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Language of Leadership: Two Key Translations

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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Language of Leadership: Two Key Translations

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  1. T1 T2 Language of Leadership:Two Key Translations L2: Conscious Thoughts L3: Experience & Feelings L1:Behavior: Say & Do (c) James G. Clawson

  2. 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

  3. 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

  4. Life’s Story in 400 Words or Less (c) James G. Clawson

  5. 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

  6. Life’s Lessons (c) James G. Clawson

  7. Life’s Story Chart of Emotions +5 0 -5 (c) James G. Clawson

  8. Jim’s Life’s Story Chart of Emotions +5 0 -5 (c) James G. Clawson

  9. Patterns in Life’s Stories (c) James G. Clawson

  10. Your Story createdyour Level Three VABEs And your VABE’s determine your leadership style (c) James G. Clawson

  11. So, are you willing to tell/share/use your Story? • Are there four volunteers willing to do so? (c) James G. Clawson

  12. What is your reaction to listening to these stories?What can we learn from this? (c) James G. Clawson

  13. Common, Emotional Connections are most powerful… (c) James G. Clawson

  14. 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

  15. Do you have a story to tell?Strategic?Organizational? Personal? If not … what will be the impact on your followers? (c) James G. Clawson

  16. Break (c) James G. Clawson

  17. Day Three Seashells?

  18. Session 10 + 11:Chicago Park District • What did we learn about managing large scale organizational change? (c) James G. Clawson

  19. What’s your “take charge” map? Finances Customers TEAM Operations Technology HC + SC + OC

  20. Change Models • Change Introduction

  21. Session 12: Workshop • Draft a CHARTER for either self or work group (6-8 slides)

  22. The world craves clarity … And most “strategic” conversations are fuzzy, misleading, and confusing…

  23. 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

  24. 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

  25. Organizational and Personal Charters Can you bring clarity to these?

  26. 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?

  27. Vision Statements should include details on … Work Group Individual Financial Physical Social Intellectual Professional Material Etc. • Finances • Operations • Human Resources • Marketing • Systems • Technology • Etc.

  28. Values Statements should be … • Relatively short (short term memory) • Principles to Guide Decision Making • Easily Remembered • Consistent and enduring • Clear

  29. Strategy should be … • Detailed. • Usually the longest section • Financial Strategy • Marketing Strategy • Operations Strategy • Intellectual Capital • Etc.

  30. Models of Strategic Thinking • Ansoff (Tichy and Charan) • Porter • Prahalad • Stalk • McKinsey • Gilmore and Pine • Christensen • Hamel • Etc.

  31. Broadening the Pond Every Business is a Growth Business, Ram Charan and Noel Tichy, Random House, NY, 1998

  32. 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

  33. 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

  34. New Products and New Customers implies the need for continuous learning…

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