ArticulatingArticulating

The Art of Crafting and Conveying the Leadership Team’s Intent Effectively enough to make an

impact on the performance of the organization and its members.

What is going on here? Do we need to think differently to understand what the environment is telling us? - Anticipating

What has to happen here? How do we position ourselves and/or our organization/team to take advantage of opportunities?

How do we make it happen? How do we multiply ourselves through other people?

How do we keep making it happen? How do we ignite the souls of followers to achieve greatness beyond what anyone imagined possible?

2

We are Still Here

LLOOKOOK

LLISTENISTENINTERNALINTERNAL EXTERNALEXTERNAL

LLEARNEARNChallenges Opportunities

3

The Strategic Leader Framework

What is Going on Here?

Learn: Analyze

04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 4

Your Subject

You

Learn: Synthesize - Filter out the Noise

04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 5

InputOutput

Synthesizer

04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 6

Learn: Reflect

• Deep – how deeply are you questioning ways of operating?

• Do we operate from our interpretation of the past, or our anticipation of the future?

• Are our assumptions today valid into the future?

Learn: Question your Assumptions

If you don’t like something, change it. If you can’t change it, change your attitude.

Maya Angelou

Use what you Learn to inform your thinking about potential future options…

What is going on here? Do we need to think differently to understand what the environment is telling us? - Anticipating

What has to happen here? How do we position ourselves and/or our organization/team to take advantage of opportunities? - Articulating

How do we make it happen? How do we multiply ourselves through other people?

How do we keep making it happen? How do we ignite the souls of followers to achieve greatness beyond what anyone imagined possible?

10

We are hereNOW

Strategic Thinking

Articulating Tools

Light the WayFocused on Future (trends awareness)

Statement of Intent Provides DirectionEncourages commitment and buy-inServes to shape cultureAssets & competencies support IntentPatience

Run to DaylightFocused on Present Flexibility (fast response, tactical, action-oriented)Reduces risk of missing emerging opportunitiesGenerate healthy energyAssets & competencies drive opportunismVigilance

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Find the future… and Articulate it!

LOOKLOOK

LISTENLISTENINTERNALINTERNAL EXTERNALEXTERNAL

LEARNLEARN

The Strategic Leader FrameworkThe Strategic Leader Framework

What has to Happen Here?What has to Happen Here?

ArticulateArticulate Strategic IntentStrategic Intent

ChallengesOpportunitie

s

Effective in new Effective in new or stable or stable

environmentsenvironments

Builds on New Builds on New CompetenciesCompetencies

13Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAPLight the Way04/10/23

Ghosn Answers The Strategic Questions

What is going on Here? What Has to Happen Here?

» Simple Vision = 180What is Precious and What is Expendable?

» Break costly Traditions -

How can we Make it Happen?» Connect with people!

How do we Keep Making it Happen?» Measurement pushes you to action

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Light the WayLight the Way

“All men can see the tactics whereby I conquer, but what none can see is the strategy out of which great victory is evolved.”

- Sun-TzuChinese Military Strategist

The Statement of IntentThe Statement of Intent

Mission

Core Values

Aspiration

Priorities

The Strategic Leader Framework

Create an Actionable PlanCreate an Actionable Plan

04/10/23 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 18

The Strategic Leadership Framework Leader Design Tactics

Strategic Intent Statement Components Mission

The Mission describes what you do - why the organization is in business in one sentence with no more than 3 clear, crisp, compelling concepts.

AspirationAspirations clearly & concretely defines a compelling desired future in one

sentence. What do you want to become?

Core Values/Guiding PrinciplesGuiding Principles describe what makes you unique – what the organization

stands for and how it will act in the daily flow of activity.

Priorities/InitiativesPriorities FITFIT the enterprise to it’s external environment and

FOCUS the organization and its members on what needs to be done to reach its aspiration. How will you move in the direction of your aspiration?

Mission, Aspiration and Values are fixed – Priorities/Initiatives are flexible.

The Statement of Intent describes

the Future

Light the Way!

The Central Connector to The hearts and minds of followers

Create a Cause!

2204/10/23

If you want to build a ship, don't drum up the men to gather wood, and then divide the work, and give orders.

23Antoine Marie-Roger de Saint-Exupery04/10/23

"I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth."

President Kennedy, May 25, 1961

“An Apple on every desk.” Steve Jobs, 1976

Light the way

Memorable Aspirations

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Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 25

The Takeaway People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for , trust.” —Howard

Schultz, Starbucks (IBD/09.05)

04/10/23

The PrincipleThe statement of strategic intent provides a

sustaining direction and articulates the organization’s position.

How it worksIt describes who you are as an organization, what you stand for, who you want to become, and how

you will behave as you work to achieve it .

It is the Torch which Lights the Way Lights the Way for others to follow

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IAP

Assignment:Prepare a 1 page

“Statement of Strategic Intent” for your organization or the one you wish to lead, or for yourself

Consider – The strategic forces impacting your situations? What are our options?

Determine - Who are we? What do we value? How should we respond to those forces?

Decide - What are our Priorities? How are we going to implement our intent?

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IAP

When opportunity comes, it's too late to

prepare! –

Henry Ford

Run to Daylight Key Assumption

Run to Daylight by:Run to Daylight by:A properly crafted flexible plan of priorities enables leaders

and organizational members to:

seek out, create or wait for opportunities to appear that advance the priorities and then exploit them.

Pre-plan and being prepared for opportunities to arise,

Select those opportunities that are the best fit for achieving their aspirations and priorities.

Experiment with a variety of low cost probes.

Quickly follow up with initiatives that establish momentum and give the organization a sense of success.

04/10/23 29Pisapia, J. (2009). The Strategic Leader. Charlotte, NC:

IAP

You must be prepared to leap when circumstances call for it!

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