Lecture for UIC Class 31 January 2012

Context for Consulting with Entrepreneurs

Person-to-Plan (P2P) Creating Immediate and Sustainable Value Strategic Alignment of People and Things

ENTR 464 Entrepreneurial Consulting Dr. Annaleena Parhankangas

John R. Dallas, Jr. Founder and Chief Alignment Officer (CAO)

Hillview Partners Network LLC

Tuesday 31 January 2012

Client Confidential and Resource Proprietary

™ ™

People | Performance | Profit

John R. Dallas, Jr.

Founder and Chief Alignment Officer (CAO)

Consultants | Coaches | Speakers

jrdallasjr@hillviewpartners.com

hillviewpartners.com

weneedtohaveaword.com

johnrdallasjr.com

A Vantage Point to Your Advantage™

Introducing

John Dallas

Today’s Guide for Our

HILL Climbing Expedition

Since 2005 leading Hillview, a network of independent professionals in fields of strategic alignment

President since 1974 of five prior technology-based B2B and B2C service companies:

1. Chicago Title Credit Services, Inc., Chicago / consumer and commercial credit data services

2. CreditComm Services LLC, Fairfax, VA (DC area) / consumer credit data services

3. Market Access Resources Corp., New York / consumer credit data services

4. Group Concepts Capital Corp., New York / consumer credit data services

5. National Business Intelligence Corp., New York / editorial services and electronic publishing

Chairman, Advisory Board, UrbanPonics LLC, a hydroponics (soil-less) grower of produce and flowers

Moderator, Greater Chicago Thought Leadership Forum (ThoughtForum) at Gleacher Center

Leader in inclusive multicultural education and leadership development initiatives for business owners

Keynote speaker, meeting moderator, workshop facilitator, interviewer, and panelist

Guest lecturer at universities, colleges, and other schools

Volunteer leadership in economic development, civic affairs, arts, education, and churches

Majored in Journalism and Mass Communications, Pittsburgh’s Duquesne University,

continued studies in New York at Columbia University

Younger E.N.T.J.

Activator | Futuristic | Input | Strategic | Achiever

For a smile . . .

Context for Consulting with Entrepreneurs

Person-to-Plan (P2P) Creating Immediate and Sustainable Value Strategic Alignment of People and Things

ENTR 464 Entrepreneurial Consulting Dr. Annaleena Parhankangas

Tuesday 31 January 2012

Client Confidential and Resource Proprietary

™ ™

People | Performance | Profit

“We do not see things as they are, we see things as we are.” —Anaïs Nin

Reversing risk of misalignment between and among people, money, technology, and other resources.

Consulting | Coaching | Speaking

Hillview is in the professional services business of . . .

The task of leadership is

to create an alignment of

strengths, making our

weaknesses irrelevant. ― Peter Drucker

1. Lead people

2. Manage things

3. Align people and things

Your Patterns of In-and-Out Listening

Reversing Risk of In-and-Out Listening

In In In In In In

Out Out Out Out Out

O Moments you realized you were Out Listening ( O+ or O- )

││││ Use crosshatch marks for counting “first-time-heard” points

P Pivots you identify as you turn toward new views (Aha!)

? Question marks if you sense you “need more information”

T Takeaways you KNOW you want to use/share TODAY

Y Something new discovered or felt about YOU

Listening More Hearingly Listening with a Third Ear Listening to Your Inner Voice Listening for Each Choice

Strategically Aligned?

Prospective Buyers

Schools,

Colleges &

Universities

The Media

Regulatory

Authorities

Federal YOU

Outsourcing

Economic Reality Boards

Committees

Strategic

Alliances Politics

Past, Current and

Future Employees Social Media

Competition

Networking

Public

Quality Control &

Best Practices

Family

Credit

Ad Agencies

IT/MIS

Associations &

Foundations

Diversity

Global Needs

& Realities

E-Commerce

The HILL Model™

Seller

Cultural Norms

Emergency care triage professionals will ask

if you are alert and oriented (A&O) to:

1. Your Name?

2. This Place (i.e., a hospital’s ER)?

3. Today’s Date?

4. Your Purpose for being in the ER?

In forging strategic alignment between and

among people and things, intentionally

remain alert and oriented (A&O) to:

1. Strengths (first!)

2. Weaknesses

3. Opportunities

4. Threats

“There’s always at least one S.O.B. at the table who doesn’t get it.” — JFK

“Let’s get the language right.”

—The Reverend Dr. Martin Luther King, Jr.

One Word Can Make the Difference

A single word’s

value to others

and you is

influenced by

your depth of

definition,

breadth of

description, and

scope of view

for the word’s

desired impact.

Acronym Acumen Alignment Appreciation Ascendancy Aspiration Assertiveness Authenticity Civility Clarity Collaboration Commitment Confluence Courage Crucible Delineate Dignity Diligence Diversity Edification Emergence Empathy Engagement Esteem Imperative Influence

Innovation Inquisitiveness Intentionality Mentor Mission Momentum Passion Patience Peace Perspective Persuasiveness Pride Randomness Reach Rejuvenation Resistance Respect Response Restoration Result Success Team Trial Trust Vision Wisdom

Full-Year of 52 Word Chapters

Digital Press

Strategic Alignment of People and Things

Alignment is Context for a Strategically Focused

Organization of Excellence

c.1410, from M.Fr. aligner, from O.Fr. alignier, from à "to" + lignier "to line," from L. lineare, from linea (see line). Alignment first attested 1790.

verb (used with object) 1. to arrange in a straight line; adjust according to a line 2. to bring into a line or alignment 3. to bring into cooperation or agreement 4. to adjust two or more components 5. to fall or come into line; be in-line 6. to join with others in a cause Dictionary.com Unabridged (v 1.0.1)

Strategic alignment is about forward movement toward a clearly articulated destination —“the end in mind.”

Is every part of your organization moving in the strategic direction you’ve defined?

Thinking to where your thoughts are going to be . . .

Strategic Alignment is Not Confinement

Strategic Alignment does not suggest 100% confinement.

Strategic Alignment does not require 100% agreement.

Strategic Alignment does not indicate 100% perfection.

Strategic Alignment does mandate 100% engagement.

Strategic Alignment does require 100% understanding.

Strategic Alignment does succeed with 110%+ effort.

Aligned (Creates

Alignment)

Misaligned (Destroys

Alignment)

1 2 3 5 6 4

Unaligned

(Passive State) Passive-Aggressive?

“Dr. No!”

“St.Yes!” “Windy” (i.e., goes where the wind blows)

Your Aligned Enterprise

You? “Upside-down...”

“Lying down on the job…”

EXERCISE: Imagine where four specific people might fit on this scale:

1. Yourself 2. Your immediate supervisor 3. A peer 4. Someone who reports to you

Forging Strategically Aligned:

Vision

Mission

People

Technology

Identity

Social Platform

Social Network

Marketing

Advertising

Etcetera

People Money Technology Time

Values Vision Mission Market

Performance Metrics

Motivation Profits Compensation

Think “Link for Alignment”

Owners/Members Board Chair CEO

EVPs, SVPs, VPs and Other Officers

Directors Managers

Other Decision-Makers

Associates Assistants

Administrators Other Employees

Prospects, Clients, Customers,

Vendors, Media, Communities,

Regulators, et al

Other Constituencies for Strategic Alignment

“Alignment Chart”

Owners/ Members

Boards of Directors/ Advisors

CEO, C-Level and

Senior Officers

Attorneys, Auditors & Consultants

Senior Executives &

Managers

Employees

Vendors, Suppliers,

Outsourcing Providers

Regulators Media &

Community

Academic Community &

Thought Leaders

CURRENT: Customers/

Clients/ Buyers/

Lecture for UIC Class 31 January 2012

Documents

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