Unit-IV; Professional Sales Representative (PSR).pptx
RMI's Business Case For Leadership
1. The Business Case for Leadership Linking Strategy to Execution Rick Kneeshaw Principal #403-990-6797 (Voice) Rick@RMInnovations.ca (Email) www.RMInnovations.ca (Web)
2. Let’s be Clear … Leadership is not a title … It is an activity.
3. So … Q:// “What do you call a leader with no followers”? A:// “Somebody out for a walk”.
4. Remind me again ….. ? (Why focusing on my leadership is important) In his book, Dying for Change, Leith Anderson recounts an important incident in the American Revolutionary War … that applies to our leadership today. It is 1777: The Battle of Saratoga … and believed by strategists to be the turning point of the war. Anderson writes: ……
5. The Role of (Casting)Vision In his book A Work of Heart … author Reggie McNeal writes: … “The great debilitator for Leadership (public and private sector) is not moral failure ~ but compass failure”. Vision Casting (where are we going) vs Mission Building (howwill we get there).
6. A Vision is Born / Birthed Visions are born in the soul of a man or a woman who is consumed with the tension between what isand what could be. Visions form in the hearts of those who are dissatisfied with the status quo.
7. The Vision of an organization / organism … acts as its magnetic north.
8. Values … are how we will get there. … those long lasting beliefs about what is worthwhile and desirable. They are personal judgements about what is right, wrong, good vs bad.
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10. Strategic Business Planning Addresses Three Key Organizational Questions … Where Are We ? Where Are We Going, and How Will We Get There? Intentionally
14. The Mechanics of How … ‘Linking Vision to Mission ’ (Mission) How will we get There? (Vision) Where are we Going? Core Values & SWOT Rewards & Recognition Organizational Structure Annualized Deployment Strategy Performance Management Capability Requirements Skills Deployment Skills Management
16. Mike Davidsonin his book The Grand Strategist MacMillan Books: ISBN 0-333-63651-1 Don't miss this ... A Grade B Plan with Grade A Executionalways beats a Grade A Plan with Grade B Execution. And … Without a clear, quantified and focused description of how people, time and money are to be used you don’t have a strategy, just an intent.
17. WhatisChanging? Technological Revolution Deregulation ONLY THE FITTEST WILL SURVIVE More Knowledgeable Customers Bigger = Better Declining Profit Margins Increased (Global) Competition How do we respond ?
18. The Life Cycle of an Organism prime ADULTHOOD MATURITY ADOLESCENCE EMPTYNEST RETIREMENT CHILDHOOD aging growth OLD AGE INFANCY BIRTH DEATH
19. The Life Cycle of a Business / Organism redevelopment 5-7 YEAR CYCLE prime ADULTHOOD MATURITY 20 YEARS NO RETURN EMPTY NEST ADOLESCENCE RETIREMENT CHILDHOOD OLD AGE INFANCY DEATH BIRTH growth aging
20. MAP OVERVIEW MAP OVERVIEW State Your Purpose Define (or affirm) the Vision The organizationsmagnetic north! What’s the main thing you’re about? Structure Your Plans Select Your Priorities Where will you direct your efforts? How will you achieve your priorities? ANNUALLY
25. The act of ‘planning’ is more important than the plan.
26. Annualize the process; ~ To refresh it ~ Renew commitment ~ Define resources (people, time & money) ~ Align operations, with objectives & resources ~ That is what we measure, manage & communicate~ That is what we recognize and reward.
27. It is in the definition of the resources that I become a broker to ‘desired state’. In brokering (resource) solutions, we bridge gaps in the migration plan … (I cease selling) I become part of a solution. Being intentional, in realizing objectives as a result of good management, not good fortune.
