strategic leadership: managing the cycles of change · strategic leadership: managing the cycles of...

Strategic Leadership:Managing the Cycles of Change2017 RCPA Conference

October 11, 2017

Dr. Albert A. VicereExecutive Education Professor of Strategic LeadershipThe Smeal College of Business AdministrationThe Pennsylvania State University

PresidentVicere Associates, Inc.http://www.vicere.com

Phone: +1.814.667-3137 Fax: +1.814.667-3140 email: [email protected]

2017, Vicere Associates, Inc. All Rights Reserved.

http://www.vicere.com/

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Leaders master context.Managers surrender to it.

--Warren Bennis


The Strategic Leadership Mindset

Look Out Look Around

Look toYour Team


Look for Results

Look inthe Mirror

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Case Study: Whats Going On?

1. Appraise Jordans performance on a scale of 1 (poor) to 5 (outstanding).

2. What is the impact of Jordans style on commitment and productivity across the organization?

3. What advice do you have for Jordan?

4. Any personal lessons?


5 2017, Vicere Associates, Inc. All Rights Reserved

The 21st Century LeaderMindsets

Boundaryless thinker Network builder Diplomat Interpreter

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Boundaryless Thinker--Thinking beyond the status quo

Critical Skill SetsBig picture perspectiveOpenness to ideasWillingness to look beyond oneself

for capabilities and resources

2017, Vicere Associates, Inc. All Rights Reserved

Strategic Leadership Mindsets

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Network BuilderFinding and linking with complementary partners

Critical Skill SetsRelationship mindsetKnowledge of own value and

uniquenessAbility to recognize others value

and uniquenessSearch for synergy



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DiplomatDeveloping the skills to manage networks

Critical Skill SetsAbility to relateAbility to communicateAbility to negotiate



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InterpreterHelping partners see the benefits of working together

Critical Skill SetsSolid knowledge of businessBroad knowledge of marketplaceAbility to influence others



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21st Century Leadership Roles Please take a few minutes to rate yourself as a 21st century leader. Indicate, from your personal perspective, the degree to which you demonstrate capability in each role. Scale: 1=not at all 3=to a moderate extent 5=to a great extent Boundaryless ThinkerThinking beyond the status quo 1) Big picture perspective 1 2 3 4 5 2) Openness to ideas 1 2 3 4 5 3) Willingness to look beyond oneself for capabilities and resources 1 2 3 4 5 Network BuilderFinding and linking with complementary partners 1) Relationship mindset 1 2 3 4 5 2) Knowledge of your own value and uniqueness 1 2 3 4 5 3) Ability to recognize others value and uniqueness 1 2 3 4 5 4) Searching for synergy 1 2 3 4 5 DiplomatDeveloping the skills to manage networks 1) Ability to relate 1 2 3 4 5 2) Ability to communicate 1 2 3 4 5 3) Ability to negotiate 1 2 3 4 5 InterpreterHelping partners see the benefits of working together 1) Solid knowledge of business 1 2 3 4 5 2) Broad knowledge of marketplace 1 2 3 4 5 3) Ability to influence others 1 2 3 4 5


21st Century Leadership Roles

Please take a few minutes to rate yourself as a 21st century leader. Indicate, from your personal perspective, the degree to which you demonstrate capability in each role.

Scale: 1=not at all 3=to a moderate extent 5=to a great extent

Boundaryless ThinkerThinking beyond the status quo

1) Big picture perspective

12345

2) Openness to ideas

12345

3) Willingness to look beyond oneself for capabilities and resources

12345

Network BuilderFinding and linking with complementary partners

1) Relationship mindset

12345

2) Knowledge of your own value and uniqueness

12345

3) Ability to recognize others value and uniqueness

12345

4) Searching for synergy

12345

DiplomatDeveloping the skills to manage networks

1) Ability to relate

12345

2) Ability to communicate

12345

3) Ability to negotiate

12345

InterpreterHelping partners see the benefits of working together

1) Solid knowledge of business

12345

2) Broad knowledge of marketplace

12345

3) Ability to influence others

12345

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Leadership: What Followers Say


Followers want community Followers want significance Followers want excitement Followers want authenticity

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LifeLoveLegacy


Leadership: What It Boils Down To

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Leadership is the courage to admit mistakes, the vision to welcome change, the enthusiasm to motivate others, and the confidence to stay out of step when everyone else is marching to the wrong tune.

--E. M. EstesFormer PresidentGeneral Motors


Self Test--Strategic LeadershipOn a scale of 1 (rarely) to 7 (almost always), how often do you:

Anticipate [survey average: 4.99]1. Gather information from a wide network of experts and sources inside and outside your industry and function? 1 2 3 4 5 6 72. Predict competitors' potential moves and likely reactions to new initiatives or products? 1 2 3 4 5 6 7

Challenge [survey average: 5.52]3. Reframe a problem from several angles to understand root causes? 1 2 3 4 5 6 74. Seek out diverse views to see multiple sides of an issue? 1 2 3 4 5 6 7

Interpret [survey average: 5.78]5. Demonstrate curiosity and an open mind? 1 2 3 4 5 6 76. Test multiple working hypotheses with others before coming to conclusions? 1 2 3 4 5 6 7

Decide [survey average: 4.81]7. Balance long-term investment for growth with short-term pressure for results? 1 2 3 4 5 6 78. Determine trade-offs, risks & unintended consequences for customers & stakeholders when making decisions? 1 2 3 4 5 6 7

Align [survey average: 5.01]9. Assess stakeholders' tolerance and motivation for change? 1 2 3 4 5 6 710. Pinpoint and address conflicting interests among stakeholders? 1 2 3 4 5 6 7

Learn [survey average: 4.95] 11. Communicate stories about success and failure to promote institutional learning? 1 2 3 4 5 6 712. Course correct on the basis of disconfirming evidence, even after a decision has been made? 1 2 3 4 5 6 7

*Averages are based on responses to this survey from more than 20,000 executives

Source: Schoemaker, P. J. H., S. Krupp and S. Howland. 2013. Strategic leadership: The essential skills. Harvard Business Review (January/February): 131-134.

2017, Vicere Associates, Inc. All Rights Reserved. 14[

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And So


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Components of Strategic Leadership

Strategic thinking Direction setting Culture building

Seeing is auditing life. Vision is interpreting life so that others may see it.

--James RossBP


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Because we are bound by what we know, it is difficult to imaginewhat we dont know.

-- Walter Wriston


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You can't depend on your judgment when your imagination is out of focus.

-- Mark Twain


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Direction Setting

Declaration of purpose Long-term perspective Value and uniqueness Ongoing evolution

Develop a Purpose, Build a Plan, Stay Focused, Be Persistent


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Treat a person as they are and they will remain as they are. Treat a person as they can and should be and they will become what they can and should be.

-- Goethe


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Commitment Competence Consistency

Culture Building

What gets measured is what drives focus, what gets rewarded

is what gets repeated.


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Strategic Leadership: An Integrative Perspective

Organizational Capabilities

Direction Setting

Purpose Long-term

perspective Value and

uniqueness Ongoing

evolution

Culture Building

Commitment

Competencies

Consistency

Strategic Thinking Outside

Comparators

Inside

Lessons Learned Metrics Rewards Feedback

Performance


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Leadership is the courage to admit mistakes, the vision to welcome change, the enthusiasm to motivate others, and the confidence to stay out of step when everyone else is marching to the wrong tune.

--E. M. EstesFormer PresidentGeneral Motors


The best way to predict the future is to create it.

-- Peter Drucker

2017, Vicere Associates, Inc. All Rights Reserved. 25

Slide Number 1Slide Number 2Slide Number 3Slide Number 4The 21st Century LeaderMindsetsStrategic Leadership MindsetsStrategic Leadership MindsetsStrategic Leadership MindsetsStrategic Leadership MindsetsSlide Number 10Slide Number 11Slide Number 12Slide Number 13Slide Number 14Slide Number 15Components of Strategic LeadershipSlide Number 17Strategic ThinkingSlide Number 19Direction SettingSlide Number 21Culture BuildingSlide Number 23Slide Number 24Slide Number 25

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