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Building Leadership Skills: Strategic Thinking

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Building Leadership Skills: Strategic Thinking An Infopeople Workshop George Needham and Joan Frye Williams, Instructors Spring 2009 * joan_at_jfwilliams.com - george_at_ ... – PowerPoint PPT presentation

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Title: Building Leadership Skills: Strategic Thinking


1
Building Leadership SkillsStrategic Thinking
  • An Infopeople Workshop
  • George Needham and Joan Frye Williams,
    Instructors
  • Spring 2009

2
Todays agenda
  • Leadership and strategic thinking
  • The long view
  • The FAST approach to strategic thinking
  • Moving ahead

3
Know what difference you want to make2.
Choose your actions accordingly
4
Whats their strategy?
vs.
vs.
5
Why think strategically?
  • Save time and effort
  • Make the most of limited resources
  • Attract funding
  • Get people on board
  • Enhance chances of success
  • Increase job satisfaction

6
Why think strategically?
  • Save time and effort
  • Make the most of limited resources
  • Attract funding
  • Get people on board
  • Enhance chances of success
  • Increase job satisfaction
  • Try to take over the world!

7
What difference do you want to make?
  • Your community
  • Your library
  • Your team/work group
  • Personally/professionally

8
The long view
  • Target, not detailed steps
  • Principles, not techniques
  • Strengths, not weaknesses
  • Keep it simple

9
Vision implies that other people can PICTURE
what youre talking about.
10
Leveraging your assets
  • Starts with appreciation
  • Vision-led, not problem-driven
  • Concentrates on abundant resources

11
Strategic positioningFive approaches that work
12
From exception to mainstream
13
Bottom lineLess gate-keeping, more convenience
14
From altruism to return on investment
15
Bottom lineLess perfectionism, more
efficiency
16
From a focus on the past to a focus on the
future
17
What kinds of changes do you think will affect
your community in the future?
18
Bottom lineLess caution, more flexibility
19
From frill to necessity
20
Bottom lineLess reticence, more urgency
21
From information to transformation
22
Think of a favorite book, movie, play, poem, or
piece of music
  • What is it?
  • Why is it important to you?
  • How has that affected your life?

23
Bottom lineRelationships trump transactions
24
Think FAST
  • Focus
  • Accelerate
  • Support
  • Tie it all together

Adapted from Hagel, John et al ,Shaping Strategy
in a World of Constant Disruption, Harvard
Business Review , October 2008.
25
Focus
  • Use real data/evidence
  • Look for patterns
  • Ask what if
  • Estimate likelihood
  • Imagine consequences

26
Accelerate
  • Identify actions that will move you toward your
    target most quickly
  • Use resources you already have
  • Decide how youll measure progress

27
Support
28
Who else wants to see the same kind of difference
you do?
  • Community segments and stakeholders
  • Elected officials, power brokers
  • Other providers who share your audience
  • Friends and colleagues

29
Discovering common ground
30
Maintaining strategic relationships
31
Tie it all together
  • Constantly check near term performance against
    target
  • Adjust as you go along
  • Repeat as necessary

32
Uncovering strategic opportunities
33
Evaluating strategic opportunities
  • Will it show?
  • Can it grow?
  • Does it flow?

34
Evaluate your choices show
35
Evaluate your choices grow
36
Evaluate your choices flow
37
Tell a compelling story
  • Ideas have to fit the audiences values
  • Person telling the story has to be believable
  • Integrity
  • Commitment

38
Understand that objections are
  • Normal, and
  • Less threatening than risking failure on
    something new, but
  • Not insurmountable

39
Handling objections
40
Show the passion!
41
Thank you for participating!Please complete the
evaluation.
joan_at_jfwilliams.com
george_at_georgeneedham.com
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