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T1. T2. Language of Leadership: Two Key Translations. L2: Conscious Thoughts. L3: Experience & Feelings. L1:Behavior: Say & Do. Can you find the words to be …? (The Language of Leadership). Clarifying? Stimulating & Memorable? Respectful? Congruent & Authentic?
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T1 T2 Language of Leadership:Two Key Translations L2: Conscious Thoughts L3: Experience & Feelings L1:Behavior: Say & Do (c) James G. Clawson
Can you find the words to be …?(The Language of Leadership) • Clarifying? • Stimulating & Memorable? • Respectful? • Congruent & Authentic? • Practicing in the shower, car, wherever. The ability to articulate the “charter” is the language of leadership. (c) James G. Clawson
Do’h! “Analyzing 3,000 pages of transcripts, our team was startled to see you do not have to be born with specific characteristics or traits of a leader. Leadership emerges from your life story.” “Discovering Your Authentic Leadership,” Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer, Harvard Business Review, February 2007, p. 130 (c) James G. Clawson
Life’s Story in 400 Words or Less (c) James G. Clawson
Does experience lead to wisdom? “Most people do not accumulate a body of experience. Most people go through life under-going a series of happenings which pass through their systems undigested. Happenings become experiences when they are digested, when they are reflected on, related to general patterns, and synthesized.” Saul Alinsky, Rules for Radicals, quoted by Henry Mintzberg in “The Five Minds of a Manager” HBR 11/03 (c) James G. Clawson
Life’s Lessons (c) James G. Clawson
Life’s Story Chart of Emotions +5 0 -5 (c) James G. Clawson
Jim’s Life’s Story Chart of Emotions +5 0 -5 (c) James G. Clawson
Patterns in Life’s Stories (c) James G. Clawson
Your Story createdyour Level Three VABEs And your VABE’s determine your leadership style (c) James G. Clawson
So, are you willing to tell/share/use your Story? • Are there four volunteers willing to do so? (c) James G. Clawson
What is your reaction to listening to these stories?What can we learn from this? (c) James G. Clawson
Common, Emotional Connections are most powerful… (c) James G. Clawson
The Importance of Being A Level Three Leader • Visible Behavior • Conscious Thought • VABEs (shoulds, oughts) Level Three Leadership is more powerful and long-lasting than the other two strategies. (c) James G. Clawson
Do you have a story to tell?Strategic?Organizational? Personal? If not … what will be the impact on your followers? (c) James G. Clawson
Break (c) James G. Clawson
Session 10 + 11:Chicago Park District • What did we learn about managing large scale organizational change? (c) James G. Clawson
What’s your “take charge” map? Finances Customers TEAM Operations Technology HC + SC + OC
Change Models • Change Introduction
Session 12: Workshop • Draft a CHARTER for either self or work group (6-8 slides)
The world craves clarity … And most “strategic” conversations are fuzzy, misleading, and confusing…
Lou Gerstner on IBM’s Transformation “Lack of focus is the most common cause of corporate mediocrity.” -- Lou Gerstner, Who Says Elephants Can’t Dance? The leader’s job is to create clarity out of confusion. -- JGSC
A way to organize your strategic thinking: CHARTERS LEADERSHIP 4. Strategy 1. Mission 2. Vision 5. ST OP Goals 3. Values 1. Mission Statement 2. Vision Statement 3. Values Statement 4. Strategy 5. Operating Goals and Milestones 6. Leadership
Organizational and Personal Charters Can you bring clarity to these?
Examples of Mission and Purpose • We protect those who protect us. • Keep Virginia Moving. • To protect life and property. • To make education affordable for all. • To help people find themselves. • What’s yours? Your unit’s?
Vision Statements should include details on … Work Group Individual Financial Physical Social Intellectual Professional Material Etc. • Finances • Operations • Human Resources • Marketing • Systems • Technology • Etc.
Values Statements should be … • Relatively short (short term memory) • Principles to Guide Decision Making • Easily Remembered • Consistent and enduring • Clear
Strategy should be … • Detailed. • Usually the longest section • Financial Strategy • Marketing Strategy • Operations Strategy • Intellectual Capital • Etc.
Models of Strategic Thinking • Ansoff (Tichy and Charan) • Porter • Prahalad • Stalk • McKinsey • Gilmore and Pine • Christensen • Hamel • Etc.
Broadening the Pond Every Business is a Growth Business, Ram Charan and Noel Tichy, Random House, NY, 1998
Defining Growth Trajectories Every Business is a Growth Business, Ram Charan and Noel Tichy, Random House, NY, 1998 D C New PRODUCTSNEEDS A B Existing Existing New CUSTOMERS
Defining Growth Trajectories D C New Response Quantum Leap NEEDS A B $XB Global Push Past Existing Your Share Existing New CUSTOMERS Charan and Tichy
New Products and New Customers implies the need for continuous learning…