IntelliVen-U: Strategic Leadership Program Overview ... · Strategic Leadership: Manage to Lead using the Seven Truths Immersion Program Road Map Twenty virtual, instructor-led, participative

IntelliVen-U:

Strategic Leadership Program Overview:

Manage to Lead using the Seven Truths

Peter F. DiGiammarino

Presenter

Copyright 2018 IntelliVen, LLC and Peter F. DiGiammarino.

All rights reserved. Quotation, reproduction or transmission is prohibited

without written permission from IntelliVen, LLC and Peter F. DiGiammarino.

2

WHO

Leaders, future leaders, and those who help and support leaders.

WHAT

A way to:

− Describe an organization as it exists.

− Why it must change.

− What it will look like when changed.

− What must be done to change it.

WHY

Get clear, aligned, and on track to reach potential to perform and grow.

TODAY’S SESSION

3

The evolution of a professional CEO

• 1971-77: LEARN (It’s all about the people.)

o BS: CS, Economics, Math.

o Sloan MBA: MIS, Strategy, OD; classes with Schein, Beckhardt, Van Maanen.

• 1977-96: DO (This stuff works.)

o Joined a 13-person start-up within a startup.

o Helped grow to 10,000 people and $1B+.

o My part: $175M; 2000 people world-wide.

• 1996-2010: PROVE/HONE (It really works!)

o Top roles with public, private, VC-backed, and PE-owned ventures.

o 1B+ in realized value/impact.

• 2010-Present: TEACH/COACH (It works for others)

o Board member, adviser, coach, adjunct.

o Packaged and distribute what is new.

o Developed and teach graduate/executive course; wrote Manage to Lead.

44

The Seven Truths

• Management and leadership work together.

• The truths are simple … disarmingly simple.

• They facilitate change on any level of system.

• Each truth drives actions along a maturity continuum.

• Not stages or steps … all are true all the time.

5

Final Certificate Awarded

GO

GUIDEOptional CoachingGO

GET READY

Participant Case and Pre-Work

Session 1 Sessions 2-4 Session 5 Session 6

Session 7 Session 8 Session 9

Executive Session

Email and phone support throughout

Optional Ongoing Coaching

…

WWW - HOW - HOW WELL

CompetenceCompletion

Distinction

Optional Advanced

Preparation Coaching

Brief

Strategic Leadership: Manage to Lead using the Seven

Truths Immersion Program Road Map

Twenty virtual, instructor-led, participative classroom hours delivered:Ten, two-hour, weekly sessions.With optional personal 1-to-1 coaching in advance, between, and post program.

6

Today we will use four (of 50+) tools to describe an

organization, its case for change, and its path to change.

15-Minutes 15-Minutes

15-Minutes

7

Get Clear

Know whose problem

you solve, how, and how

well.

Truth. An organization exists

to solve a problem for people.

Action.

8

WH

OM

ark

et

Solution

WHAT

Always ask: WHAT solution do we

provide for WHO, and WHY do they buy it?

9

Natural personal

hygiene products

Global consumers committed

to a more sustainable world

To get quality products that fit lifestyle

and values at a fair price

provides…

WHAT

for…

WHO

WHY

Example WWW

10

What AMC provides, for WHO, and WHY.

Residential Remodeling Services to homeowners living in San Francisco.

We have revisited the industry standard way of signing up clients with a

heavy focus on pre-construction services. We create a team pre-project

(homeowners, designers and builders), so we can meet the clients needs

while staying within budget and time constraints along with giving insight of

potential problems / cost-overruns etc that we foresee.

AMC provides…

WHAT

Typically we work with either new or existing homeowners who want to do a

complete makeover of part or all of their house. Mainly our projects are

based in San Francisco in the Marina and Mission districts .

Quite often our clients have undertaken a remodel project in the past and

they understand that during the project their overall experience is heavily

determined by the contractor they hire. Our clients are pretty affluent,

many owning multiple homes.

for…

WHO

We believe the standard process of getting to a signed construction

contract is tired and heavily flawed for all parties; the contractor, the

homeowner along with the design team. The "price" factor on the design

side results in non complete plans, the complexity and uniqueness of

residential remodels demands many labor for estimating and analyzing

plans which is expected to be free in the bidding stage which in turn results

in the homeowner being presented with a proposal that doesn't accurately

reflect the final project costs.

WHYthey pay for it.

11

What AMC provides, for WHO, and WHY.

Residential Remodeling Services to homeowners living in San Francisco.

We have revisited the industry standard way of signing up clients with a

heavy focus on pre-construction services. We create a team pre-project

(homeowners, designers and builders), so we can meet the clients needs

while staying within budget and time constraints along with giving insight of

potential problems / cost-overruns etc that we foresee.

AMC provides…

WHAT

Typically we work with either new or existing homeowners who want to do a

complete makeover of part or all of their house. Mainly our projects are

based in San Francisco in the Marina and Mission districts .

Quite often our clients have undertaken a remodel project in the past and

they understand that during the project their overall experience is heavily

determined by the contractor they hire. Our clients are pretty affluent,

many owning multiple homes.

for…

WHO

We believe the standard process of getting to a signed construction

contract is tired and heavily flawed for all parties; the contractor, the

homeowner along with the design team. The "price" factor on the design

side results in non complete plans, the complexity and uniqueness of

residential remodels demands many labor for estimating and analyzing

plans which is expected to be free in the bidding stage which in turn results

in the homeowner being presented with a proposal that doesn't accurately

reflect the final project costs.

WHYthey pay for it.

Answers WHO

Answers HOW and, to some extent, WHY Answers WHAT

Why does it work? Incorporate

into WHAT and/or WHY. Also

spills over into HOW.

Answers WHY

Answers WHO

Here we don’t care what you believe we want to know what the customer believes…specifically WHY they buy

12

WWW Tips

• Alignment follows clarity reached jointly (vs. assumed/mandated/ignored).

o Strive for clarity and agreement over perfection; it is more important to agree

on the same WWW than to get it perfect.

o What’s right is what a team decides.

o A good, better, and best WWW evolves with iteration, reflection, and use.

• Words matter

o Use present tense.

o Use common one-syllable words and simple phrases that everyone will

understand.

o Be specific…more specific than you are generally comfortable being.

o Think in terms of the ideal customer.

o Say what you say only once and in the section in which it best fits.

o Stick to facts…not beliefs. Everything in the WWW is subject to proof.

13

WWW Exercise

• Presenterso Work at your table to draft a WWW for one organization.

o Walk-through your WWW with those at another table.

o Solicit and draw out questions and suggestions for improvement.

o Revise your WWW based on what you learned from presenting it.

• Listenerso Draw out presenters; seek to understand.

o Develop a Point of View.

o Lean-in to share what occurs to you; e.g., note what:✓ Is positive.

✓ Is interesting.

✓ Needs improvement.

14

WWW Exercise

(continued)

• What do you notice?

• How did it feel?

• What did you learn?

• What would you do differently?

• What will you do next?

15

Conclusions

• PREPARING A WWW IS HARDER THAN IT FIRST SEEMS.

• IT’S STRAIGHTFORWARD FOR A TEAM TO UPGRADE ITS

WWW … BUT IT TAKES EFFORT.

• IT IS WORTH IT FOR A TEAM TO WORK ON THEIR WWW.

• ALIGNMENT FOLLOWS CLARITY REACHED JOINTLY .

16

Get Aligned

Decide what kind of

leader to be and collect

followers.

Truth. It takes a team.

Action.

17

Alignment Exercise

• Draw a stick figure of “a leader in action”.

• Work with those at your table to:

o Each share her/his drawing.

o Scribe what is the same and what is different across

drawings.

o Compose a consolidated figure to share with the full

session.

18

Alignment Exercise

(continued)

• What did you notice about how those at your

table worked?

• Did a leader emerge?

• Are you happy with your role?

19

The Leader’s Job

Set Direction

3

Align Resources Motivate Action

20

The Leader’s Job

3

In other words,

a leader…

• develops

• holds

• nurtures

• communicates and

• drives to achieve

…a vision.

21

Decide what kind of leader to be.

SERGEANT: follow me

LEAGUE: team of leaders

ICON: team carries leader

HERO: leader carries team

HERDER: get along

TEACHER: come along

22

Leader Decisions

• How will you decide the kind of leader to be?

• Can/will you decide what kind of leader to be?

23

Conclusions

• DECIDE HOW TO BE AS A LEADER BASED ON:

o MISSION.

o RESOURCES.

o PREFERENCES.

• COLLECT FOLLOWERS.

• CONSISTENCY AND PREDICTABILITY ADD TO

THE ODDS OF SUCCESS.

24

Plan Change

Truth. Context matters.

Decide what must

change, why, and how.

Action.

25

Energy wanes

after celebration

of good work.

Arc of a Typical Annual Strategy Offsite

Discuss, Dialogue, Create,

Debate, Decide

Offsite

(Process)

.___

.___

Strategic

Initiatives

List

(Output)

Energy Level

Collect

Data

Organize/

Assess

Pre-Offsite

(Input)

Meeting Flow

Activity

26

Executive off-sites often end with a

list of initiatives.

27

Arc of a Typical Annual Strategy Offsite

What goes awry:• A well earned break turns into a significant gap.

• See Leading Change by Kotter; e.g., “No one gets assigned and authorized to lead or work on initiatives.”

• Supporting logic and rationale evaporate.

• Key concerns and ideas forgotten.

• Other ideas and the press-of-the day-to-day highjack attention.

Offsite

.___

.___

.___

.___

Actual

Implementation

Flat-lined Same meeting

next year!

Imagined

Offsite

Thriving

Benefits

realized.

Implementation

28

A better approach is to nail the context and

launch the initiative while still at the offsite.

Use the Initiative-to-Action template to launch the initiative and seed

expectations and governance before the offsite ends:• Assign executive sponsor.

• Recapitulate best thinking, identify resources, driving factors, key concerns.

Use the Change Framework to tell the whole story for each initiative:

29

Integrate Setting Strategy and

Launching Implementation.

Discuss,

Dialogue, Create,

Debate, Decide

Traditional Offsite

(Process)

Collect/

Organize/

Assess

Pre-Offsite

(Input)

Assign, Drive, Govern, Monitor, and Communicate

(Implementation)

Energy Level

Meeting Flow

Activity

Initiative-to-Action

(Process)

Energy just

beginning to

ramp up!

Exec

Committee

Meeting

Initiative-1 Workstream

Initiative-2 Workstream

Initiative-3 Workstream

Initiative-n Workstream

Initiatives

30

Conclusions

• Assign sponsor to:

• Codify context.

• Make assignments.

• Capture concerns.

• Report on progress.

• The leader makes it happen (or not).

• Facilitator helps a lot!

31

Four Learning Objectives cut across all ten sessions of

the Strategic Leadership Immersion Program.

1. Iteration…The agile path to perfection.

2. Lean-in…Give advice better when good at getting advice.

3. Alignment…All saying the same thing is more important

than the best thing.

4. Self-Management…Be the leader you want and need to

be.

32

Next Steps

• Visit intelliven.com: use the tools and related content at no charge. First call

for help, up to an hour, is totally free.

• Subscribe: to receive monthly blog posts on lessons, methods, and principles.

• Register at Intelliven-U: to check out curriculum.

• Apply to enroll: If interested in this summer’s immersion program where your

case is the course.

Thank you.

Subscribe www.intelliven.com

Follow @intelliven

34

Bonus Material

•

35

Do & Review

Take action.

Review what happens.

Truth. It pays to pay attention.

Action.

36

Annual

Cycle

Goal Achieved?

To do differently

going forward

Determine significance

and impact

NOW

WHAT?

SO

WHAT?WHY? WHAT?

Determine why actual

differs from projection

Determine

what occurred

Monthly

Cycle

Are

results as

expected?

Exception

Process

Are

observations

correct?

No

Yes

Quarterly

CycleVerify goal

is still right

What’s

next?

Start

Set goal for

measures

Set what

to track

Defi

ne

Su

ccess

Stu

dy l

ike o

rgs

Do & Review Cycle

37

Get Help

Truth. No leader succeeds alone.

Build a board. Retain

experts. Get a coach.

Action.

38

Support Structure for Success

Boss

Leader

Workers

Subject Matter Experts

Accountability Board

Executive Coach

Inside the organization

Outside the organization

Peer Group

Core Leadership Group

Leadership Community

39

Grow

Grow to increase value,

impact, and opportunity.

Truth. Growth is good.

Action.

40

STAGE Concept Startup Credible Sustainable

Decline

Kn

ow

Thin

k

Act

*From: “The Conduct of Due Diligence on Leader Talent”. OD

Practitioner, vol. 32/#2, 2000, by Vicino & Green, pgs. 33-39.

Mature

24,000 thousand data points collected over decades

reveal ideal mix of leadership skills by stage of maturity*

41

Focus

Truth. It’s OK to do what you

like and are good at.

Act intentionally,

persist variously.

Action.

42

To increase happiness and performance, learn what

people like and what they are good at, and help them get

aligned with what they want.

Good

At

Like Want

Good

At

Like Want Value

The leader’s job is to ask people to do

what they like and what they are good at

and also to show them that what they are

good at and like are indeed valued so that

they will WANT to do it.

Value

Many people want to do something other

than what they like and what they are

good at because they believe others

think that something else is more valued.