A Few Notes from Our Workshop

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A Few Notes from Our Workshop

• Bill Thomas

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Phase-10 - Execute
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Strategy - What is it?

• A complete game or master plan that you formulate
  perfect to help you accomplish your detailed
  vision/goal
• The entire layout of how everything fits together
  to produce the ultimate result you are
  continuously after
• The physical, intellectual, spiritual and
  developmental forces you can possibly combine and
  marshal together to maximize the impact, outcome
  and success of your venture.
• The exercising of a complete and commanding
  control over all your competitors, their issues
  and situations, threats, opportunities - helps
  you meet your challenges under the most
  advantageous conditions you can orchestrate.
• A vision that you carefully, methodically,
  calculatingly execute to achieve goals using
  specific 'staged' targets or milestones that each
  campaign, action or tactic is designed to
  accomplish.

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Key Ingredientsin Your Strategic Soup
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StrategicallyManaging vs. Leading

• Managing - doing things/routines the 'right' way
• to bring about
• to accomplish
• to have responsibility for
• to conduct
• to have charge of
• to control

• Leading - doing or creating the 'right' things
• to influence
• to guide
• to envision
• to judge or discern
• to create
• to change

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Major Strategic Archetypes
Meaning via Communication
Attention through Vision
Deploy Self through Positive self-regard
Trust through Positioning
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Managing "Attention through Vision"

• Creating of Focus - use your Agenda to provide
  you with a concern for measurable,
  clearly-defined outcomes.
• Develop compelling Visions that are magnetic and
  pull and grab the attention, passion and
  commitment of people if your vision grabs you,
  then it will grab others too - refer to Empowered
  Envisioning tutorials.
• Be crystal, precise and emphatic when
  communicating your desired outcome to others -
  pay your full attention to the outcomes you must
  have.
• Use your intensity as a source of power like a
  battery, allow your vision to animate, inspire,
  transform your purpose into action, to persuade
  others that your mission is important, to be
  determined to succeed.
• To receive attention you must also pay attention!

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Articulating"Meaning through Communication"

• The "art" of turning ideas into tangible,
  accessible, comprehensible objects in the hearts,
  minds imaginations of people.
• Sharing, presenting, discussing your meanings,
  feelings, beliefs, impulses.
• First process it, then connect with its meaning,
  then extend it to others.
• Chart shows how to succeed in describing your
  meanings for operating, thinking or inspiring

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Establishing"Trust through Positioning"

• Trust suggests accountability, predictability,
  reliability.
• Positioning demands persistence, determination,
  "stick-to-itiveness", unfailingly being
  tenacious, being loyal to your position, creed or
  point-of-view.
• Consistently adhering to your declared intent, by
  reinforcing it under stressful conditions,
  modeling it by your example, by striving for it
  everyday, in every way.
• Acquire and wear your purpose, your dedication to
  your ideals, and your beliefs like your clothes.
• Remain stalwart, intact, maintain your
  self-image, accept responsibility for every act,
  decision direction.
• Effective leadership takes risks, courageous
  patience, and a desire for sustaining your
  purpose with integrity.

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Deploying Yourself through Positive Self-regard

• Positive Self-regard is an ability or capacity
  to
• know your purpose
• know your worth value
• know your strengths
• compensate for your weaknesses
• nurture your own skills
• fit your skills to the needs
• induce a positive self-regard in others
• improve your emotional intelligence

• To Deploy Yourself
• be Creative
• be a Healer
• be "on-purpose"
• be Disciplined
• be Highly Skilled
• be an Eager Learner
• be Discerning
• be a Communicator
• be a Courteous Lover
• be Confident Willing to Trust...

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Deployment of Selfthrough Outcome Judgments

• How you judge or assess your "Outcomes" depends
  on your "Self-regard - "outcomes" can be viewed
  as -
• positive
• negative
• risky e.g.,"positive-negative" or
  "negative-positive" regard

Leaders can be...
Positive
Self-regard
Negative
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Establishing"Trust through Positioning"

• Trust suggests accountability, predictability,
  reliability.
• Positioning demands persistence, determination,
  "stick-to-itiveness", unfailingly being
  tenacious, being loyal to your position, creed or
  point-of-view.
• Consistently adhering to your declared intent, by
  reinforcing it under stressful conditions,
  modeling it by your example, by striving for it
  everyday, in every way.
• Acquire and wear your purpose, your dedication to
  your ideals, and your beliefs like your clothes.
• Remain stalwart, intact, maintain your
  self-image, accept responsibility for every act,
  decision direction.
• Effective leadership takes risks, courageous
  patience, and a desire for sustaining your
  purpose with integrity.

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Deploying Yourself through Positive Self-regard

• Positive Self-regard is an ability or capacity
  to
• know your purpose
• know your worth value
• know your strengths
• compensate for your weaknesses
• nurture your own skills
• fit your skills to the needs
• induce a positive self-regard in others
• improve your emotional intelligence

• To Deploy Yourself
• be Creative
• be a Healer
• be "on-purpose"
• be Disciplined
• be Highly Skilled
• be an Eager Learner
• be Discerning
• be a Communicator
• be a Courteous Lover
• be Confident Willing to Trust...

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Deployment of Selfthrough Outcome Judgments

• How you judge or assess your "Outcomes" depends
  on your "Self-regard - "outcomes" can be viewed
  as -
• positive
• negative
• risky e.g.,"positive-negative" or
  "negative-positive" regard

Leaders can be...
Positive
Self-regard
Negative
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Empowerment ParadigmsCore Frameworks

• Empower others to translate "intention" into
  reality and sustain it!
• Power is a unit of exchange - an active, changing
  token in creative, productive communicative
  transactions.
• Put duality into motion - from power to
  empowerment from empowerment back to power.
• Uses "pull" style to lead - attracts energizes,
  motivates enrolls and influences others.
• Reciprocates and Accompanies, Harvests and
  Reaps...

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EmpowermentParadigms I II

• Significance - when your strategy shows that
• they make a difference for the organization or
  world
• they feel like they are or involved with or at
  the active center of the society or social order
• they perform 'serious' acts that vitally affect
  people's lives, where their actions are at the
  "heart of things"

• Competence - when your strategy enables them
• to develop and learn on the job or in special or
  unique work-related assignments
• to increase or strengthen their sense of mastery
  over the usual and unusual work challenges
• to expand their horizons via enhanced performance
  alignment with organizational goals

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EmpowermentParadigms III IV

• Community
• feels joined in a 'common purpose'
• feels a sense of reliance on each other
• exquisite coordination of complicated efforts
• Enjoyment
• has fun
• gets immersed in the 'game of work'
• goes beyond striving merely for the objective of
  "satisfying needs"

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Human Resources, People Resource Change
ManagementPhase-9
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Human Resources, People Resource Change
Management
Your Focus on In Terms of What ways? What else? Other areas?
Commitment to Actions, attitudes, hopes, etc. Essence elements of people or change Nature components of events, technology relationships
Embracing people Motives, attitudes, reasons, etc. Discuss your insights into people Describe the value of your people
Toward your people or change Actions, behaviors, attitudes, etc Describe your soul, integrity, ambitions Describe your principles, morals, etc. Define goals, your vision, purposes, etc.
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Your Venture Business Idea 4Change Requirements

• What is unknown ?
• What data is available ?
• What is the condition ?
• Can condition be satisfied ?
• Is condition sufficient ?
• Is condition redundant ?
• Is condition contradictory ?
• Can you draw a diagram ?
• Can you devise some notation ?
• Have you seen problem before ?
• Have you seen problem in similar form ?
• Could any theory/theorem/tools be used ?

• Could you restate the problem ?
• Could you review the definitions ?
• Can problem be decomposed into smaller problems ?
• Is there a more general problem ?
• Is there a more specialized problem ?
• Could you solve a part of the problem ?
• Could you relax the condition ?
• Could something useful be derived from the data ?
• Did you use all the data ?
• Did you use all the condition ?
• What are the assumptions ?
• Can assumptions be challenged ?

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Your Venture Business Idea 5Whats Your
Proposal?

• Could you restate the problem?
• Could you review the definitions?
• Can problem be decomposed into smaller problems?
• Is there a more general problem?
• Is there a more specialized problem?
• Could you solve a part of the problem?
• Could you relax the condition?
• Could something useful be derived from the data?
• Did you use all the data?
• Did you use all the condition?

• What are the assumptions ?
• Can assumptions be challenged?
• Allow user customization
• Provide clearly marked exits
• Provide shortcuts, e.g. hotkeys
• Hide unnecessary complexity and details
• Minimize user memory load, mental processing,
  input switching and interaction
• Provide mental model using analogies, metaphors
• Speak the user's language

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Personal Needs Choices
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A Cognitive Map for Leaders
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What is Reality?
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Dynamics Activity Change
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Trade-In Your Old Model T for The New

• Typical Sovereignty to Synergies
• Time Years to Nanoseconds
• Technology Perceptible to Imperceptible
• Technique Chain Gangs to Value Chains
• Talent Hands Eyes to Hearts Minds

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Why T Levers?

• Sustainable Innovation involves imagining,
  shaping negotiating a series of
• Physical Alterations
• Intellectual Adaptations
• Spiritual Awakenings
• Developmental Applications

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T Levers - 1
Talent_Impacts WHO - in terms of the following
attributes, traits and beliefs 1. Intellectual
cognitive abilities, knowledge acquisition and
cataloging practices, systems/critical thinking,
educational attainment, literacy enrichment
schemes, etc. 2. Social mentoring or counseling
programs, number or breadth of networks, types
and depths of communities of practice or
peer-to-peer relationships, etc. 3. Physical
height, weight, wellness and health conditions,
physical stress, etc. 4. Psychological
emotional intelligence, mental health stress,
etc. 5. Ethnographic identification with which
ethnic groups or cultures, etc. 6.
Anthropological cultural tribal affiliations,
cultural structures or heritage, etc. 7.
Theological doctrines held concerning religious
faith, practice and experience , 8. Cosmological
metaphysical view dealing with the nature of
Scenario universe
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T Levers - 2
Technique_Impacts HOW - in terms of the
following efficiencies avoiding a loss or waste
of energy, effectiveness producing decisive,
desired or decided effects, efficacies
containing the power to produce an effect and
competences possessing the essential abilities
or qualities Strategic Intent clarify,
communicate, management, sustain, recognize
reward Recruitment Retention Performance
Management Core Competences identification,
planning, organization, communicate, management,
education, development, enrichment,
acquisition Delivery of Value Supply
Chain Continuous Improvement Channel
Management Customer Relationship Portfolio
Management Sustainability Time-compression Core
Organizational Processes costs fiscal
management, records production storage, safety
security, materials acquisition
replenishment, etc.
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T Levers - 3
Technological_Impacts WHAT in terms of the
following requirements, applications, systems,
interfaces, gateways, databases or data
repositories, networks, robots or agents Total
Quality Management Mission-Critical Operational
Support Strategic Management Intent
Controls Human Resources Enterprise Resource
Planning and Management Competitive
Intelligence SME Knowledge Customer
Relationships Supply Chains Distribution
Marketing Channels POS/POP points of sale,
points of presence coupon distribution,
incentives, special offers or premiums, up-sells,
etc.
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T Levers - 4
Time_Impacts WHEN in terms of the following
horizons, visions, decisions, executions,
excursions and perturbations Historical Context
and Relevance Being in the Present Current
Episodes Consequences and Ramifications Trends
and Rates of Change Tomorrow The
Future Future-Perfect Typical_Impacts WHY - in
terms of the following assumptions, paradigms,
perspectives, characteristics, conformities and
congruencies 1. Industry type, class, group,
etc. 2. Generally Acceptable Practices
standards, traditions, inter-working agreements,
accounting or bookkeeping, settlements, etc. 3.
Professional Accreditations certifications,
practices, disciplines, policies, standards,
etc. 4. Business Model strategic, operational
and tactical, fiscal controls, finance and
funding schemes