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LEADERSHIP AND STRATEGIC PLANNING

LEADERSHIP AND STRATEGIC PLANNING. Source: John M Bryson and Barbara C. Crosby, “Leadership Roles in Making Strategic Planning Work,” in John M Bryson, Strategic Planning for Public and Nonprofit Organizations, Revised Edition. San Francisco, CA: Jossey-Bass, 1995, pp. 211-227.

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LEADERSHIP AND STRATEGIC PLANNING

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  1. LEADERSHIP AND STRATEGIC PLANNING Source: John M Bryson and Barbara C. Crosby, “Leadership Roles in Making Strategic Planning Work,” in John M Bryson, Strategic Planning for Public and Nonprofit Organizations, Revised Edition. San Francisco, CA: Jossey-Bass, 1995, pp. 211-227

  2. The following interconnected leadership tasks are important if strategic planning and implementation are to be effective: • Understanding the context • Understanding the people involved, including oneself • Sponsoring the process • Championing the process • Facilitating the process • Fostering collective leadership • Using dialogue and discussion to create a meaningful process, clarify mandates, articulate mission, identify strategic issues, develop effective strategies, and possibly develop a vision of success

  3. Making and implementing decisions in arenas • Enforcing rules, setting disputes, and managing residual conflicts • Putting it all together

  4. UNDERSTANDING THE CONTEXT • Appreciate history, but do not be captured by it. • Tailor the process to the context. • Know when to pursue big wins and small wins.

  5. UNDERSTANDING THE PEOPLE INVOLVED (INCLUDING ONESELF) • Understand and appreciate diversity and commonality • Develop strength of character and insight.

  6. SPONSORING THE PROCESS • Articulate the purpose and importance of the strategic planning effort. • Commit the necessary resources to the effort. • Emphasize at the beginning and at critical points that action and change will result. • Encourage and reward creative thinking, constructive debate, and multiple sources of input and insight. • Be aware of the possible need for outside consultants. • Be willing to exercise power and authority to keep the process on track.

  7. CHAMPIONING THE PROCESS • Keep strategic planning high on people’s agendas • Attend to the process without promoting specific solutions. • Think about what has to come together (people, tasks, information, reports) at or before key decision points. • Organize the time, space, materials,and participation needed for the process to succeed. • Pay attention to the languages used to describe strategic planning and implementation. • Keep pushing the process along.

  8. FACILITATING THE PROCESS • Know the strategic planning process, and explain how it works at the beginning and at many points along the way. • Tailor the process to the organization and to the group involved. • Convey a sense of humor and enthusiasm for the process and help groups get unstuck. • Press groups toward taking action and assigning responsibility for specific actions. • Congratulate people whenever possible.

  9. FOSTERING COLLECTIVE LEADERSHIP • Rely on teams. • Focus on network and coalition development. • Establish specific mechanisms for sharing power, responsibility, and accountability.

  10. USING DIALOGUE AND DISCUSSION TO CREATE A MEANINGFUL PROCESS • Understand the design and use of forums. • Seize opportunities to provide interpretation and give direction in difficult and uncertain situations. • Reveal and name real needs and real conditions. • Help followers frame and reframe issues and strategies. • Offer compelling visions of the future. • Champion new and improved ideas for addressing strategic issues. • Detail actions and expected consequences.

  11. MAKING AND IMPLEMENTING DECISIONS IN ARENAS • Understand the design and use of arenas. • Mediate and shape conflict within and among stakeholders. • Understand the dynamics of political influence and how to target resources appropriately. • Build winning, sustainable coalitions. • Avoid bureaucratic imprisonment.

  12. ENFORCING NORMS, SETTLING DISPUTES, AND MANAGING RESIDUAL CONFLICT • Understand the design and use of formal and informal courts. • Foster organizational integrity and educate others about ethics, constitutions, laws, and norms. • Apply constitutions, laws, and norms to specific cases. • Adapt constitutions, laws, and norms to changing times. • Resolve conflicts among constitutions, laws, and norms.

  13. PUTTING IT ALL TOGETHER • “Planning is the organization of hope.” --Stephen Blum • “Usually, the main problem with life conundrums is that we don’t bring to them enough imagination.” --Thomas Moore • “Never doubt that a small group of committed citizens can change the world. Indeed, it is the only thing that ever has.” --Margaret Mead

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