Language of Leadership:
Two Key Translations
T1
L3: Experience
&
Feelings
L2: Conscious
Thoughts
L1:Behavior:
Say &
Do
T2
(c) James G. Clawson
1
Can you find the words to be …?
(The Language of Leadership)
1.
2.
3.
4.
Clarifying?
Stimulating & Memorable?
Respectful?
Congruent & Authentic?
•
Practicing in the shower, car, wherever.
The ability to articulate the “charter” is the
language of leadership.
(c) James G. Clawson
2
Do’h!
“Analyzing 3,000 pages of transcripts, our team
was startled to see you do not have to be born
with specific characteristics or traits of a leader.
Leadership emerges from your life story.”
“Discovering Your Authentic Leadership,” Bill George, Peter Sims, Andrew N. McLean,
and Diana Mayer, Harvard Business Review, February 2007, p. 130
(c) James G. Clawson
3
Life’s Story in 400 Words or Less
(c) James G. Clawson
4
Does experience lead to wisdom?
“Most people do not accumulate a body of experience.
Most people go through life under-going a series of
happenings which pass through their systems
undigested. Happenings become experiences when
they are digested, when they are reflected on, related
to general patterns, and synthesized.”
Saul Alinsky, Rules for Radicals, quoted by Henry Mintzberg in “The Five Minds of a
Manager” HBR 11/03
(c) James G. Clawson
5
Life’s Lessons
Key Event
+5/-5
Lesson Taken Away
(c) James G. Clawson
Life’s Story
Chart of Emotions
+5
0
-5
(c) James G. Clawson
7
Jim’s Life’s Story
Chart of Emotions
+5
0
-5
(c) James G. Clawson
8
Patterns in Life’s Stories
(c) James G. Clawson
9
Your Story created
your Level Three VABEs
And your VABE’s
determine
your leadership style
(c) James G. Clawson
10
So, are you willing to tell/share/use your
Story?
• Are there four volunteers willing to do so?
(c) James G. Clawson
11
What is your reaction to listening to
these stories?
What can we learn from this?
(c) James G. Clawson
12
Common, Emotional Connections
are most powerful…
(c) James G. Clawson
13
The Importance of Being
A Level Three Leader
1. Visible Behavior
2. Conscious Thought
3. VABEs (shoulds, oughts)
Level Three Leadership is more powerful and
long-lasting than the other two strategies.
(c) James G. Clawson
14
Do you have a story to tell?
Strategic?
Organizational?
Personal?
If not … what will be the impact on your
followers?
(c) James G. Clawson
15
Break
(c) James G. Clawson
16
Day Three Seashells?
17
Session 10 + 11:
Chicago Park District
• What did we learn about managing large scale
organizational change?
(c) James G. Clawson
18
What’s your “take charge” map?
Finances
TEAM
Customers
Operations
Technology
HC + SC + OC
19
Change Models
• Change Introduction
20
Session 12: Workshop
• Draft a CHARTER for either self or work group
(6-8 slides)
21
The world craves clarity …
And most “strategic” conversations are
fuzzy, misleading, and confusing…
22
Lou Gerstner on IBM’s Transformation
“Lack of focus is the most
common cause of corporate
mediocrity.”
-- Lou Gerstner, Who Says Elephants Can’t Dance?
The leader’s job is to create clarity out of confusion.
-- JGSC
23
A way to organize your strategic
thinking: CHARTERS
LEADERSHIP
4. Strategy
1. Mission
2. Vision
5. ST OP Goals
3. Values
1. Mission Statement
4. Strategy
2. Vision Statement
5. Operating Goals and Milestones
3. Values Statement
6. Leadership
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Organizational and Personal Charters
1. MISSION STATEMENT: A definition of what we do. (very short)
2. VISION STATEMENT:
A descriptive picture of what we can and want to
become in the future. (detailed, finance, customers,
operations, HR, technology, etc.)
3. VALUES STATEMENT:
A list of the principles that define what
we stand for that shapes our style. (short, half page)
4. STRATEGY
STATEMENT
A broad outline of how we are going
to go about our mission and move toward our vision.
(longest section: financial, marketing, etc.)
5. SHORT TERM
OPERATING GOALS
AND TACTICS:
Short-term targets and hurdles by which we measure
and review our interim progress. (be careful to get the
right ones)
Can you bring clarity to these?
25
Examples of Mission and Purpose
•
•
•
•
•
•
We protect those who protect us.
Keep Virginia Moving.
To protect life and property.
To make education affordable for all.
To help people find themselves.
What’s yours? Your unit’s?
26
Vision Statements
should include details on …
Work Group
• Finances
• Operations
• Human Resources
• Marketing
• Systems
• Technology
• Etc.
Individual
• Financial
• Physical
• Social
• Intellectual
• Professional
• Material
• Etc.
27
Values Statements should be …
•
•
•
•
•
Relatively short (short term memory)
Principles to Guide Decision Making
Easily Remembered
Consistent and enduring
Clear
28
Strategy should be …
• Detailed.
• Usually the longest section
– Financial Strategy
– Marketing Strategy
– Operations Strategy
– Intellectual Capital
– Etc.
29
Models of Strategic Thinking
•
•
•
•
•
•
•
•
•
Ansoff (Tichy and Charan)
Porter
Prahalad
Stalk
McKinsey
Gilmore and Pine
Christensen
Hamel
Etc.
30
Broadening the Pond
Every Business is a Growth Business,
Ram Charan and Noel Tichy,
Random House, NY, 1998
31
Defining Growth Trajectories
PRODUCTS
NEEDS
Every Business is a Growth Business, Ram Charan and Noel Tichy, Random House, NY, 1998
D
C
A
B
Existing
New
CUSTOMERS
32
Defining Growth Trajectories
C
Response
NEEDS
D
A
B
$XB
Global
Your
Share
Charan and Tichy
Push Past
Existing
New
CUSTOMERS
33
New Products and
New Customers
implies the need
for continuous learning…
34