Identify what and where you are strategically
• Acknowledging what has made you successful
• Assessing how the success model is holding up
• Conducting a comprehensive situation assessment
• Defining your destination (critical mission, vision, values, value proposition)
Leadership inventory assessment
• DiSC® review – leadership inventory of what you have and what you don’t
• What does it mean for strategy – what can you use as leverage, and what should you avoid doing? Are you the leader you need to be? Situational leadership.
• Taking inventory – your influence level with your team, your executive, your Board, other stakeholders. The weak links, the relationships that need help - who will be your allies and who will not?
• What’s your worldview? Your biases? How are they getting in your way?
• Turning constraints into opportunities – thought model.
Strategically speaking, what do you want to become?
• Establishing clarity on the critical mission and vision
• Value proposition: a closer look
• Determining key strategic decision criteria: the decision matrix
• Using the Offerings-Market matrix
Leading Change: Agile intelligence
• Emotional Intelligence – know what to use, when and with who. Be strategic in your EQ. How do you communicate what to who? Are you successful? What are you modelling as a leader?
• Communication plan for strategy – what to consider.
• Cultural audit – is your organizational culture ready and equipped for your strategy?
• Where are your skill sets, your gaps in your organization? How well do you know your people and what they are capable of? Where are your landmines?
Change management strategy
• The brain on change – what you need to know and how it will impact your message & the delivery
• Emotion vs logic – can’t use one without acknowledging the other
• Identifying the change and identifying the quick adaptors/ambassadors
• Managing expectations and Managing resistance (who are your ‘laggards’?)
• The other leaders: will your management team getting the right message out? How do your Board members feel about the strategy?
What strategic changes are in order?
• The brain on change – what you need to know and how it will impact your message & the delivery
• Emotion vs logic – can’t use one without acknowledging the other
• Identifying the change and identifying the quick adaptors/ambassadors
• Managing expectations and Managing resistance (who are your ‘laggards’?)
• The other leaders: will your management team getting the right message out? How do your Board members feel about the strategy?
Team alignment and strategy
• Getting everyone on the bus
• Strategic Decision Making + implementation
• When should you have team input/consensus, and when not to? The science of collaboration.
• Delegation – who will do what and how can you make delegation successful?
• The neuroscience behind our decisions.
Operationally speaking, what do you need to change for success?
• Understanding the link between operational soundness and strategic success
• Testing validity: do you have consistency and alignment?
• Assessing what issues remain to be resolved
• Prioritizing
Focusing on Internal Business Processes
• Understanding potential new processes in the pipeline
• Stakeholder management processes
• Internal operations excellence processes
• Beyond planning: execution
Values as a foundation
• Leading through uncertainty – setting and communicating organizational goals while ensuring productivity during times of change/stress
• Using organizational values to underpin performance and communication
• Understanding peoples’ behaviours/motivators
• Translating values to actions to behaviours.
Learning, adapting and growing
• Assessing the human capital
• Assessing the information capital
• Assessing the organization capital
• Planning for changes in capital
Performance and productivity
• Assessing the human capital
• Assessing the information capital
• Assessing the organization capital
• Planning for changes in capital
Leading through coaching
• Coaching skills and methods to help your stakeholders reach their goals
Implementation: the oft-overlooked piece
• Understanding that implementation is the reason that most strategies fail
• Developing an implementation plan
• Assigning accountability
• Engaging staff for best ideas
Communications plan
• The importance of getting the message right the first time. Slow it down. Have an actual communications plan.
• Check out all the possible angles/impact. Who will be your central communication hub, the communication “linch pin”? Internal communication first, then external. Means must match the message. Remember peoples’ learning styles.
• Do employees know what your mission/vision/mandate is? Have you clearly articulated the “why” behind this strategy/plan?
Dynamic dashboarding: measuring and managing what counts
• Creating a balanced set of dashboard objectives
• Developing measures
• Completing the dashboard
• Communicating across the organization
Expert panel discussion