This document discusses leadership development and getting things done. It begins by noting the challenges of leadership in 2017, including fear of the future, fragmentation of cultural reference points, and the matrix paradox of wanting more information but easier solutions. It then discusses trends impacting the future like technology, urbanization, and demographics. Key aspects of leadership discussed include having an innovation mindset, getting things done, and working with others. The document emphasizes that great leaders are continuously learning and able to communicate a narrative. It also discusses the importance of collaboration for regional success and offers tips for creating and leading successful regional collaborations.
2. âToo often we
enjoy the
comfort of
opinion without
the discomfort
of thought.â
John F. Kennedyâ Leadership and
learning are
indispensable to each
other.â
3.
4. Leadership
⢠Think of one word that
describes a leader
⢠Think of one story
where you
experienced real
leadership
⢠Think of one time
where you think a
person, a leader, failed
to lead, in a huge way.
9. Fragmentation of Cultural Reference
Points
Top Movies ⢠Arrival
⢠Fences
⢠Hacksaw Ridge
⢠Hell or High
Water
⢠Hidden Figures
⢠La La Land
⢠Lion
⢠Manchester By
the Sea
⢠Moonlight
10. Fragmentation of Cultural Reference
Points
Top Albums Sales 2016
1) Adele
2) Drake
3) Justin Bieber
4) BeyoncĂŠ
5) Rihanna
6) Twenty One Pilots
32. ⢠We want someone, or
some group, we trust, to
make sense of all the
information we are
receiving.
⢠We want leaders to take
actions that improves our
situations or solves our
problems
Why Do We Want and Need Leadership?
33. My Belief - Great Leaders
⢠Are continuously
learning
⢠Have a high tolerance
for ambiguity,
complexity, and
change
⢠Can communicate the
narrative
⢠Are made, not born
34. ⢠Has high ethical and moral standard 67%
⢠Provides goals with loose guideline/direction 59%
⢠Clearly communicates expectations 56%
⢠Has flexibility to change opinions 52%
⢠Is committed to my ongoing training 43%
⢠Communicates often and openly 42%
⢠Is open to new ideas and approaches 39%
The Most Important Leadership
Competencies
195 Global Leaders Were Asked to rate 74 Qualities
Source: HBR Sunnie Giles March 2016
35. Competencies
Skills and behaviors required for
success that can be observed
Experiences
Assignments or roles that prepare
a person for a future job
Traits
Inclinations, aptitudes, and natural
tendencies a person leans toward,
including personality traits and
intellectual capacity
Drivers
Values and interests that
influence a personâs career path
and engagement
Leadership
Four Dimensions of Leadership and Talent
Source: Korn Ferry Leadership Architect
36. Why Do We Want and
Need Leadership?
ď§ We want someone, we
trust, to make sense of
all the information we
are receiving.
ď§ We want someone to
take actions that
improves our situations
or solves our problems
Traditional
Hierarchical
Leadership
Grassroots
Bottom Up
Leadership
Action, Success,
Problem Solving
Someone important
or
some small group
with a vision
or resources
Someone not
important
or
some small
group with a
vision or resources
Leadership Is Crucial & Models Are
Changing
39. Strategic Perspectives:
(A) Strategic Ability
(B) Managing Strategic Propositions
(C) Focusing on Priorities
Innovation Mindset:
(D) Utilizing Ambiguity
(E) Shifting Perspectives
(F) Managing Vision and Purpose
(G) Creating New and Different
Getting Things Done:
(H) Making timely Quality Decisions
(I) Managing Information
(J) Measuring Progress
Working Together:
(K) Sharing Commitments
(L) Exhibiting Mutual Trust
(M) Managing Conflict
(N) Being Interpersonally Savvy
(O) Navigating Political Dynamics
GroupLead Approach
The critical dimensions of group decision making and taking action
40. Strategic Perspectives:
(A) Strategic Ability
(B) Managing Strategic Propositions
(C) Focusing on Priorities
Innovation Mindset:
(D) Utilizing Ambiguity
(E) Shifting Perspectives
(F) Managing Vision and Purpose
(G) Creating New and Different
Getting Things Done:
(H) Making timely Quality Decisions
(I) Managing Information
(J) Measuring Progress
Working Together:
(K) Sharing Commitments
(L) Exhibiting Mutual Trust
(M) Managing Conflict
(N) Being Interpersonally Savvy
(O) Navigating Political Dynamics
GroupLead Approach
The critical dimensions of group decision making and taking action
41. Strategic Perspectives:
(A) Strategic Ability
(B) Managing Strategic Propositions
(C) Focusing on Priorities
Innovation Mindset:
(D) Utilizing Ambiguity
(E) Shifting Perspectives
(F) Managing Vision and Purpose
(G) Creating New and Different
Getting Things Done:
(H) Making timely Quality Decisions
(I) Managing Information
(J) Measuring Progress
Working Together:
(K) Sharing Commitments
(L) Exhibiting Mutual Trust
(M) Managing Conflict
(N) Being Interpersonally Savvy
(O) Navigating Political Dynamics
GroupLead Approach
The critical dimensions of group decision making and taking action
A high-performance
groupâŚ
⢠Regularly identifies
which tasks are mission
critical, important, or
nice to do
⢠Aligns resources to
priorities
42. Strategic Perspectives:
(A) Strategic Ability
(B) Managing Strategic Propositions
(C) Focusing on Priorities
Innovation Mindset:
(D) Utilizing Ambiguity
(E) Shifting Perspectives
(F) Managing Vision and Purpose
(G) Creating New and Different
Getting Things Done:
(H) Making timely Quality Decisions
(I) Managing Information
(J) Measuring Progress
Working Together:
(K) Sharing Commitments
(L) Exhibiting Mutual Trust
(M) Managing Conflict
(N) Being Interpersonally Savvy
(O) Navigating Political Dynamics
GroupLead Approach
The critical dimensions of group decision making and taking action
A high-performance
groupâŚ
⢠Prioritizes meeting
agendas and allocates
time
⢠Uses diverse subgroups
to investigate and
share information
sometimes conflicting,
from multiple sources
43. Collaboration
âThe act of working with one or
more people to produce or
create something.â
Collaboration is an
unnatural act
between un-
consenting adults
52. Some General Beliefs About
Collaboration âŚ
1. People, and organizations collaborate when it is in
their interest to do so.
2. âWhere you stand always depends on where you
sit.â
3. When crisis > complacency = cooperation.
4. People collaborate when there is a chance of
success
5. People collaborate when they have something to
do.
6. Context mattersâŚand all our context is changing
real fast.
53.
54. Why are some regions more successful than
others in global competition?
⢠âRegardless of whether a region
can bring the right people to the
table or develop a strategic plan,
the true test is whether the
region can act effectively.â
⢠âThe key to creating
collaboration is effective
regional leadershipâ
Source: Council on Competitiveness, Collaboration 2010
55. Regional Leadership
⢠âRegional leadership bodies
depend on consensus, not
hierarchy.â
⢠âThe structures are more
frequently networked than
formalizedâ
⢠âNew regional leadership must
create a shared regional
narrative, build consensus,
institutionalize innovation, and
lead change.â
⢠Letâs consider your local
narrative(s)
Source: Council on Competitiveness, Collaboration 2010
56. Some Thoughts To Help You
Create, and Lead Successful
Regional Collaborations
58. Present Position
Future More
Competitive
Position4-STEP STRATEGIC MANAGEMENT PROCESS
Strategy
Formulation
2
Guiding Principles
Competitive Advantages
Constraints and Barriers
Conceptual Phase
Visioning Economic Vision
Future Cluster Competitiveness
Environmental
Scanning
1
Gather data.
Understand what
affects your region:
Internally
Externally
Sustainability
Capacity &
Leadership
Development
4
Measure performance:
⢠Compare desired and
actual results.
⢠Plan for contingencies
⢠âContinuous agendaâ
Leadership Model
Strategic Action
Development
3
⢠Research Completion
⢠Action Plans Creation
⢠CEO Prioritization
Leadership
Sustaining
Project Focus
Continuous Agenda
Communication
Identifying &
Engaging Clusters
Capacity
Public
Engagement
Elected Official
Collaboration
Adjustment
Linkage to Work Group
Cluster Support
Cluster Recruitment
Entrepreneurship & Technology
Rural Development
Leadership & Collaboration
Hospitality
Government Partnership
Implementation Issues
Cluster RetreatHonest Evaluation
Measurement
Copyright Š 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher.
Adapted in part from Strategic Management & Business Policy. Wheelen & Hunger. 2000.
Analytical Phase
Current Reality Leadership
Critical Thinking
Focus Phase
Priorities
(Whatâs going on?) (What can we do about
it?)
(Who, how and when do we do it?) (How well are we doing?)
National
Evaluation Reports
National Business
Surveys
Regional Comparisons
Demographic
Changes
Economic Trends
â˘Institutional Partner
Coordination &Commitment
Fundraising
State of the Region
Innovation Index
Indicators
59. The Region and its Environment
â˘Economy-Education-Political-Health
Research
â˘Demographic Changes over Time
â˘Economic Trends/Current Situation
â˘Regional Comparisons
â˘Regional Evaluation Reports
â˘Regional Business Survey Results
Competitive
Advantages
Constraints &
Barriers
Cluster
Opportunities
Strategic Position (Choices)
â˘Focus Strategy
â˘Product Development Strategy
â˘Market Development Strategy
â˘Diversification Strategy
Mission
⢠Reason for existence
⢠Guiding principle for strategies
⢠Industries and types of services
⢠Ways value is added
⢠Uniqueness
⢠Stakeholders served
⢠Prime goals
⢠Clear and direct
Visioning
â˘Picturing the future: World, Industries, Region
â˘Challenging conventional beliefs
â˘Imagination, Innovation, Inventiveness
Vision Statement
â˘Core Values, Core Purposes, Audacious Goals
â˘Shared commitment to achieve
â˘Inspiring, Challenging
Priorities
â˘Distinctive
Competencies
â˘Competitive
Weaknesses
â˘Relevant
Opportunities
Action Plans
â˘Next Steps
â˘Assignments
â˘Management & Feedback
Visionary Phase
Analytical Phase
Focus Phase
Task Force
Formation
Complacency
Fund Raising
Partnership
Commitment
Implementation
Action Plans
Institutional Partners
Original Research
Project Coordination
Competitiveness Issues
â˘Investment in R&D
â˘Skilled Work Force
â˘Quality of Education
â˘Physical Infrastructure
â˘Supply of Capital
â˘Cost of Doing Business
â˘Quality of Life
Critical Thinking
Goal Setting
Long, Medium, Short Term
Current
Reality
Copyright Š 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher.
Assumptions
â˘Planning Dangers
â˘Beliefs v. Facts
â˘Accounting for
Change
Measurement
Innovation
Processes
Cluster Customers
Financial
Benchmarking
Contingency Plans
Getting Started- Strategic Action Retreat Model
Future Cluster Competitiveness
Work
Groups
60. We Are Competing For Economic
Success
1) Do you believe that there is greater competition than
ever for new jobs and new investment?
2) Do you believe that the competition is global?
3) Do you believe that there will be locations that win the
competition and locations that lose?
4) Do you believe that communities can take actions to
improve their chances of success?
61. Be Clear Why âItâ Matters To
Everyone Involved
People and Organizations
Collaborate When It Is In
Their Best Interest To Do So.
65. âWhat makes a plan
capable of producing
results is the commitment
of key people to work on
specific tasks.â
Peter Drucker
66. It Takes âCapacityâ to Hold Groups
Together
âBe the Collaborative Capacityâ
ď§ Glue and Grease - The capacity to bring people and
groups together, keep minutes, make coffee, set
agendas, make the hard calls, smooth the rough
spots
ď§ No Cause, No Credit, No Cash
ď§ âŚand a little âchoice architectureâ can help
67. Nudge
ď§ âStatus quo biasâ or the
default option
ď§ People learn from others
ď§ The most effective way to
nudge is via social influence
ď§ Social influence involves
information and peer
pressure
68. Motivations
Where you stand (almost)
always determines where
you sit
⢠Biological drive
⢠Rewards & punishments
⢠Intrinsic
70. Build Social Capital Every Day
âConsists of the stock of active connections
among people; the trust, mutual
understanding, and shared values and
behaviors that bind the members of human
networks and communities and make
cooperative action possible.â
Cohen & Prusak 2001
71.
72. People Receive Information Different
Ways
ďąOld School
ďąNew Media
ďąSocial Networks
ďąAsk them, often
78. ⢠"Nothing will work unless you do." -Maya
Angelou
⢠"I alone cannot change the world, but I can
cast a stone across the water to create many
ripples." -Mother Teresa
⢠"The most difficult thing is the decision to act,
the rest is merely tenacity." -Amelia Earhart
Leadership Quotes