Building Strategiesand Leading ChangeWorkbook

Contents

Orientation and Welcome

Outline Your Change and Strategy Challenges

The Solutions Focus

Good Strategy Bad Strategy

The Twenty One Leadership Strategic Framework

Defining Your Strategic Objective

Defining Your Enabling Objectives

Business Narrative Pathways

Neurological Levels

Crossing the Chasm

John Kotter’s Eight Step Model For Leading Change

The SCARF Model

Leading Strategy and Change – Your Blueprint

Ask the Expert

More Leadership Resources

My Learning Commitments

Learning Integration Plan

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Orientation and Welcome

What is the best state you could be in today?

How will you know this has been brilliantly successful for you?

One thing you could do to sabotage the experience?

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Outline Your Change and Strategy Challenges

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Notes

The Solutions Focus

Notice the di�erence in the state, resourcefulness and creativity of your coachee when asking the following two types of questions:

Think of a problem you’re currently experiencing and would like to solve:

Tell me about the problem…

What other related problems is this causing you?

How has it got so bad?

Whose fault is it?

Tell me all the reasons this is will be really di�cult to overcome…

Why will you keep failing over and over again?

Thinking about this issue:

On a scale of 1-10, where 10 is the Future Perfect, where are you now?

When and where does the Future Perfect happen already – even a little bit?

What’s helped you to achieve so much already?

What would take you a small step (say, one point) higher?

What would be the first tiny signs of progress?

Suppose the “problem” vanished overnight, how would you know tomorrow that the transformation has happened?

How would others know?

What would you be doing?

How will you celebrate when you’ve achieved the next step?

The Solutions Focus – Mark McKergow and Paul Z Jackson

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9FUTUREPERFECT

PLATFORM

SMALL ACTIONS CO

UN

TERS

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AFFIRM

Notes

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Notes

Good Strategy Bad Strategy

The most basic idea of strategy is the application of strength against weakness. Or, if you prefer, strength applied to the most promising opportunity. The standard modern treatment of strategy has expanded this idea into a rich discussion of potential strengths, today called “advantages.” There are advantages due to being a first mover: scale, scope, network e�ects, reputation, patents, brands, and hundreds more. None of these are logically wrong, and each can be important. Yet this whole midlevel framework misses two huge incredibly important sources of natural strength:

1. Having a coherent strategy

One that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design. Most organizations of any size don’t do this. Rather, they pursue multiple objectives that are unconnected with one another or, worse, that conflict with one another.

2. The creation of new strengths through subtle shifts in viewpoint

An insightful reframing of a competitive situation can create whole new patterns of advantage and weakness. The most powerful strategies arise from such game-changing insights.

Excerpt from Good Strategy/Bad Strategy: The Di�erence and Why it Matters by Richard Rumelt

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Remember:

It is only strategy when all elements are present.

Every element must have an impact on or be impacted by another.

Strategies require people (owners) to bring them to life.

One final key question:

What must you STOP doing in order to deliver your strategy?

The Twenty One Leadership Strategic Framework

ACTION

ACTION

ACTION

ACTION

ACTION

ACTION

ENABLINGOBJECTIVE

ENABLINGOBJECTIVE

OUTCOME(WHEN WE HAVE)

OUTCOME(WHEN WE HAVE)

ENABLINGOBJECTIVE

OUTCOME(WHEN WE HAVE)

ACTION

ACTION

ACTION

KEY STRATEGICOBJECTIVE

can include vision,mission or core purpose

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Defining Your Strategic Objective

Defining Your Enabling Objectives

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Beyond/Spiritual

Identity

Values

Beliefs

Capabilities

Behaviours

Environment

What else?

Who are you?

What’s important?

What do you believe?

What can you do?

What are you doing?

Where are you when?

Neurological Levels

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Notes

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SUPPORTING

THE SENIOR

TEAM

CONFIDENCE

IS WD40

SIDE

BET

THEO

RY

BUIL

DING

ORG

ANIS

ATIO

NAL

CAPA

BILI

TY

CREATING THELANDING POINT

Vision ValuesBehaviours

Develop the delivery plan

Purpose

The law of di�usion of innovation

Creating new norms

Developing operationalcultural MO’s

ProgrammereviewReset

Multiple projects with unrealistic timescales

Development supports project delivery

RECOGNITION OF SCALECHASM 1

CLARITY

OUTCOMEOF

CROSSING THEFINISHING LINE

CHASM 3

ENGAGING THE MASSESCHASM 2

MA

INTA

INFO

CU

SG

ATHER

ING

MO

MEN

TUM

Crossing the Chasm© 2017 TwentyOne Leadership

What would you do to avoidthe three big chasms?

What are the key lessons in thismodel for you or the University?

What would you add tomake this model even better?

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John Kotter’s Eight Step Model For Leading Change

ESTABLISHING A SENSE OF URGENCY 1 CREATING

THE CHANGE TEAM 2 DEVELOPING

A VISION AND STRATEGY 3 COMMUNICATING

THE CHANGEVISION4

EMPOWERING BROAD-BASED ACTION5 GENERATING

SHORT-TERMWINS6

CONSOLIDATINGGAINS AND PRODUCING MORE CHANGE7 ANCHORING NEW

APPROACHES IN THE CULTURE8

Notes

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StatusCertaintyAutonomyRelatednessFairness

AWAYfrom

ThreatResponse

RewardResponse

©David Rock

TOWARD

The SCARF ModelCredit to David Rock www.davidrock.net and edbatista.com

Notes

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Status

Status is about relative importance, 'pecking order' and seniority. Two key aspects of our brain's perception of status are:

how easily a threat response can be triggered by such conventional workplace practices as performance reviews and "feedback" conversation.

the fact that threat and reward responses related to changes in status can be triggered "even when the stakes are meaningless," as Rock writes in strategy + business. These dynamics imply not only that extreme care must be taken to conduct reviews and provide feedback but attention must also be paid to all the little, everyday ways in which interpersonal status can be built up and torn down.

Certainty

When we're acting with su�cient certainty, our brain senses patterns, successfully predicts next steps, and operates much more e�ciently. But when we lack certainty and can't predict what will happen next, "the brain must use dramatically more resources, involving the more energy-intensive prefrontal cortex, to process moment-to-moment experience," as Rock writes in "SCARF..."

That said, it's useful to distinguish mild uncertainty from excessive uncertainty. The former triggers a mild threat response, generating just enough adrenalin and dopamine "to spark curiosity and energize people to solve problems”, Rock writes in strategy+business. However, he continues, "when perceived uncertainty gets out of hand, people panic and make bad decisions."

Autonomy

Our perception of our ability to exert control over our environment has a substantial e�ect on our response to stress factors in our life. When we feel more autonomous, we're much more resistant to stress and when we feel less autonomous, we can perceive the same set of circumstances as much more stressful.

Two aspects of autonomy worth noting are:

autonomy and certainty are intertwined-more autonomy yields a greater sense of certainty about the future.

similar to status, "even a subtle perception of autonomy can help," Rock writes in SCARF... suggesting that even where autonomy is substantially limited by organizational constraints, meaningful perceptions of autonomy can be generated by small gestures.

Relatedness

"In the brain," Rock writes in strategy+business, "the ability to feel trust and empathy about others is shaped by whether they are perceived to be part of the same social group... When [a] new person is perceived as di�erent, the information travels along neural pathways that are associated with uncomfortable feelings (di�erent from the neural pathways triggered by people who are perceived as similar to oneself.)... Once people begin to make a stronger social connection, their brains begin to secrete a hormone called oxytocin in one another's presence. This chemical, which has been linked with a�ection, maternal behavior, sexual arousal and generosity, disarms the threat response and further activates the neural networks that permit us to perceive someone as 'just like us.’ ”

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So in an interpersonal setting it's important to interact in ways that will surface points of similarity, strengthen social connections and increase a sense of relatedness. From a neuroscientific perspective, this process generates oxytocin, allows our brains to classify the other person as "friend" rather than "foe," and contributes to feelings of trust and empathy. Of course, this begs the question of how to address dimensions of diversity. I'm certainly not suggesting that such di�erences be ignored, but Rock's theory (and my empirical experience with a wide range of clients and students) implies that di�erences are much more e�ectively addressed only after a sense of relatedness has been established.

Fairness

"The perception that an event has been unfair," Rock writes in strategy+business, "generates a strong response in the [brain], stirring hostility and undermining trust... In organizations, the perception of unfairness creates an environment in which trust and collaboration cannot flourish." Rock notes in his "SCARF..." paper that "unfair exchanges generate a strong threat response [that] sometimes includes activation of the insular, a part of the brain involved in intense emotions such as disgust... People who perceive others as unfair don't feel empathy for their pain, and in some instances, will feel rewarded when unfair others are punished."

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Leading Strategy and Change – Your Blueprint

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Ask the Expert

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More Leadership Resources

Great books

Good Strategy Bad Strategy Richard Rumelt

Leading ChangeJohn P. Kotter

Strategic Analysis: A Creative and Cultural Industries Perspective (Mastering Management in the Creative and Cultural Industries) Dr Jonathan Gander

Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long David Rock

The Solutions FocusMark McKergow and Paul Z. Jackson

The AdvantagePatrick Lencioni

A Coach's Guide to Developing Exemplary Leaders: Making the Most of the Leadership Challenge and the Leadership Practices Inventory Jim Kouzes and Barry Posner

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Action Benefits Timescale

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My Learning Commitments

My 3 Key Insights from today

My actions as a result of today

Please make sure you arrange a conversation with your line manager within 5 days of attending the workshop.

Learning Integration Plan

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Reminders: My most significant learning points

3. The Solutions

1. Opportunities for Growth

What I’m going to do The things that could get in the wayThe impact it will have

2. Potential Barriers

What When will it happen? Where will I be?

Who I’ll call upon for support

4. My Support Network

Who The help I’m requesting

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The 66 Day Strategy1 Schedule the opportunities Mark when the “barriers” could get in the way2

WK 6 Date: WK 7 Date: WK 8 Date: WK 9 Date: WK 10 Date:

WK 1 Date: WK 2 Date: WK 3 Date: WK 4 Date: WK 5 Date:

CONGRATULATIONS!

You have created a series of newHabits and Leadership Practices.

Now keep going with the next setof changes.

Learning Integration Plan

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