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STRATEGIC LEADERSHIP DEFINED

STRATEGIC LEADERSHIP DEFINED. All men can see the tactics whereby I conquered, but what none can see is the strategy out of which it evolved Sun Tzu. WHY ? ? ?. Baden Powell

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STRATEGIC LEADERSHIP DEFINED

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  1. STRATEGIC LEADERSHIP DEFINED

  2. All men can see the tactics whereby I conquered, but what none can see is the strategy out of which it evolved • Sun Tzu

  3. WHY ? ? ?

  4. Baden Powell • Scouting / Guiding should never be an organisation, but a movement – able to assess, adapt and change when and if needed

  5. Strategic • Leadership

  6. Art & Discipline • Art • Creativity to fashion a vision • Discipline • Direct thought processes & turn vision into reality through action

  7. Art • Thinking that is open, out of the box • Big picture –helicopter view • Creating alternative strategic visions • Ability to see what if? Scenarios • Courage to analyse & see decision making criteria

  8. Discipline • Courage to make decisions • Implement policy • Get others to share vision & work together to achieve it • Beatty in “Becoming a Strategic Leader” defines it as:- • “A way of thinking, acting & influencing others in ways that enhance an organisation’s sustainable, competitive advantage”.

  9. Who are Strategic Leaders • Individuals • Teams • All levels of organisation

  10. Characteristics of Strategic Leadership • Broad in scope • Impact felt over long periods of time • Often involves significant organisational change • Drive & move an organisation so that it will thrive in the long term

  11. Examples • IBM & DEC (Digital Equipment Corporation) • In 2002 IBM was a leading company in modern computer technology • DEC became more inward looking sold out to Compaq in 1998

  12. Relevance to GGGS • Strategic Leaders = good managers + good leaders = action and improvement • Strategic Leadership = continuous process • “It is not enough just to think, plan & reflect, people want to see things happen • GGGS cannot rest on its product as in past -Too much competition today for our time”

  13. Strategic Organisation = Continually Becoming Assessing where we are In community / WAGGGS Understanding where we are & want to be Mission Vision Planning & using strategies that will continue to make us who we are Learning how to get there Making journey Implementing tactics Checking progress Current performance

  14. Learning Process for Strategic Organisation Assessing where we are • Understanding who we are & where we want to go Checking our progress Making the journey Learning how to get there

  15. Strategic Leadership Involves discovery more than determination Is not reserved for those at the top Strategic Leaders Must foster Strategic Leadership in others Blend skills of thinking, acting & influencing to drive strategy as a learning process

  16. Trunk = organisation principles & values • Roots = Board/ Executive Committee

  17. Where? • Strategic organisations plan & work to solve long & short term goals • Balance of long term & short term planning is vital to success of strategic organisation

  18. 2. Strategically focused organisation successful in both short & long term 1. Functionally successful in short term, but not sustainable long term Operational Process & Planning Effective 3. Failure inevitable both in short & long term 4. Short term crises will prevent longer term sustainability Short Term Effective Mgt Ineffective Ineffective Effective Strategic Planning Process (Long Term)

  19. Task • Back of your workbook - story from GGA Garden Land • Using the 5 steps of the process we have talked about discuss • how the Executive Committee could approach this issue • what questions they may need to ask • what they need to be assessing • how they could work • in order to reach the best decision for GGA Garden Land at this time

  20. Successful Strategic MO within WAGGGS Provides direction Uses strategic thinking for policy making Has a definite plan of action Balances long & short term goals Creates ownership Builds partnerships Leads by example Has a succession plan

  21. Needs to Develop balance - short & long term Develop strategic leadership in self & others Turn vision into reality Turn words into action (make the journey) Monitor progress - change direction if needed

  22. Leadership that can THINK ACT INFLUENCE I skate where the puck is going to be, not where it has been Wayne Gretskey

  23. A Strategic plan is only a plan for an MO Actual strategy lies in the decisions & choices an organisation makes as they enact or fail to enact the plan Strategic Leadership is the responsibility of many people, not just those at the top; a process of never ending individual, team and organisation learning & cannot be explained by a set of procedures

  24. Are you prepared to have a go? It will challenge you, but also be exciting to try

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