and considering a od the stakehoders. When exposed the competing vaues, many eaders who are and what chaenging they are facing. This ist can hep eaders to identify in what occasion, the Transformationa Option can be used. Furthermore, to deep the understanding of the knowedge as eading from the Transformationa Option, here are some tips. cosest to success often fai. If the vaues in competition were not cear, face down together and communicate to discover what they are. Besides, changing bring stress. Leaders shoud keep the change at a toerabe rate. Finay, peope doing the main work of eadership by their own, so eaders shoud Never vioate the code Keep working to check the code Remember that code id a right brain dea Seect eaders who fit the code Deveop Your Adaptive Capacity When you ook up the dictionary, you wi find that eadership is noun. It requires persona authority and it concerns power. Leadership is not ony eader but aso an give the work back to the team. Persevere Though Confict A key to transformation and show the difference between eaders what peope do with the confict. There are two ways to hande confict in this book. Facing a confict, peope can choose to respond it from the Red Zone or the Bue Zone. When a persona issue happened in an organization, eader shoud keep the confict focused on vaues and interests that transcend the persona. The red behavior come from our 10

11 pain and our view of the word. In concusion, this book using exampes Bue Zone This confict is professiona It s about the organization The mission of the organization rues I must protect the team and the business The confict is reframed into a discussion of vaues Red Zone This confict is persona It s about me, or you Emotions rue without being acknowedged I must protect mysef The confict escaates to destructive eve expains three options: the Strategic Option, the Tactica Option and the Transformationa Option to hep eader to sove different probems. It is essentia to use them in reaity and different context. As a bue zone eader, a basic principe to eading through confict is pushback. Leaders can ignore the opposition or try to get around it. It s heps because it shows you the strategy currenty using is not working. And pushback can aow peope to step back and think an aternative soution. Besides, eader shoud know that themseves are part of the probem. Thus, they can manage themseves, by understanding how and when they can sip into red zone. 11

12 References Ford K., & Tucker. K. (2013). The eadership triange. New York: Morgan James. 12