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SOARing and SEEing Planning and Visualizing Strategically Loretta L. Donovan

Soaring and seeing

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Page 1: Soaring and seeing

SOARing and SEEing

Planning and Visualizing Strategically

Loretta L Donovan

Steps to Strategy Success

bull Shift the focus to the positivebull Involve those who will impact and who will

be impacted by the strategybull Prototype and empowerbull Sustaining the momentum ndash nurturing a

ldquolivingrdquo strategy

bull Five phases that can be thought of as steps (but which involve cycles of SOAR thinkingbull within each step) are provided These five phases are briefly defined belowbull 1 Initiate ndash a leadership strategic conversation and formulation on how to apply andbull integrate SOAR with existing strategic planning methods processes and applications Therebull is also a discussion that identifies the relevant stakeholders and how to bring them into thebull processbull 2 Inquire ndash an appreciative inquiry into values and mission internal environment 1048774bull strengths and external environment 1048774 opportunities as well as conversations regardingbull aspirations and results The ldquoas is and might berdquo is exploredbull 3 Imagine ndash a creative dialogue that considers strengths and opportunities and goesbull beyond to consider aspirations and the most preferred future ndash a bold vision This phase alsobull identifies the shared value set vision and mission of the organizationbull 4 Innovate ndash designing the strategy (how to deliver) Innovation has been defined asbull applied creativity Strategic initiatives are identified and prioritized to enact change tobull existing processes systems structures and culture These changes take advantage ofbull strengths and opportunities to achieve aspirations and resultsbull 5 Inspiration for Implementation ndash is the energy commitment and tactical plan necessary tobull execute the strategy Results are used as feedback measures for iterations and course

EMBRACE The Ecology of Engagement (EOE)

bull see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy

No single element on its own can do the job It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy

Align To Engage

bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward

bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system

Measurements and Rewards

Structure and Process bull A new strategy often requires relevant alteration in the way

things are organized and how its decisions get made Therefore it is necessary to ask such questions as

bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle

bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place

bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains

People bull Success will be achieved only if people are focused skilled

and motivated bull Defining and communicating strategic choices with clarity and

simplicity will create the necessary focus bull Need to build the competencies required to support the new

strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that

high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 2: Soaring and seeing

Steps to Strategy Success

bull Shift the focus to the positivebull Involve those who will impact and who will

be impacted by the strategybull Prototype and empowerbull Sustaining the momentum ndash nurturing a

ldquolivingrdquo strategy

bull Five phases that can be thought of as steps (but which involve cycles of SOAR thinkingbull within each step) are provided These five phases are briefly defined belowbull 1 Initiate ndash a leadership strategic conversation and formulation on how to apply andbull integrate SOAR with existing strategic planning methods processes and applications Therebull is also a discussion that identifies the relevant stakeholders and how to bring them into thebull processbull 2 Inquire ndash an appreciative inquiry into values and mission internal environment 1048774bull strengths and external environment 1048774 opportunities as well as conversations regardingbull aspirations and results The ldquoas is and might berdquo is exploredbull 3 Imagine ndash a creative dialogue that considers strengths and opportunities and goesbull beyond to consider aspirations and the most preferred future ndash a bold vision This phase alsobull identifies the shared value set vision and mission of the organizationbull 4 Innovate ndash designing the strategy (how to deliver) Innovation has been defined asbull applied creativity Strategic initiatives are identified and prioritized to enact change tobull existing processes systems structures and culture These changes take advantage ofbull strengths and opportunities to achieve aspirations and resultsbull 5 Inspiration for Implementation ndash is the energy commitment and tactical plan necessary tobull execute the strategy Results are used as feedback measures for iterations and course

EMBRACE The Ecology of Engagement (EOE)

bull see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy

No single element on its own can do the job It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy

Align To Engage

bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward

bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system

Measurements and Rewards

Structure and Process bull A new strategy often requires relevant alteration in the way

things are organized and how its decisions get made Therefore it is necessary to ask such questions as

bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle

bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place

bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains

People bull Success will be achieved only if people are focused skilled

and motivated bull Defining and communicating strategic choices with clarity and

simplicity will create the necessary focus bull Need to build the competencies required to support the new

strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that

high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 3: Soaring and seeing

bull Five phases that can be thought of as steps (but which involve cycles of SOAR thinkingbull within each step) are provided These five phases are briefly defined belowbull 1 Initiate ndash a leadership strategic conversation and formulation on how to apply andbull integrate SOAR with existing strategic planning methods processes and applications Therebull is also a discussion that identifies the relevant stakeholders and how to bring them into thebull processbull 2 Inquire ndash an appreciative inquiry into values and mission internal environment 1048774bull strengths and external environment 1048774 opportunities as well as conversations regardingbull aspirations and results The ldquoas is and might berdquo is exploredbull 3 Imagine ndash a creative dialogue that considers strengths and opportunities and goesbull beyond to consider aspirations and the most preferred future ndash a bold vision This phase alsobull identifies the shared value set vision and mission of the organizationbull 4 Innovate ndash designing the strategy (how to deliver) Innovation has been defined asbull applied creativity Strategic initiatives are identified and prioritized to enact change tobull existing processes systems structures and culture These changes take advantage ofbull strengths and opportunities to achieve aspirations and resultsbull 5 Inspiration for Implementation ndash is the energy commitment and tactical plan necessary tobull execute the strategy Results are used as feedback measures for iterations and course

EMBRACE The Ecology of Engagement (EOE)

bull see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy

No single element on its own can do the job It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy

Align To Engage

bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward

bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system

Measurements and Rewards

Structure and Process bull A new strategy often requires relevant alteration in the way

things are organized and how its decisions get made Therefore it is necessary to ask such questions as

bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle

bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place

bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains

People bull Success will be achieved only if people are focused skilled

and motivated bull Defining and communicating strategic choices with clarity and

simplicity will create the necessary focus bull Need to build the competencies required to support the new

strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that

high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 4: Soaring and seeing

EMBRACE The Ecology of Engagement (EOE)

bull see the organization as an ecosystem of interdependent elements that must reinforce each other in support of the strategy

No single element on its own can do the job It is essential to examine each element in turn and make the changes necessary to ensure that they are acting in concert to support the strategy

Align To Engage

bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward

bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system

Measurements and Rewards

Structure and Process bull A new strategy often requires relevant alteration in the way

things are organized and how its decisions get made Therefore it is necessary to ask such questions as

bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle

bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place

bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains

People bull Success will be achieved only if people are focused skilled

and motivated bull Defining and communicating strategic choices with clarity and

simplicity will create the necessary focus bull Need to build the competencies required to support the new

strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that

high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 5: Soaring and seeing

Align To Engage

bull Align all of the elements of the business behind the strategy organizational structure culture people competencies measurement and reward systems and motivation to drive it all forward

bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system

Measurements and Rewards

Structure and Process bull A new strategy often requires relevant alteration in the way

things are organized and how its decisions get made Therefore it is necessary to ask such questions as

bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle

bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place

bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains

People bull Success will be achieved only if people are focused skilled

and motivated bull Defining and communicating strategic choices with clarity and

simplicity will create the necessary focus bull Need to build the competencies required to support the new

strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that

high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 6: Soaring and seeing

bull Every measurement conveys a hidden message Whenever a company measures something it is doing two things It is gauging performance and it is making a strong statement ldquoThis is importantrdquo Failure to measure something sends the opposite message ie ldquoThis is not importantrdquo Thus it is crucial that the measurement and reward system act in unison with the other elements in the business system

Measurements and Rewards

Structure and Process bull A new strategy often requires relevant alteration in the way

things are organized and how its decisions get made Therefore it is necessary to ask such questions as

bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle

bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place

bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains

People bull Success will be achieved only if people are focused skilled

and motivated bull Defining and communicating strategic choices with clarity and

simplicity will create the necessary focus bull Need to build the competencies required to support the new

strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that

high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 7: Soaring and seeing

Structure and Process bull A new strategy often requires relevant alteration in the way

things are organized and how its decisions get made Therefore it is necessary to ask such questions as

bull To best support the new strategy should we be organized by service line customer grouping function geography or some other principle

bull Should we introduce some form of matrix system to ensure that the proper linking mechanisms are in place

bull What should be the level of centralization or decentralization for each activity in the patient care and business process chains

People bull Success will be achieved only if people are focused skilled

and motivated bull Defining and communicating strategic choices with clarity and

simplicity will create the necessary focus bull Need to build the competencies required to support the new

strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that

high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 8: Soaring and seeing

People bull Success will be achieved only if people are focused skilled

and motivated bull Defining and communicating strategic choices with clarity and

simplicity will create the necessary focus bull Need to build the competencies required to support the new

strategy via recruitment training and job rotation bull Motivation is a pivotal factor The evidence shows clearly that

high-commitment organizations outperform those where employees exhibit lower levels of motivation Yet human beings by nature resist change People do not easily leave their comfort zones to embrace the uncertainties brought by change

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 9: Soaring and seeing

Culture bull Culture expresses itself through specific values and

observable behaviors Business performance and culture are inextricably linked together

bull Culture is a set of beliefs and behaviors that persist over time because they help an organization solve its problems

bull We informally grow system of rewards and penalties designed to ensure that supportive behaviors continue and that destructive behaviors are extinguished

bull When culture resists strategy culture wins

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 10: Soaring and seeing

5 Touchstones of Strategy and Leadership

1 Choices

2 Clarity

3 Change

4 Courage

5 Compassion

lsquolsquoAll things to all peoplersquorsquo is the original recipe for failure Success comes from the ability to create an intense focus on the few things that matter most

Logical arguments alone will not win the day Human beings are engaged and motivated through stories metaphors and pictures that enliven their imagination

Long-term success depends on the ability to sense and rapidly respond to change on a continuous basis

Confront reality and make tough choices admit mistakes and learn from them lead change in the face of resistance tell the truth when it is unpalatable do the right thing when it is more profitable not to and stand up for principle above expediency

lsquolsquoIf you want to be a leader you must first be a human beingrsquorsquo Leaders are judged as much by how they deal with human issues as by what they do

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13
Page 11: Soaring and seeing

Your future is up to you

Build on strengths to create the future you most desire

  • SOARing and SEEing
  • Slide 2
  • Steps to Strategy Success
  • Slide 4
  • EMBRACE The Ecology of Engagement (EOE)
  • Align To Engage
  • Slide 7
  • Structure and Process
  • People
  • Culture
  • 5 Touchstones of Strategy and Leadership
  • Slide 13