Strategic Leadership
Transcript of Strategic Leadership
STRATEGIC LEADERSHIP
PRESENTATION
Seminar Golf
STRATEGIC LEADERSHIP
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
STRATEGIC LEADERSHIP
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
STRATEGIC LEADERSHIP
INTRODUCTION
STRATEGIC LEADERSHIP PRIMER, 2nd Edition
intended for greater understanding and more in dept
study of leadership at the top level--- the context,
challenges, characteristics and requirements of
strategic leadership.
STRATEGIC LEADERSHIP
INTRODUCTION
STRATEGIC LEADERSHIP PRIMER, 2nd Edition
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.
STRATEGIC LEADERSHIP
INTRODUCTION
STRATEGIC LEADERSHIP PRIMER, 2nd Edition
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.
STRATEGIC LEADERSHIP
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
STRATEGIC LEADERSHIP
CHAPTER 1
STRATEGY AND STRATEGIC LEADERSHIP
SCOPE OF PRESENTATION
STRATEGY
STRATEGIC LEADERSHIP
EXECUTIVE LEADERSHIP
STRATEGIC ART
STRATEGY FORMULATION
THE SEARCH FOR GRAND STRATEGY
EVALUATION AND ANALYSIS
CONCLUSION
RECOMMENDATIONS
REFERENCES
STRATEGY AND STRATEGIC LEADERSHIP
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STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
STRATEGY AND STRATEGIC LEADERSHIP
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
The Road Ahead: Visioning, Change, and Continuity
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
The Road Ahead: Visioning, Change, and Continuity
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
External Environment Impact
INTERNATIONAL ALLIANCES
Understanding of Political, Economic and Cultural factors that influence decision making
Be aware of potential enemies, who share common interest
External Environment Impact
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
Environmental Factors
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
Environmental Factors
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
Environmental 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
Environmental Factors
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:
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
HOW VISION STATEMENTS ARE EXPRESS?
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
HOW VISION STATEMENTS ARE EXPRESS?
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
HOW VISION STATEMENTS ARE EXPRESS?
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
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
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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
1. ORGANIZATIONAL CULTURE
2. CULTURE vs. CLIMATE
3. CULTURES AND SUBCULTURES
4. CULTURAL CHANGE
5. SUMMARY
CHAPTER 4 – STRATEGIC CULTURE
CHAPTER 4 – STRATEGIC CULTURE
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.
3. CULTURES AND SUBCULTURES
“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)
CHAPTER 4 – STRATEGIC CULTURE
In multiple subcultures - effective leaders focus not on what separates but on what unites them.
Value-laden end state : peace, stability and individual rights
3. CULTURES AND SUBCULTURES
“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
CHAPTER 4 – STRATEGIC CULTURE
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
CHAPTER 4 – STRATEGIC CULTURE
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
CHAPTER 4 – STRATEGIC CULTURE
SUMMARY
1. ORGANIZATIONAL CULTURE
2. CULTURE vs. CLIMATE
3. CULTURES AND SUBCULTURES
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
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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
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
CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES
CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES
“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
CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES
CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES
“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
CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES
CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES
“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
Chapter 5 - Strategic Leader Competencies
• 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.
Chapter 5 - Strategic Leader Competencies
• Negotiation – ability to stand firm with respect to other participants.• Communicate – through a variety of direct and indirect means.
Chapter 5 - Strategic Leader Competencies
“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 5 - Strategic Leader Competencies
Chapter 6
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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
STRATEGIC LEADERSHIP TASKS
STRATEGIC LEADERSHIP TASKS
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
STRATEGIC LEADERSHIP TASKS
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.
STRATEGIC LEADERSHIP TASKS
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
STRATEGIC LEADERSHIP TASKS
STRATEGIC LEADERSHIP
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.
• Build and Shape National Level Relationship
Strategic Leader’s Major Roles:
1. Represent the Organization in its relationship with the larger society.
2. Manage change in external and internal environment.
• Build and Shape National Level Relationship
• 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
• Build and Shape National Level Relationship
• 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
• Build and Shape National Level Relationship
• 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
STRATEGIC LEADERSHIP
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.
STRATEGIC LEADERSHIP
CHAPTER 7: THE STRATEGIC LEADER AND THE HUMAN
DIMENSIONS: Strategic Commander must
understand the human dimension of combat.
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.
STRATEGIC LEADERSHIP
CHAPTER 7: THE STRATEGIC LEADER AND THE HUMAN
DIMENSIONS: Strategic Commander must
understand the human dimension of combat.
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
STRATEGIC LEADERSHIP
CHAPTER 7: THE STRATEGIC LEADER AND THE HUMAN
DIMENSIONS: Strategic Commander must
understand the human dimension of combat.
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.
STRATEGIC LEADERSHIP
CHAPTER 7: THE STRATEGIC LEADER AND THE HUMAN
DIMENSIONS: Strategic Commander must
understand the human dimension of combat.
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.
STRATEGIC LEADERSHIP
CHAPTER 7: THE STRATEGIC LEADER AND THE HUMAN
DIMENSIONS: Strategic Commander must
understand the human dimension of 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.
STRATEGIC LEADERSHIP
CHAPTER 7: THE STRATEGIC LEADER AND THE HUMAN
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
STRATEGIC LEADERSHIP
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.
STRATEGIC LEADERSHIP SUMMARY
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 SUMMARY