Transcript Slide 1

Institute for Educational Leadership
7 DECEMBER 2004
STRATEGIC LEADERSHIP
COL CHUCK ALLEN
Director, Leader Development
GUIDING PRINCIPLE
UNITED STATES ARMY WAR COLLEGE
“Not to promote war but to preserve peace
by intelligent and adequate preparation to repel aggression...
To study and confer on the great problems of national
defense, military science, and responsible command”
Elihu Root, 1903
MISSION
UNITED STATES ARMY WAR COLLEGE
• To prepare selected military, civilian, and international leaders for
the responsibilities of strategic leadership;
• To educate current and future leaders on the development and
employment of landpower in a joint, multinational and interagency
environment;
• To research and publish on national security and military strategy;
• To engage in activities that support the Army’s strategic
communication efforts.
Strategic Leadership?
“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
battlefield. 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.”
GEN George C. Marshall
The Army Leadership Framework
Global/Regional
National/Societal
Perspective
PRES; SECDEF
Increased
Uncertainty
and
Complexity
DOD
CJCS
Predominantly "Improving/
Building" in nature
Strategic
Leadership
COCOM
Culture
Values
Purpose
DA
Organizational/Systems
and Processes Perspectives
MACOM
ARMY/SERVICE
COMPONENT COMMAND
Organizational
Leadership
NUMBERED ARMY
CORPS
Climate
Policies
Direction
DIVISION
Reduced
Uncertainty
and
Complexity
Predominantly "Operating/
Maintaining" in nature
Individual/Small Group
Task Oriented Perspective
BRIGADE
Predominantly "Influencing
and Interpersonal" in nature
Direct Leadership
BATTALION
Cohesion
Procedures
Motivation
COMPANY
Trust, Dignity and Respect for Others
BE
Army Values
and Ethics
Honor
Integrity
Courage
Loyalty
Respect
Selfless Service
Duty
KNOW
Leader Attributes:
Mental
Physical
Emotional
Leader Skills:
Conceptual
Interpersonal
Technical
Tactical
DO
Leader Actions:
Influencing
Operating
Improving
Strategic Leadership Environment
“A Changing Landscape”
Political
Military
Ecological
Economic
Sociological
Psychological
Volatile
Uncertain
Complex
Ambiguous
India a technology superpower
STRATEGIC LEADERSHIP
“Strategic leadership is the process used by
a leader to affect the achievement of a
desirable and clearly understood vision by
influencing the organizational culture,
allocating resources, directing through policy
and directive, and building consensus within
a volatile, uncertain, complex, and
ambiguous global environment which is
marked by opportunities and threats.”
U.S. Army War College Strategic Leadership Primer (2004) S. Shambach (Ed.)
Executive Leadership
"The set of activities directed toward the
development and management of the
organization as a whole, including all of its
subcomponents, to reflect long-range
policies and purposes that have emerged
from the executive leader’s interactions
within and interpretations of the
organization’s external environment.”
Stephen Zaccaro
Visioning
Visioning is the leader-focused, organizational process that
gives the organization its sense of purpose, direction,
energy, and identity.
• Visual
• End-state
• Rational yet emotional
• Understandable/communicable
Visioning Process
• Conduct an Assessment
• Define the Purpose
• Refine the Vision
• Restate the Mission
• Identify our Values
• Update the Strategic Goals &
Objectives
• Formulate a Strategic Plan
• Resource the Plan
• Implement the Plan
• Assess the Outcomes
• Revise the Plan
“Dynamic Process”
• History
• Future trends
• Organization’s role
• Competing values
Examples of Visions
"I believe that this nation should commit
itself to achieving the goal, before this
decade is out, of landing a man on the
moon and returning him safely to the
Earth."
President Kennedy, May 25, 1961
“An Apple on every desk.”
Steve Jobs, 1976
Organizational Culture
A culture of a group is “a pattern of shared
basic assumptions that an organization learns as
it solves its problems...., that has worked well
enough to be considered valid and, therefore, to
be taught to new members as the correct way to
perceive, think, and feel in relations to those
problems.”
Edgar Schein, 1992
Climate vs. Culture
Climate “the feeling that is conveyed in a group
by the physical layout and the way in which
members interact with each other, with
customers, and outsiders.”
•
•
•
Direct and Organization level
More personality dependent
Relatively quick to change
Culture “A pattern of underlying assumptions”
•
•
•
Much less personality dependent
Long time to change
Strategic level
THE LEVELS OF CULTURE
ARTIFACTS
SHARED VALUES
UNDERLYING ASSUMPTIONS
Importance to Leaders
Culture:
• Gives members identity
• Facilitates collective commitment
• Promotes social system stability
• Shapes behavior by helping members make
sense of their surroundings
When managed, an indirect means by which
senior leaders influence others.
The potential conflict….
Espoused Values
Enacted Values
“Culture eats Strategy for
lunch every time”
Leaders Lead Change, but…
“…There is nothing more difficult and
dangerous, or more doubtful of
success, than an attempt to introduce a
new order of things in any state. For
the innovator has for enemies all those
who derived advantages from the old
order of things while those who expect
to be benefited by the new institutions
will be but lukewarm defenders.”
Niccolo Machiavelli,
1505
Strategic Leader Competencies
BE-KNOW-DO
BE (Disposition - values, attributes):
· The Values Champion
· Master of the Strategic Art
· Quintessential Student of History
· Comfortable with Complexity
· High Personal Stamina
· Skilled Diplomat
· Possesses Intellectual Sophistication
Loyalty
Duty
Respect for others
Selfless Service
Honor
Integrity
Personal Courage
Strategic Leader Competencies
BE-KNOW-DO
KNOW (Disposition - skills):

Conceptual

Technical

Interpersonal
Strategic Leader Competencies
BE-KNOW-DO
KNOW (Disposition - skills):
Conceptual
· Envisioning
· Frame of Reference Development
· Problem Management
· Critical Self-Examination
· Critical, Reflective Thought
· Effective within Environment of Complexity
· Skillful Formulation of Ends, Ways, Means
Strategic Leader Competencies
BE-KNOW-DO
KNOW (Disposition - skills):
Technical
· Systems Understanding
· Recognizes and Understands Interdependencies
· Information-age Technological Awareness
· Skillful Application of Ends, Ways, Means
Strategic Leader Competencies
BE-KNOW-DO
KNOW (Disposition - skills):
Interpersonal
· Communication
· Inspires Others to Act
· Organizational Representation
· Skillful Coordination of Ends, Ways, Means
· Master of Command and Peer Leadership
Strategic Leader Meta-Competencies
BE-KNOW-DO
• Identity
• Mental Agility
• Cross-cultural savvy
• Interpersonal maturity
• World-class warrior
• Professionally astute
Key Strategic Leader
Competencies
• Self awareness
– Understanding of strategic context
– Cross cultural competence
• Adaptability
– Mental agility in a volatile, complex
and ambiguous environment
Strategic Leader Competencies
BE-KNOW-DO
DO (Action - influencing, operating, and improving):
· Provide for the Future
· Initiate Policy and Directives
· Shape the Culture
· Teach and Mentor the Strategic Art
· Manage Joint/Combined and Interagency
Relationships
· Manage National-Level Relationships
Strategic Leader Competencies
BE-KNOW-DO
DO (Action - influencing, operating, and improving):
· Represent the Organization
·
·
·
·
Leverage Technology
Lead and Manage Change
Build Teams and Consensus
Practice the Strategic Art
Strategic Leadership?
“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
battlefield. 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.”
Who exemplifies
strategic leadership in
the field of education?
GEN George C. Marshall
Questions?
Emotional Intelligence
The ability to perceive accurately, appraise, and express
emotion; the ability to access and/or generate feelings when
they facilitate growth; the ability to understand emotion and
emotional knowledge; and the ability to regulate emotions to
promote emotional and intellectual growth.
Mayer, J. D. & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. J. Sluyter (Eds.), Emotional Development and Emotional
Intelligence, (pp. 3-31). New York: Basic Books.
According to Goleman’s model* EI is
exhibited through two competencies:
Personal competence + Social competence = EI
Goleman, Daniel, Boyatzis, Richard, & McKee, Annie (2002). Primal leadership: Realizing the power of emotional intelligence. Boston, MA: Harvard
Business School Press.
Emotional Intelligence
Personal competence: these capabilities determine how we
manage ourselves.
Self-awareness
Emotional self-awareness
Accurate self-assessment
Self-confidence
Self-management
Emotional self-control
Transparency
Adaptability
Achievement
Initiative
Optimism
Emotional Intelligence
Social competence: these capabilities determine
how we manage relationships.
Social awareness
Empathy
Organizational awareness
Service
Relationship management
Inspirational relationship
Influence
Developing others
Change catalyst
Conflict management
Building bonds
Teamwork and collaboration