Strategic Leadership

STRATEGIC LEADERSHIP

PRESENTATION

Seminar Golf


PART I PRESENTATION

Sequence of Presentation

Introduction

Strategic Leadership

Strategic Vision

Strategic Culture

Strategic Leader Competencies

Strategic Leadership Tasks

The Strategic Leader & the Human

Dimension of Combat

PART II DISCUSSIONS

INTRODUCTION

STRATEGIC LEADERSHIP PRIMER, 1st Edition

written/ published 1997 & 1998

Dr Magee et al

basic overview of strategic leadership

orientation of students of Army War College with

background primarily in tactical & operational field

environment


INTRODUCTION

STRATEGIC LEADERSHIP PRIMER, 2nd Edition

COL STEPHEN A SHAMBACK, author

written/ published 2004

Significant Change:

Annex A was change from a list of strategic leader competencies to a lengthy discussion of competencies based primarily on a Strategic Studies Institute Monograph “ Strategic Leadership Competencies” by Wong et al, Sept 2003.

salient features of the 1ST edition was preserved


INTRODUCTION


intended for greater understanding and more in dept

study of leadership at the top level--- the context,

challenges, characteristics and requirements of

strategic leadership.


INTRODUCTION


An effective strategic leader – GEN. G. C. MARSHALL

persuasion of influential people and organizations,

both internal and external to the environment.

employment of their efforts in behalf of his vision of

winning war time strategy.

mobilization of the army to make the strategy a reality.

translate uncertain future into a visionary but

achievable future through a strategy.


INTRODUCTION


In effective strategic leadership – GEN. G. C. MARSHALL

Strategic leader & staff;

understand the nations strategic vision.

understand strategy formulation process.

appreciate the culture & environment they operate.

competencies they must develop & task they must

perform.

Beyond direct and organizational level is the 3rd level of leadership - the STRATEGIC LEVEL.


INTRODUCTION

It became clear to me that at the age of 58 I would have to learn new tricks that were not taught in the military manuals or on the battle field. In this position I am a political soldier and will have to put my training in rapping out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.

GEORGE C MARSHALL

Chief of Staff, USAEnd of Introduction


CHAPTER 1

STRATEGY AND STRATEGIC LEADERSHIP

SCOPE OF PRESENTATION

STRATEGY


EXECUTIVE LEADERSHIP

STRATEGIC ART

STRATEGY FORMULATION

THE SEARCH FOR GRAND STRATEGY

EVALUATION AND ANALYSIS

CONCLUSION

RECOMMENDATIONS

REFERENCES

STRATEGY AND STRATEGIC LEADERSHIP

The Road Ahead: Visioning, Change, and Continuity

Two Important Points:

Does Strategic Leadershiprequire a detailed or perfect road map during periods of historic transformation?

What difficulty is faced in articulating Strategic Vision?

Good Strategy does not recognize the concept of victory as a conclusion.

There is no such thing as absolute victory

The concept of national security strategy

The implication of the concept of victory as an end state


Interest based strategy VS threat based strategy

The key to the success of a strategy

Clauzewitzian Trinity and the challenge of building consensus among the people

American post 9/11 situation and the later stages of the Roman Empire

Next: The Strategic Leadership Environment


Chapter 2

Seminar Golf

The Strategic Leadership Environment

CHALLENGES TO LEADERSHIP

VOLATILITY rate of

environment change

UNCERTAINTY unpredictable

change

COMPLEXITYintricacy of key decision factors

AMBIGUITYvagueness about the situation & potential outcome

VOLATILITY rate of

environment change

UNCERTAINTY unpredictable

change

COMPLEXITYintricacy of key decision factors

AMBIGUITYvagueness about the situation & potential outcome

- Capacity for timely system change. Either anticipate or adapt to environmental change to maintain competitive advantage

- Accurate, comprehensive, environmental scan

- Accurate articulation of key values, beliefs & assumptions

- Creativity to formulate new options- Tolerance of risk involved in new course

Inability to know everything about the current situation

Difficulty of predicting what the effects of a proposed change today will be on the future

Arises because decision-makers do not have good “intelligence” gathering operations

Strategic leaders must be willing to take measured and prudent risks; be able to assess risk accurately and develop risk management strategies

System complexity impacts on the capacity of leaders to formulate & execute effective policy

Cause & effect relationships are difficult to see and assess, when there are many causes, & when many divergent effects exist

Determination of cause & effect relationships is difficult; uncertainty about the time lag of effects in complex systems

Exists when a decision maker does not understand the significance of a given event or situation

Occurs when leaders have insufficient mental models

Also occur when an event can legitimately be interpreted in more than one way

Leaders must:

• Expect ambiguity in complex situations in their organizations

• Do a great deal of consensus building

VUCA

Coping with VUCA is the essence of strategic leadership

If the Philippines is to aspire to Southeast Asian leadership, VUCA requires understanding different:- Cultures- Kinds of national objectives, &- Means other nations employ to achieve

their objectives

The logic for working effectively with nations in the region must include not only competitive advantage for the Philippines but “value added” for other nations

VUCA

External Environment Impact

THREATS

Increase civil wars, insurgencies, terrorism, drug trafficking & weapons proliferation

Ensure organizations are ready to respond to challenges across the range of military operations


INTERNATIONAL ALLIANCES

Understanding of Political, Economic and Cultural factors that influence decision making

Be aware of potential enemies, who share common interest


NATIONAL CULTURE

Armed Forces cannot survive if they isolate themselves from the society they serve

The Armed Forces that reflects the belief and values of the society, will maintain the respect & trust of that society

Environmental Factors

Consistently examine their anticipated decisions and action

Media attempts to provide a balance view

Skilled in information operations and strategic communications

Credibility is the leader greatest asset

Greatest aspect is the general confidence of the public

PUBLIC OPINION


Strongly influences decision making at the strategic level

Competitions for scarce resources

Interests on the national debt

Advocates for the legitimate requirements of the organizations

Provide assessments of the risks and consequences of various programming and budgeting alternatives

Effective in national system of resources allocation

FEDERAL BUDGET


Significant effects on the capability of the Army to perform its various missions

Significant advantage in networking, command and control, situational awareness, decisive combat power.

Increased the tempo of operations

Enhanced the ability of the Army to effectively function.

Technology is a two-edged sword

TECHNOLOGICAL FACTORS


Military is subject to civilian government control

Proactively involve with numerous organizations and agencies

Plays a key advisory role in the development in the national security strategy

Develop necessary strategies, plans and policies

Provide counsel to civilian executive authorities

Development of un understanding and an ability to influence the interagency process

FEDERAL GOVERNMENT


NGO, PVO have become key components

Frequently interact with these organizations

Spell the difference in effectively shaping change

PRIVATE ORGANIZATIONS

Internal environment and the military structure are just complex and demanding as the external environment

Impractical to describe all the organizations

Practical to describe the multitude of interlocking relationships

Effectively institutionalized both in policy and in culture

THE INTERNAL ENVIRONMENT

SUMMARY

It is the strategic leaders that transcends the organization

The internal and external environments are Volatile, Uncertain, Complex and Ambiguous.

Consequently, strategic leader must develop the networks necessary to know what is happening within the environment.

Strategic leaders must continuously apply themselves to building consensus among key stakeholders.

To be successful, the strategic leader must remain a perpetual and constantly engage in the process of adapting that environment.

Chapter 3

Seminar Golf

The Strategic Vision

Sequence

Vision-Definition-Purpose-Characteristics

Samples

Vision

What it is not?- Not just a dream - No religious connotations- Not wishful fantasy

Nirvana

Vision

What it is?- Realistic, credible, attractive future for [an] organization

(Nanus, 1999)

- Provides a sense of ultimate purpose, direction and motivation for all members and activities within an organization (Strategic Leadership primer, 2004)

- ..a clear direction ahead (Strategic Leadership primer, 2004)

- Consists of a guiding philosophy and a tangible image(Collins and Porras, 1999)

- View of your organization when it is performing at its peak (Prof Lopez’s lecture notes)

Vision

Vision from the standpoint of a follower

- A credible future that titillates you.. (Collins and Porras, 1999)

- A future-centric picture that aligns with your own

personal goals (Nanus 2002)

- Like a lighthouse that guides you even in the most

turbulent weather

Vision

Purpose (Yukl,2002)

- Provides a sense of continuity for followers ..to a vivid image of a better image of the future

- Provides for a better future and the faith that it will be attained some day

- The first step in the development of strategies and plans for change.. (Strategic Leadership primer, 2004)

- ..main tool for leaders use to lead from the front - allows leaders to inspire, attract, align and energize

their followers (Nanus and Collins et al)

Vision

EMERGING CONSENSUS* ON STRATEGIC PLANNING PROCESS FLOW IN PRACTICE :

VISION & VALUES ”BUSINESS” MODEL MISSION & KEY RESULT AREAS GOALS ”S.W.O.T.” ANALYSIS STRATEGY CHOICE OBJECTIVES PROGRAMS & PROJECTS OPERATIONAL/ACTION PLANNING * TARGETS * RESPONSIBILITIES & RESOURCES * TIMELINES

* Corporate Planning Society of the Philippines, Inc.Taken from Prof Lopez notes

Vision

Characteristics

Core element is visual image

Idealistic yet realistic

Inspires enthusiasm and encourages

commitment

Well articulated and easily understood

Ambitious

Vision

Philippines 2000, Kaya Natin ito!

Photo taken from: http://en.wikepedia.org/wiki/File:Ramos_Pentagon.jpg

Vision

PMA’s vision

by 2015, is “to be the country’s premier leadership school producing military professionals of character, dedicated to protect and help build the nation.”

Pictures from: www.PMA.ph

Vision

CGSC vision

A world-class institution for academic excellence in higher military education

Vision

Taken from the movie : Braveheart , 1995 Warner Brothers accessed via www.youtube.com

Strategic Leadership Primer,2nd ed

Yukl,Gary, Leadership in Organizations (5th ed),Prentice Hall,New Jersey,2002.

Strategic Vision.downloaded from www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html (accessed 12 Sept)

www.youtube.com (accessed 13 Sept 2009)

www.pma.ph (accessed 13 Sept 2009)

www.wikepedia.com (accessed 13 Sept 2009)

Nankervis et al.Strategic Human Resource Management (2nd ed). Prentice Hall, Sydney 2002.

Lecture Notes of Prof Mayo Lopez on Strategic Management to CGSC #53 (14 Sept)

References:

http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html

http://www.pma.ph/

http://www.wikepedia.com/

HOW VISION STATEMENTS ARE EXPRESS?

COMPLEX VISION CAN BE CAPTURED IN FEW WORDS, SENTENCE OR PARAGRAPH

An Army at War: Relevant and Ready: A Campaign Quality Army with a Joint and Expeditionary Mindset

US ARMY VISION STATEMENT

IT INSPIRES AND GUIDES LARGE ORGANIZATION TOWARDS A GOAL


US ARMY VISION STATEMENT

Our Army is serving a nation at war. This war requires that all elements of our national power be applied in a broad, unyielding, and relentless campaign. This campaign will not be short; it will require deep and enduring commitment. Our Army is a proud member of the Joint Force expertly serving our nation and its citizens as we continuously strive toward new goals and improve performance. Our individual and organizational approach to our duties and tasks must reflect the seriousness and sense of urgency characteristic of an Army at war. Our Soldiers and our nation deserve nothing less. This is not business as usual. . . The Army’s Way Ahead. . . Explores how we will obtain a more relevant and ready campaign-quality Army with a Joint and Expeditionary Mindset. My intent is to communicate the Army senior leadership’s view of how the Army will fulfill its mission to provide necessary forces and capabilities to the Combatant Commanders in support of the National Security and Defense Strategies. . . Become familiar with the ideas presented here so that you can contribute to improving our Army. Are you wearing your dog tags?

GEN PETER J SCHOOMAKERUS ARMY CHIEF OF STAFF

http://www.army.mil/-images/2006/12/14/1375/army.mil-2006-12-22-152303.jpg


VISION STATEMENTS ARE FLEXIBLE

VISION STATEMENT

GEORGE CATLETT MARSHALLSECRETARY OF STATE

Our policy is directed not against any country or doctrine but against hunger, poverty, desperation, and chaos. Its purpose should be the revival of a working economy of the world so as to permit the emergence of political and social conditions in which free institution exist.

ENOUGH TO ACCOMMODATE A RANGE OF PLAUSIBLE FUTURES AND CONTAINS VALUES THAT MAKE IT WORTHY OF THE EFFORT REQUIRED TO ACHIEVE IT

http://www.google.com/imgres?imgurl=http://www.wwnorton.com/college/history/wciv/resources/37marsha.jpg&imgrefurl=http://www.wwnorton.com/college/history/wciv/resources/marshall.htm&h=450&w=353&sz=24&tbnid=QzN-s1WPQJkplM:&tbnh=127&tbnw=100&prev=/images?q=GEORGE+MARSHALL+PHOTO&usg=__rTdtd76NhigD-jwVVEL8VGDbdBs=&ei=cLykSuSbDYiwswPwjYWNDw&sa=X&oi=image_result&resnum=1&ct=image


VISIONS STATEMENTS ARE

EXPRESS IN BRIEF

Power and Access . . . . From the Sea

- IT CAN CONVEY A CONCEPTUAL IMAGE BROAD AND POWERFUL ENOUGH TO GIVE AUTHORITY AND VALIDITY

- EASILY REMEMBERED

VISION STATEMENTS READY FOR IMPLEMENTATION

US NAVY VISION STATEMENT

A Networked, Jointly Integrated, Sea-based Power Projection Force, Assuring Coalition and Joint Force Access and Protecting America’s Interest Anywhere in the World

Emerging operational concepts, technologies, processes, and organizations will transform the capability of America’s naval services of the 21st century to conduct multi-dimensional joint, allied, and coalition warfare. The transforming U.S. Navy-Marine Corps Team will be fully integrated into the Joint Team across the full expanse of a unified battlespace. Naval forces will provide unique and complimentary warfighting capabilities from the sea to joint force commanders to support their ability to enhance deterrence; secure swift, decisive military victory; and strengthen the peace that follows in support of the critical operational goals outlined in the 2001 Quadrennial Defense Review and the Secretary of Defense’s Planning Guidance.

- DEPICTS THE ORGANIZATIONAL GOALS AND VALUES

- CONSISTENT

WITH REQUIREMENTS

- COMMUNICATES THE LEADER’S INTENT

VISION AS STRATEGY FOR CHANGE

VISION WITHOUT ACTION IS MERELY A DREAM

ACTION WITHOUT VISION JUST PASSES THE TIME

VISION WITH ACTION CAN CHANGE THE WORLD

Joel A Barker

VISION AS ELEMENT IN ORGANIZATIONAL PROCESS

DEVELOPMENT OF CULTURE

MANAGEMENT OF CHANGE

INTERACTION WITH THE ENVIRONMENT.

TO SHAPE THE ORGANIZATIONAL CULTURE - CREATE, REVISE OR REAFFIRM ORGANIZATIONAL PURPOSE, DIRECTION, ENERGY, IDENTITY AND VALUES.

CREATE CHANGE - MOVE THE ORGANIZATION TOWARD A MORE EFFECTIVE FUTURE STATE.

POSITIVELY INFLUENCE - SHAPE THE ENVIRONMENT OF THE ORGANIZATION

PURPOSE:

LEADERS VISION-RELATED TASKS:

INTERNAL TASKS

EXTERNAL TASK.

- WORK TO GAIN MEMBERS ACCEPTANCE OF THE VISION

- APPEAL TO SHARED VALUES TO MAKE THE VISION PERSONALLY RELEVANT TO MEMBERS

- DEMONSTRATE ACTIONS THAT ARE CONSISTENT WITH THE VISION

PROCESSES IN IMPLEMENTING A VISION

EXPRESSING THE VISION. THE LEADER TO PERFORM THE SEQUENCE OF CAUSE AND EFFECT ACTIONS TO MAKE THE VISION REAL

EXPLAINING A VISION. RESTATING THE ENDSTATE TO UNDERSTAND HOW ACTIONS LINK TOGETHER TO ATTAIN GOAL.

EXTENDING A VISION. APPLYING THE SEQUENCE OF ACTIVITIES TO A VARIETY OF SITUATIONS SO THAT THE VISION CAN BE IMPLEMENTED

EXPANDING THE VISION. APPLYING IN MANY DIFFERENT

WAYS IN A WIDE RANGE OF CIRCUMSTANCES.

APPROACH IN RADICAL CHANGE VISION

LEADERS SHOULD ANTICIPATE THE RESISTANCE AND SHOULD WORK TO OVERCOME IT.

MAKING SUCH A VISION SHOULD BE APPROACHED WITH CAUTION.

GEN MARSHALL SUCCESSFULLY AVOIDED A RESISTANCE TO HIS VISION BY TAKING AN INCREMENTAL APPROACH THAT FOCUS ON PREPARING THE ORGANIZATION FOR CHANGE.

IN HIS VISION FOR THE ARMY AIR CORPS, MARSHALL KEEP HIS INTENTION FAIRLY CLOSE-HOLD, MAKING IT REALLY A SEMI-HIDDEN ASPECT OF HIS STRATEGIC VISION.

GEORGE C MARSHALL

VISION CREATING PERMANENT CHANGE

x ABRAMS ON THE RESERVE COMPONENTS

One of the most fateful decision of the war in Vietnam had been Lyndon Johnson’s refusal to call up the reserves. All the Joint Chiefs, but especially Harold K. Johnson, the Army Chief of Staff, had found this traumatic thing; Johnson even coming close to resigning in protest—and at the end of his life describing his failure to do so as his greatest regret. Abrams as Vice Chief of Staff during the build up for Vietnam had to cope with the disabilities induced by the lack of mobilization. Now, as Chief of Staff, he appeared determine to ensure that never again would a President be able to send the Army to war without reserves maintained for such a contingency. The vehicle for doing this was a revised force structure that integrated reserve and active force elements so closely as to make the reserves virtually inextricable from the whole.

GEN CREIGHTON ABRAMS

http://wpcontent.answers.com/wikipedia/commons/thumb/3/3f/GEN_Creighton_W_Abrams.JPG/200px-GEN_Creighton_W_Abrams.JPG

VISION CREATING PERMANENT CHANGE

LEADERS PLAN THE WAYS AND MEANS NECESSARY TO ACHIEVE THE ENDSTATE OF THE VISION

OTHERWISE, THE CHANGE WILL NOT SURVIVE THE TENURE OF THE LEADER.

ENSURES THAT INSTITUTIONALIZING THE VISION IN STRUCTURAL CHANGE WILL ENDURE

EXTERNAL TO THE ORGANIZATION, LEADERS BUILD A CONSENSUS FOR THE VALIDITY OF THEIR ORGANIZATIONAL VISION .

BY ACCEPTING THE ENVIRONMENT ENHANCES THE SUCCESS OF THE ORGANIZATION

INFLUENCIAL VISIONS ATTRACT RESOURCES AND INTEREST.

THE VISION RELATES TO NATIONAL MILITARY STRATEGY AND THE NATIONAL SECURITY STRATEGY AT THE HIGHEST LEVEL OF MILITARY ORGANIZATION.

SUMMARY

VISION IS THE LEADER-FOCUSED PROCESS THAT GIVES THE ORGANIZATION SENSE OF PURPOSE, DIRECTION, ENERGY AND IDENTITY.

EXIST AT EVERY LEVEL OF THE ORGANIZATION AND CONTAINS THE DESIRED ENDSTATE.

ADDS VALUE BY PROVIDING THE MEANS TO ANITCIPATE AND MOVE TOWARD THE FUTURE.

INCREASE IN COMPLEXITY AND EXTEND IN TIME FRAME AT HIGHER LEVEL OF ORGANIZATIONS.

COMPETES FOR INFLUENCE AND RESOURCES IN THE DEVELOPMENT OF NATIONAL STRATEGY.

Chapter 4

Seminar Golf

Strategic Culture

Organizational Culture is a pattern of shared basic assumptions, values, beliefs, and norms that the organization has learned over time and that unite the members of an organization.

Edgar Schein

Strategic Culture

SCOPE OF PRESENTATION

1. ORGANIZATIONAL CULTURE

2. CULTURE vs. CLIMATE

3. CULTURES AND SUBCULTURES

4. CULTURAL CHANGE

5. SUMMARY

CHAPTER 4 – STRATEGIC CULTURE

CHAPTER 4 STRATEGIC CULTURE

Organizational Culture_________________________________________________________________________________________________________

• set of institutional, stated and operating values, beliefs, and assumptions that people have about their organization that are validated by experiences over time.

Values

• statements of what is important to an organization

What strategic leaders must do_________________________________________________________________________________________________________

-Strategic leaders must be sensitive to the fact that statement of values alone have little impact on organizational culture unless the members internalize them through a process that includes experience-based validation.

-Strategic leaders must ensure institutional and stated values are consistent with the values of both the larger society and the needs of the organization and that through policy, doctrine, regulations and implementing procedures, they produce desired results

Cultural Values

• define the boundaries of acceptable thought and behavior

Culture influences how individuals…

• talk to each other • approach problems • anticipate and judge situations • develop expectations • determine right from wrong • establish priorities • and react to many other aspects of organizational and

interpersonal behavior

How is Culture conveyed or made visible?

• professional journals

• historical and biographical publications

• audiovisual media

• ceremonies

• folklore of the organization

Culture vs Climate_________________________________________________________________________________________________________

Climate• a short-term phenomenon created by the current

leadership • the most important determiner of which is the

behavior of the leader

Culture

• long-term, complex phenomenon that generally endures through multiple leaders

• affects the behavior and thought processes of the leader




4. CULTURAL CHANGE

5. SUMMARY



Cultures or “the way we do things” vary dramatically at different locations.

Army cultures vs. Navy or Air Force Cultures

Cultures differ in different military units of different specialization.


“It is in the minds of the commanders that the issue of battle is really decided”

Sir Basil H. Liddell Hart Thoughts on War (1944)


In multiple subcultures - effective leaders focus not on what separates but on what unites them.

Value-laden end state : peace, stability and individual rights


“It is in the minds of the commanders that the issue of battle is really decided”

Sir Basil H. Liddell Hart Thoughts on War (1944)

Interdependence between current culture and “desired” culture.

Cultural change – Strategic Leader’s vision.

External influences – laws, executive decisions, changes in NMS, technological advancement.

Culture cannot be managed in the traditional sense.

4. CULTURAL CHANGE


4. CULTURAL CHANGE

Culture is influenced by what is paid attention to, measured and controlled.

“The unit does well those things that the boss checks.”

Allocation of resources can change or influence culture.

Organizational structure also changes or sustains the culture.

Criteria for rewards and sanctions emphasize culturally desirable behavior


Leaders are role models.

Changing organizational culture is difficult but not impossible.

Examples :• DRMS (Budgeting Process)• Change in Uniforms • Women in the field

Whatever the reason behind them, far reaching actions by a succession of strategic leaders helped or will help, bring about the desired cultural change.

4. CULTURAL CHANGE


SUMMARY




4. CULTURAL CHANGE

The Army reflects the culture of selfless service

CHAPTER 4 STRATEGIC CULTURE

End of Chapter 4 – Strategic Culture

Effectiveness is most directly related to the core leader competency of getting results.

Getting results is focused on structuring what needs to be done so results are

consistentlyproduced.

Chapter 5

Seminar Golf

Strategic Leadership Competencies

CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES

~CIA WAS ALL TIME “EFFICIENT AND EFFECTIVE”

~TERRORIST EXPLOITED THE INTERNET FASTER THAN WHAT THE AUTHORITIES FORESAW

~INFORMATIONS WERE IGNORED BECAUSE IT DID NOT “FIT ANY PATTERN”

Encarta Encyclopedia

CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES


Volatility – Rate of environment change

Uncertainty – Unpredictability of change

Complexity – Intricacy of key decision factors

Ambiguity – Vagueness about the current situation & potential outcomes

V CAU

The challenge for Leaders is to understand the dynamics of

change that are now occurring, & develop the

clearest possible visualization of the end results of change,

with enough lead time to ensure that a competitive

advantage can be achieved

Prepare, prepare, prepare! “well begun is half done”

-Horace

COMPETENCIES

Frame Of Reference Development

~Study the past;

~See the pattern of the present; ~Expand to fit, not reduce to fit preconceived ideas



“Those who will not study the past are bound to repeat it”

-Anonymous

ENVISIONING THE FUTURE

To view the organization not as it is but

rather as it should beFocused on shaping the organization

10 to 20 years from nowContingencies are accurately planned



“Where there is no vision, the people perish”

-The Bible, Proverbs 29:18

PROBLEM MANAGEMENT

Discern what is importantRecognize multiple paths toward the

same goalRisk are accepted



“The key is not make a quick decision, but to make timely

decision” -Gen Colin Powell

Chairman, Joint Chiefs of Staff (1989-1993)

Agenda

CompetenciesKnowledge, skills, attributes and capacities which enable a leader to perform his required task. (US Army Strategic Leadership Primer 2nd edition, 2004, 37)

• Technical Competencies

Chapter 5 - Strategic Leader Competencies

• Interpersonal Competencies

Technical Competencies

Competencies that has a knowledge of external, political, economic and cultural systems which have impact to the organization.

- US Army Strategic Leadership Primer 2nd edition, 2004, 40-

• Understanding of organizational systems


• Appreciation of functional relationship outside the organization

• Knowledge of the broader political and social system

Interpersonal Competencies

Competencies that include consensus building both inside and outside of the organization having the capacity to communicate effectively.

- US Army Strategic Leadership Primer 2nd edition, 2004, 41-

• Consensus Building – process of effective reasoning and logic.


• Negotiation – ability to stand firm with respect to other participants.• Communicate – through a variety of direct and indirect means.


“Strategic leadership requires appropriate emphasis on leadership and management [sic] to achieve success.”

-International Council on Management of Population Programmes (ICOMP) (2006)-

-From International Council on Management of Population Programmes (ICOMP) (2006) ref: Bossidy, Larry and Ram Charan (2002)-

References

• Strategic Leader Competencies, Strategic Leadership Primer 2nd Edition, US Army War College, 2004.

• Strategic Leadership, International Council on Management of Population Programmes (ICOMP) Newsletter Issue No 1, July 2006.


Chapter 6

Seminar Golf

STRATEGIC LEADERSHIP TASKS

ETHICAL REASONINGETHICAL REASONINGSTRATEGIC LEADERSHIP TASKS

PROVIDE VISION

SHAPE CULTURE

BUILD & SHAPE - JOINT- INTERAGENCY- MULTI-NATIONAL- INTRA-AGEMCY RELATIONSHIPS

BUILD & SHAPE NATIONAL-LEVEL RELATIONSHIP

REPRESENT THE ORGANIZATION

LEAD & MANAGE CHANGE

PROVIDE VISION

SHAPE CULTURE

BUILD & SHAPE - JOINT- INTERAGENCY- MULTINATIONAL- INTRA-AGEMCY RELATIONSHIPS



PROVIDE VISION-to create a vision for their organizations. The vision, which sets

the tone for the future of the organization, -Include future required operating capability -The strategic leader’s vision sets the long-term direction for an

organization. -The solutions to short-term requirements should be consistent

with the articulated vision. -Institutionalize strategy to implement the vision


SHAPE CULTURE- Culture is built on values deemed essential by the members of the

organization. - Related to the strategic visions

- communicated - internalized

- Structural changes and programs with distant completion dates that must be institutionalized.

- Commitment to train other leaders by picking the right people for the right jobs.

- Reward structure reinforces desired values and behaviors.


BUILD & SHAPE

- Develop and manage joint and combined lateral relationships with strategic leaders of other Services, other countries, and government agencies in both peace and war.

BUILD & SHAPE TASKS:

- Creating understanding and acceptance- Creating consensus - Maintaining the knowledge and resource base



BUILD & SHAPE

- International perspective (pec)- Joint obligations

- Commitment to Joint/Combined Opns

- Design internal policy & orgnl structure-meet joint rqmts

- Roles & Missions of Orgns (readiness)

• PROVIDE VISION• SHAPE CULTURE• BUILD & SHAPE

– JOINT– INTERAGENCY– MULTI-NATIONAL– INTRA-AGEMCY RELATIONSHIPS

• BUILD & SHAPE NATIONAL-LEVEL RELATIONSHIP• REPRESENT THE ORGANOZATION• LEAD & MANAGE CHANGE

The Congress shall have the power To…provide for the common Defense..of the United States;…To raise and support the Armies;…To Provide and maintain a Navy; To make rules for the government

and regulations of the land and naval Forces

US Constitution, Article I, Section 8

The President shall be the Commander-in-Chief of the Army and Navy of the United States.

US Constitution, Article II, Section 8

Build and Shape National Level Relationship

• Build and Shape National Level Relationship

Strategic Leaders Responsibilities

1. Provide advice and counsel2. Interpret national policies, guidelines and

direction.3. Plan for the maintenance of military

capability4. Present organizational requirements5. Develop competitive strategies6. Bridge the gap between political decisions

and individuals.


Strategic Leader’s Major Roles:

1. Represent the Organization in its relationship with the larger society.

2. Manage change in external and internal environment.


• Responsibilities:

a. Regularly communicate with the Executive, Judicial & Legislative Branches.

b. Act as spokesperson for the organization with other Federal agencies, media etc.

c. Building and maintaining networks.

Represent the Organization


• Identifying necessary force capabilities to accomplish National Military Strategy.

• Identifying and assigning operational roles and missions including priorities in allocating resources

• Preparing strategies and plans in the unified, jointCombined and interagency arenas.

Management of Change


• Create resource and sustain opn’l structures,system and processes to include C4I system etc.

• Developing & improving opn’l doctrine and training methodologies.

• Understanding and planning the effects for the second-and-third order effects of actions to implement change.

• Maintain effective leader development program and other human resource programs.

Management of Change

Chapter 6- Strategic Leadership Tasks

• Provide Vision and shape the culture of the organization.

• Influence and shape organizational culture to meet the unified, joint, combined and interagency arenas.

• Manage the organization’s relationship with all national level agencies and organizations.

• Represent the organizations to Congress, media and other influential opinion groups.

• Facilitate the management of change.

SUMMARY

Chapter 7

Seminar Golf

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS


CHAPTER 7: THE STRATEGIC LEADER AND THE HUMAN

DIMENSIONS: Strategic Commander must

understand the human dimension of combat.

Combat stressors;

fear of death or maiming

trauma of witnessing violent death and destruction

grief from the loss of comrades, and;

deprivation of even the simplest of life’s needs.





psychological impact of battle/ the trauma sustained in

battle/or even the prospect of war can have a dramatic

effect or influence the individual performance and the

units in which they are member of - its effect in the

attainment of the strategic goal & vision.





How can a strategic leader minimize the psychological impact of battle?

Understanding of the human dimension of combat;

the value system of the society & its military

how individual values are influenced or changed

psychological & physical manifestation of combat

stress

influences of training & conditioning in the prevention

& amelioration of combat stress.

dynamic of unit performance & cohesion





Implement/ ensure the following measures;

policies and resources for the enhancement of the

psychological staying power of the army in battle

are not constricted by any external and internal

influences.





Implement/ ensure the following measures

individual and units of the organization must be

properly conditioned, supported and trained to

minimize the adverse effects of facing or participating

in a sustained combat.





Implement/ ensure the following measures

That decisions made now or in the future must

consider its impact on the psychological staying

power of the soldier & units in the battle.

Soldiers must always be psychologically prepared for

current and future conflicts.



DIMENSIONS

The trained American possesses qualities that are almost unique. because of his initiative and resourcefulness, his adaptability to change and his readiness to resort to the expedient, he becomes, when he has attained a proficiency in all the normal techniques of battle, a formidable soldier. yet, even he has limits; the preservation of his individual and collective strength is one of the greatest responsibilities of the leadership.

General Dwight D Eisenhower


CHAPTER 7: SUMMARY

understanding and in dept study of leadership at the top

level--- the context, challenges, characteristics and

requirements of an effective strategic leadership

qualities & characteristics of an effective strategic leader

and strategic leadership by GEN. G. C. MARSHALL.

importance of understanding of the human dimension of

combat in the attainment of the strategic goal and

vision.

STRATEGIC LEADERSHIP SUMMARY

IN SUMMARY;

This Strategic Leadership Primer, 2nd Edition

understanding and in dept study of leadership at the top

level--- the context, challenges, characteristics and

requirements of an effective strategic leadership

the process used by the strategic leader in leading a

large and complex organization in an environment

marked by; volatility, uncertainty, complexity, and

ambiguity marked by opportunities and threats in the

attainment of a desirable and clearly understood vision

IN SUMMARY;

This Strategic Leadership Primer, 2nd Edition

Understanding of the human dimension of combat. How

to minimize the psychological impact of battle in order

for the individual and unit of the organization to be

psychologically prepared for current and future conflict.

Strategic leadership tasks;

providing vision & well articulated organizational

values to influence & shape its culture.

ensuring it meets all requirements in the unified,

joint, combined & inter agency arenas.


SUMMARY

manage the organizations relationship with national

level agencies and organizations to gain their support

of the roles and mission, goals and objectives of the

organization in achieving its vision in the strategic

environment.

facilitating the management of change, guide the

organization today while molding it to meet future

challenges.

Strategic leader competencies & strategic culture


Strategic Leadership

Documents

Transcript of Strategic Leadership