Institute for Educational Leadership

1. Institute for Educational Leadership 7 DECEMBER 2004 STRATEGIC LEADERSHIP COL CHUCK ALLEN Director, Leader Development

2. GUIDING PRINCIPLE UNITED STATES ARMY WAR COLLEGE “Not to promote war but to preserve peace by intelligent and adequate preparation to repel aggression... To study and confer on the great problems of nationaldefense, militaryscience, and responsiblecommand” Elihu Root, 1903

3. MISSION UNITED STATES ARMY WAR COLLEGE • To prepare selected military, civilian, and international leaders for the responsibilities of strategic leadership; • To educatecurrent and future leaders on the development and employment of landpower in a joint, multinational and interagency environment; • To research and publishon national security and military strategy; • Toengage in activities that support the Army’s strategic communication efforts.

4. Strategic Leadership? “It became clear to me that at the age of 58 I would have to learn new tricks that were not taught in the military manuals or on the battlefield. In this position I am a political soldier and will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.” GEN George C. Marshall

5. The Army Leadership Framework Global/Regional PRES; SECDEF National/Societal Increased Perspective DOD Uncertainty CJCS Predominantly "Improving/ Strategic and Building" in nature Leadership COCOM Complexity Culture DA Values Purpose Organizational/Systems MACOM and Processes Perspectives ARMY/SERVICE Predominantly "Operating/ COMPONENT COMMAND Maintaining" in nature Organizational NUMBERED ARMY Leadership CORPS Climate Individual/Small Group Policies Task Oriented Perspective DIVISION Direction Reduced BRIGADE Predominantly "Influencing Uncertainty Direct Leadership and Interpersonal" in nature BATTALION Cohesion and Procedures COMPANY Complexity Motivation Trust, Dignity and Respect for Others BE KNOW DO Army Values Leader Attributes: Leader Actions: and Ethics Mental Influencing Physical Operating Honor Emotional Improving Integrity Courage Leader Skills: Loyalty Conceptual Respect Interpersonal Selfless Service Technical Duty Tactical

6. Strategic Leadership Environment“A Changing Landscape” Political Military Volatile Ecological Uncertain Economic Complex Sociological Ambiguous Psychological India a technology superpower

7. STRATEGIC LEADERSHIP “Strategic leadership is the process used by a leader to affect the achievement of a desirable and clearly understood vision by influencing the organizational culture, allocating resources, directing through policy and directive, and building consensus within a volatile, uncertain, complex, and ambiguous global environment which is marked by opportunities and threats.” U.S. Army War College Strategic Leadership Primer (2004) S. Shambach (Ed.)

8. Executive Leadership "The set of activities directed toward the development and management of the organization as a whole, including all of its subcomponents, to reflect long-range policies and purposes that have emerged from the executive leader’s interactions within and interpretations of the organization’s external environment.” Stephen Zaccaro

9. Visioning • Visioning is the leader-focused, organizational process that gives the organization its sense of purpose, direction, energy, and identity. • Visual • End-state • Rational yet emotional • Understandable/communicable

10. Visioning Process • Conduct an Assessment • Define the Purpose • Refine the Vision • Restate the Mission • Identify our Values • Update the Strategic Goals & Objectives • Formulate a Strategic Plan • Resource the Plan • Implement the Plan • Assess the Outcomes • Revise the Plan • “Dynamic Process” • History • Future trends • Organization’s role • Competing values

11. "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 Examples of Visions “An Apple on every desk.” Steve Jobs, 1976

12. Organizational Culture A culture of a group is “a pattern of shared basic assumptions that an organization learns as it solves its problems...., that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relations to those problems.” Edgar Schein, 1992

13. Climate vs. Culture Climate “the feeling that is conveyed in a group by the physical layout and the way in which members interact with each other, with customers, and outsiders.” • Direct and Organization level • More personality dependent • Relatively quick to change Culture “A pattern of underlying assumptions” • Much less personality dependent • Long time to change • Strategic level

14. SHARED VALUES THE LEVELS OF CULTURE ARTIFACTS UNDERLYING ASSUMPTIONS

15. Importance to Leaders Culture: • Gives members identity • Facilitates collective commitment • Promotes social system stability • Shapes behavior by helping members make sense of their surroundings When managed, an indirect means by which senior leaders influence others.

16. Enacted Values The potential conflict…. Espoused Values “Culture eats Strategy for lunch every time”

17. Leaders Lead Change, but… “…There is nothing more difficult and dangerous, or more doubtful of success, than an attempt to introduce a new order of things in any state. For the innovator has for enemies all those who derived advantages from the old order of things while those who expect to be benefited by the new institutions will be but lukewarm defenders.” Niccolo Machiavelli, 1505

18. Strategic Leader Competencies BE-KNOW-DO BE (Disposition - values, attributes): · The Values Champion · Master of the Strategic Art · Quintessential Student of History · Comfortable with Complexity · High Personal Stamina · Skilled Diplomat · Possesses Intellectual Sophistication Loyalty Duty Respect for others Selfless Service Honor Integrity Personal Courage

19. Strategic Leader Competencies BE-KNOW-DO • Conceptual • Technical • Interpersonal KNOW (Disposition - skills):

20. Strategic Leader Competencies BE-KNOW-DO KNOW (Disposition - skills): Conceptual · Envisioning · Frame of Reference Development · Problem Management · Critical Self-Examination · Critical, Reflective Thought · Effective within Environment of Complexity · Skillful Formulation of Ends, Ways, Means

21. Strategic Leader Competencies BE-KNOW-DO KNOW (Disposition - skills): Technical · Systems Understanding · Recognizes and Understands Interdependencies · Information-age Technological Awareness · Skillful Application of Ends, Ways, Means

22. Strategic Leader Competencies BE-KNOW-DO KNOW (Disposition - skills): Interpersonal · Communication · Inspires Others to Act · Organizational Representation · Skillful Coordination of Ends, Ways, Means · Master of Command and Peer Leadership

23. Strategic Leader Meta-Competencies BE-KNOW-DO • Identity • Mental Agility • Cross-cultural savvy • Interpersonal maturity • World-class warrior • Professionally astute

24. Key Strategic Leader Competencies • Self awareness • Understanding of strategic context • Cross cultural competence • Adaptability • Mental agility in a volatile, complex and ambiguous environment

25. Strategic Leader Competencies BE-KNOW-DO DO (Action - influencing, operating, and improving): · Provide for the Future · Initiate Policy and Directives · Shape the Culture · Teach and Mentor the Strategic Art · Manage Joint/Combined and Interagency Relationships · Manage National-Level Relationships

26. Strategic Leader Competencies BE-KNOW-DO DO (Action - influencing, operating, and improving): · Represent the Organization · Leverage Technology · Lead and Manage Change · Build Teams and Consensus · Practice the Strategic Art

27. Strategic Leadership? “It became clear to me that at the age of 58 I would have to learn new tricks that were not taught in the military manuals or on the battlefield. In this position I am a political soldier and will have to put my training in rapping-out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.” GEN George C. Marshall Who exemplifies strategic leadership in the field of education?

28. Questions?

29. Emotional Intelligence The ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate growth; the ability to understand emotion and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth. Mayer, J. D. & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. J. Sluyter (Eds.), Emotional Development and Emotional Intelligence, (pp. 3-31). New York: Basic Books. According to Goleman’s model* EI is exhibited through two competencies: Personal competence + Social competence = EI Goleman, Daniel, Boyatzis, Richard, & McKee, Annie (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard Business School Press.

30. Emotional Intelligence Personal competence: these capabilities determine how we manage ourselves. Self-awareness Emotional self-awareness Accurate self-assessment Self-confidence Self-management Emotional self-control Transparency Adaptability Achievement Initiative Optimism

31. Emotional Intelligence Social competence: these capabilities determine how we manage relationships. Social awareness Empathy Organizational awareness Service Relationship management Inspirational relationship Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration