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Building Leadership Skills: Strategic Thinking

Building Leadership Skills: Strategic Thinking. An Infopeople Workshop George Needham and Joan Frye Williams, Instructors Spring 2009. Today’s agenda. Leadership and strategic thinking The long view The FAST approach to strategic thinking Moving ahead.

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Building Leadership Skills: Strategic Thinking

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  1. Building Leadership Skills:Strategic Thinking An Infopeople Workshop George Needham and Joan Frye Williams, Instructors Spring 2009

  2. Today’s 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. What’s 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 you’re talking about.

  10. Leveraging your assets • Starts with appreciation • Vision-led, not problem-driven • Concentrates on abundant resources

  11. Strategic positioning:Five 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 you’ll 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 audience’s 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@jfwilliams.com george@georgeneedham.com

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