Anticipating

Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP 1

ANTICIPATING

http://www.pbase.com/fredparsons/new_hampshire

What is going on here? Do we need to think differently to understand what the environment is telling us?

What has to happen here? How do we position ourselves and/or our organization/team to take advantage of opportunities?

How do we make it happen? How do we multiply ourselves through other people?

How do we keep making it happen? How do we ignite the souls of followers to achieve greatness beyond what anyone imagined possible?

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SYSTEMS THINKING

AGILITY

ANTICIPATING

ARTICULATIN

G Statement of Intent

REFLECTING

REFRAMING

The Strategic Leader System

The Strategic Thinking Protocol

The Takeaway - A shared statement of intent forms a psychological contract with followers and guides the organization’s actions.

3Pisapia, J. (2009) The Strategic Leader.

“The most successful leaders see a picture not yet actualized. They see things that belong in the present picture but are not there yet. They make co-workers see that it is not their purpose which is to be achieved but a common purpose born of the activities of the group.” Mary Parker Follett

AnticipatingAnticipating

4Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP

Context Matters! Context Matters! It does not simply affect what leaders do -

it constrains and enables what they can do, and how they can do it.

Therefore, Leaders must anticipate changes in the messages from their context and begin a process of adaptingadapting their organizations and tactics

The Strategic Leadership Framework

Basic Assumption

Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP 5

LLOOKOOK

LLISTENISTENINTERNALINTERNAL EXTERNALEXTERNAL

Challenges Opportunities


The Strategic Thinking Framework

What is Going on Here?

What is going on in the External Environment?The SWOT analysis

Strengths•What is your strongest business asset? •Do you consider your team strong? Why? •What do you offer that makes you stand out from the rest? •What unique resources do you have? •Do you have any specific marketing expertise? •Do you have a broad customer base? •Additional strengths

Weaknesses•What can be improved? •In what areas do your competitors have the edge? •What necessary expertise / manpower do you currently lack? •Do you have cash flow problems? •Are you relying primarily on just a few clients or customers? •Additional weaknesses

Opportunities•What trends do you see in your industry? •What trends do you foresee? •What trends might impact your industry? •What external changes present interesting opportunities? •What have you seen in the news recently that might present an opportunity? •Additional opportunities

Threats•What obstacles do you face? •What is the competition doing that you're not? •What challenges can be turned into opportunities? •Are external economic forces affecting your bottom line? •Additional threats


http://www.1000ventures.com/business_guide/crosscuttings/capabilities_corporate.html

http://www.1000ventures.com/business_guide/crosscuttings/team_main.html

http://www.1000ventures.com/business_guide/differentiation_strategy.html

“ One of the difficulties in bringing about change in an organization is that you must do so through the persons who have been most successful in that organization, no matter how faulty the system or organization is. To such persons, you see, it is the best of all possible organizations, because look who was selected by it and look who succeeded most within it. Yet these are the very people through whom we must bring about improvements.”

-George Washington

First President of the United States 8

Competitors“Think for themselves”

Give Constructive Criticism

Dodge Responsibility

Require Constant Supervision

Colleagues“Think for themselves”

Give Constructive Criticism

Take Initiative

Assume Ownership

LAGGARDSDon’t Think

Must be Told what to do

Dodge Responsibility

Require Constant Supervision

SubordinatesTake Direction

Don’t Challenge Leader

Get Job Done without Supervision after told what to do

Independent Critical Thinking

Dependent Critical Thinking

PA

SS

IVE

AC

TIV

E


What is going on in the Internal Environment? Tool #1 What type of follower are you!

Legend: I = Innovators, EA = Early Adopters, EM = Early MajorityLM = Late Majority, and L = Laggards

II

EA

EMEM LMLM

LL


What is going on in the Internal Environment? Tool #2 Are our People Ready for change?

Adopter Category

Salient Values Personal Characteristics

Communication Behavior Social Memberships

Innovators VenturesomeWilling to accept risks

Youngest age; highest social status; largest and most specialized operations; wealthy

Closest contact with scientific information sources; interaction with other innovators; relatively greatest use of impersonal sources

Some opinion leadership; very cosmopolite

Early Adopters

Respect; regarded by many as role model

High social status; large and specialized operations

Greatest contact with local change agents

Greatest opinion leadership of any category in most social systems; very localite

Early Majority

Deliberate; willing to consider innovations only after peers have adopted

Above average social status; average-sized operation

Considerable contact with change agents and early adopters

Some opinion leadership

Late Majority

Skeptical; overwhelming pressure from peers needed before adoption occurs

Below average social status; small operation; little specialization; small income

Secure ideas from peers who are mainly late majority or early majority; less use of mass media

Little opinion leadership

Laggards Tradition; oriented to the past

Little specialization; lowest social status; smallest operation; lowest income; oldest

Neighbors, friends, relatives with similar values are main information source

Very little opinion leadership; semi-isolates

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How Fast Can Change Occur in this Organization?


IIEA

EMEM

LMLM

LL


How Fast Can Change Occur in this Organization?


II

EA

EMEM

LMLMLL


What is going on in the Internal Environment? Tool #3 Will our culture Support or Resist change?

In every organization people are affected by the organizational and work group culture. Not all cultures are ready for change.

The Strategic Questions to Discover the Culture! Do the Leaders and Work Groups value Flexibility and Adaptability or Stability and Control?Do the Leaders and Work Groups value Internal Focus and Integration or External Focus and Differentiation?Is there a cultural conflict between leaders and followers?Is my task to bring change or create the readiness for change?

15(c)Pisapia08 15Pisapia, J. (2009). The Strategic Leader. Charlotte: IAP

Clan

Flexibility – Internal Focus - Belonging

Trusting - Nurturing – Participating

Information Sharing

Developmental

Flexibility – External Focus - Growth

External Support - Resource Acquisition

Adaptation – Entrepreneurship

HierarchyStability - Internal Focus

Structure – Clear Rules - Documentation

Control - Continuity

Rational

Stability - External Focus

Results – Competition - Productivity

Efficiency - Accomplishment

( 16

Flexibility – Adaptability

Intern

al F

oc

us a

nd

Integ

ratio

n

Ex

terna

l Fo

cu

s an

d D

ifferen

tiatio

n

Stability and Control 16

What is going on in the Internal Environment? Tool # 4 Who are Players?

In every organization people are affected by “webs of relationships within social networks” These are rarely visible, but they have everything to do with how people work, learn and succeed in an organization.

Strategic leaders develop a mental map of individuals and the social ties that link them together.

The Strategic Questions used to analyze social networks: How does information flow within an organization? To

whom do people turn for advice? Have subgroups emerged that are not sharing what they know as effectively as they should?


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LegendLegend Opinion Liaison Communicator Member Leader

36

Network Analysis: Org #1


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The Takeaway!!

THE “BUY-IN” OF OPINION LEADERS IS

THE MOST IMPORTANT

DETERMINANT OF WHETHER

PROGRAMS SUCCEED OR FAIL!21

Anticipating

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