STRATEGIC LEADERSHIP

1. STRATEGICLEADERSHIP

2. CH 4 CHALLENGE THE PROCESS Leaders always take charge of change. They are always ahead in accepting challenges. They are always looking for new ideas and opportunities.

3. Essentials • Seize the initiative • Make something happen • Encourage initiative in others • Lead through assigned work • Make the challenge meaningful • Challenge with purpose • Meaning comes from the inside • Innovate and create • Balance the paradox of routines • Progress with discipline • Look outward for fresh ideas • External and internal communications • Let ideas flow in from the outside

4. Commitment number 5 Search for opportunities by seeking innovative ways to change, grow and improve. • Treat every job as an adventure. • Seek meaningful challenges for your life. • Find and create meaningful challenges for others. • Add fun to every one’s work. • Question the status quo. • Renew your teams. • Create an open source approach to searching for opportunities. • Send everyone shopping for ideas.

5. EXPERIMENT AND TAKE RISKS • Self imposed limitations and beliefs hold people back. • Sometimes this attitude leads to having fear in making decisions. • By translating the feelings into excitement they discover the elation of victory over crippling thoughts.

6. Essentials • Initiate incremental steps and small wins. • How do small wins work ? • Mobilize for fast action. • Learn from mistakes. • Overall quality of work improves when people have a chance to fail. • Success does not breed success. It breeds failure. It is failure which breeds success. • Promote psychological hardiness. • Approach stress positively. • Foster hardiness.

7. Commitment number 6 Experiment and take risks by constantly generating small wins and learning from mistakes. • Set up little experiments and develop models. • Make it safe for others to experiment. • Break mindsets. • Break it up and break it down. • Give people choices. • Accumulate yeses. • Admit your mistakes. • Conduct pre and postmortems for every project.

8. CH 5 ENABLE OTHERS TO ACT • You can’t do it alone. • Collaborations is a social imperative. Without it we can’t get extraordinary things done in organizations.

9. Essentials • Create a climate of interest. • Trusting others pays off • Be open to influence • Make yourself vulnerable • Listen,listen,listen • Facilitate positive interdependence. • Develop cooperative goals and roles • Support norms and reciprocity • Reward joint effort • Support face to face interactions • Sustain ongoing interactions • Link to the human network • Connect others to sources of power • Share information and recourses • Develop social awareness and social skills

10. Commitment number 7 Foster collaboration by promoting cooperative goals and building trust. • Conduct a collaboration audit. • Be the first to trust. • Ask questions, listen and take advice. • Always say we. • Create jigsaw groups. • Focus on gains not losses. • Make a list of alternative currencies. • Take a lot of human moments. • Create places and opportunities for informal interactions.

11. Strengthen others Generate power all around.

12. Ensure self leadership • Give power to get power • People are already empowered • Provide choice • Resources, responsibility and research • Design in alternatives • Develop competence and confidence • Share the data • Practice problem solving • Confidence provides a way • Leaders coach • Foster accountability

13. Commitment number 8 Strengthen others by sharing power and discretion • Offer visible support • Assign critical tasks • Enrich people’s jobs • Use modeling to develop competencies • Stop talking and start building at staff meetings • Enlarge people’s sphere of influence • Educate, educate, educate • Create a learning climate

14. ENCOURAGE THE HEART CH 6 • The need for recognition and approval is a fundamental human drive – The willingness to give is not a sign of weakness. • Great leaders find a balance between getting results and how they get them.

15. RECOGNIZE CONTRIBUTIONS • Focus on clear standards • Standards concentrate us • Feedback keeps us engaged • Encouragement is feedback • Expect the best • High expectations lead to high performance • Positive images create positive possibilities • Pay attention • Release the positive • Listen with your eye and your heart • Be a friend • Personalize recognition • Use a variety of rewards • Be thoughtful

16. Commitment number 9 Recognize contributions by showing appreciation for individual excellence • Be creative about rewards • Make recognition public • Provide feedback en route • Be a Pygmalion • Foster positive expectations • Make the recognition presentation meaningful • Find people who are doing things right • Don’t be stingy about saying thank you.

17. Celebrate the values and victories • Create a spirit of community • Reinforce shared values and outcomes • Provide social support • Tell the story • Teach, mobilize and motivate • Make it memorable • Set the example • Make it genuine-let it come from your heart • The circle of leadership – modeling is encouraging

18. Commitment number 10 Celebrate the values and victories by creating a spirit of community • Schedule celebrations • Install a public “Bragging Board” • Create a commemorative award honoring exemplary actions • Demonstrate caring by walking around • Show passion and compassion • Be a cheerleader – your way • Have fun • Set the example – plan a celebration right now