Strategic Executive Leadership: Discover Essential Leadership Skills That Change the Game
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Learning Objective: Learn techniques and approaches to increase team and individual performance by implementing strategic leadership skills. Ever wonder what separates “good” from “great?” The most effective leaders think ahead, keep the big picture in mind, and plan to get results. Key leaders will share their winning strategic moves and skills you can use to thrive as a leader and move to the next level. So, the question is, of all the leadership advice, what actually works? What are the top key strategies that we need to embrace to make the difference in the way we manage ourselves, people, and competing values? The key to success is planning a strategy and using the science of leadership to give you an edge. At the end of this seminar, participants will be able to: a. Understand the top five strategies used to get results. b. Review key leadership knowledge and techniques that have transformed industries. c. Identify personal leadership strategies.
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Strategic Executive Leadership: Discover Essential Leadership Skills That Change the Game
- 1. STRATEGIC EXECUTIVE LEADERSHIP: Discover Essential Leadership Skills That Change the Game
- 2. Operational vs Strategic Leadership • Create/Align strategy/vision • Seek out “healthy” disruption for the organization • Infuse industry-changing systems • Anticipate solutions to future problems • Live in the “next” • Execute strategy/vision • Provide stability to the organization • Devise systems to make things run smoothly • Create solutions to old problems • Live in the “now” Which one are you?
- 3. 5 Personal Strategies of Executive Leaders: • The Ability to Balance Vision and Execution • Insatiable Learner • Collaborative Mindset • Transparent and Data-Driven Decision Maker • Challenge the Status Quo
- 4. Panel Discussion: “Strategies That Get Results”
- 5. Key Strategic Executive Leadership Knowledge: Know who matters: • Who are the key stakeholders? What data do they have (opinions, needs, experiences, perspectives, etc.) that are relevant to the challenge and to my response? • Who else needs to be on board to make this successful? • Who might I solicit to help me champion my efforts?
- 6. Key Strategic Executive Leadership Knowledge: Know how to get it done: • How will this solution or approach help (or hinder) the achievement of my goals and objectives? • How can I reframe the challenge and see it from different angles? • In what ways do my own experiences and biases limit my view of the situation?
- 7. Key Strategic Executive Leadership Knowledge: Know what else to consider: • What external or industry data are important for my analysis of and response to the challenge? • What single factor, if acted on, would create the greatest leverage on the result? • What political realities might affect my success in this challenge?
- 8. Panel Discussion: “Leadership Knowledge That Transforms Industries”
- 9. Power of Executive Presence – Verbal: • Respond, don’t react • Get to the point • Use your voice to take up space • Don’t discount yourself with apologies or disclaimers • Don’t uptalk
- 10. Power of Executive Presence – Non-verbal: • Become aware of and learn to control nervous fidgeting and playing with pens, clothing, or jewelry • Monitor involuntary expressions, such as frowning or rolling eyes • Avoid nodding or smiling automatically as you listen; Reserve your expression until you’ve judged the speaker’s content • Develop impeccable posture, and walk purposefully at all times
- 11. Panel Discussion: “Personal Leadership Strategies That Change the Game”
- 12. Executive Book List: For Women: • Talking From 9-5 (Women and Men at Work)—Deborah Tannen • Nice Girls Don’t Get the Corner Office—Lois Frankel • Lean In—Sheryl Sandberg For Introverts: • Self-Promotion for Introverts—Nancy Ancowitz • Quiet—Susan Cain For Everyone: • The Power of Communication—Helio Fred Garcia • What Got You Here Won’t Get You There—Marshall Goldsmith • Presence: Bringing Your Boldest Self to Your Biggest Challenges— Amy Cuddy
- 13. Contact Information: Moderator: Bernice Billups Bernice.l.Billups@boeing.com Presenter: Keisha Pexton Keisha.Joseph@hii-nns.com Panelist: Cheryl Partee Cheryl.l.Partee@usace.army.mil Tanya Axenson Taxenson@Aerotek.com
- 14. References: 4 Characteristics of Phenomenal Strategic Leaders - https://www.achieveit.com/resources/blog/4- characteristics-phenomenal-strategic-leaders What Senior Leaders Do: The Nine Roles of Strategic Leadership - http://www.ddiworld.com/DDI/media/- white-papers/WhatSeniorLeadersDoTheNineRoles_wp_ddi.pdf The operational leader often influences success of others - https://www.bizjournals.com/houston/- stories/2004/02/16/smallb3.html Strategic Leadership: The Essential Skills - https://hbr.org/2013/01/strategic-leadership-the-esssential- skills The Three Strengths Of A True Strategic Leader - https://www.forbes.com/2010/10/27/three-strengths- strategy-leadership-managing-ccl.html#3006e4205280 Executive Presence for Women: 5 Tips to Communicate with Power - https://www.youtube.com/- watch?v=4lewxtcH8xM
Notes de l'éditeur
- Statistics show that fewer than 10% of leaders exhibit strategic skills 50% of women hold entry level positions but only a third move into VP level positions.
- Strategic Leadership - Effective strategic leaders understand the value of using data during the process of decision-making and while developing both organizational and departmental strategies. Strategic leaders use data to support their decisions while maintaining a company culture that values transparency and data-driven objectives. Operational Leadership – An operational leader is someone who sees how the individual elements of an organization fit together and work to create the larger outcome. When they think about issues, their focus is on what systems and processes are needed or will be impacted. These leaders serve a key role in ensuring that things get done in an effective and efficient manner. Just because leaders have been highly successful in operational/functional roles doesn’t ensure their success as senior strategic leaders. Operational leaders are usually not the "out-front" person, They provide stability to the organization. They devise systems to make things run smoothly. They serve as a hub through which activity is coordinated. They create new solutions to old problems. They live in the “now”
- Effective strategic leaders possess a strong ability to conceptualize far-reaching objectives, while still being able to take the necessary actions to execute on both long and short-term goals. Strategic leaders must be able to turn their visions into actions, even when they aren’t on the ground floor making those visions a reality. Effective strategic leaders exhibit a strong sense of curiosity, an insatiable thirst to learn more about their industry, their competitive landscape and their own business operations. This curiosity enhances their ability to anticipate trends, shifts and disruptions, because they’re so plugged in to the subtle shifts in the market. This means effective strategic leaders constantly ask questions and try to understand the ‘why’ behind any changes that occur—whether that be internal or external. Shifts and trends tend to unfold over time, so those who are constantly learning about their environment, competitors and potential challenges can be proactive in handling the changes. Strategic leaders are the focal point for organizational learning. They promote a culture of inquiry, and they search for the lessons in both successful and unsuccessful outcomes. They study failures—their own and their teams’—in an open, constructive way to find the hidden lessons. By incorporating multiple perspectives in unique ways, strategic leaders help foster a business culture that values the free flow of information and, in turn, is better able to adapt to change. Effective strategic leaders understand the value of using data during the process of decision-making Strategic thinkers question the status quo. They challenge their own and others’ assumptions and encourage divergent points of view. Only after careful reflection and examination of a problem through many lenses do they take decisive action.
- Whatever industry one serves, all executives are in the business of marketing themselves—or they should be. Respond, don’t react: Power of a pause - A small break, a small breath before you communicate goes a long way. Don’t always speak first, don’t always speak last, but always speak! Listen to meeting dialogue and ask yourself what is not being said or considered? Get to the point: So I don't really know.“, "Guess what I'm trying to say is." The biggest issue I see in communication for men and women is people take too long to get to their point. But, when women do this, they get interrupted. So, if you want to decrease the amount that you are getting interrupted, be concise. Two frameworks to help you do this. The first is called PRE – Point, reason, example What, So what, now what – What, why, how Take up space. Unfortunately, women are told their whole lives to make themselves smaller. We sit with our legs across. Stand with your legs shoulder width apart. Move around the room. Have open gestures. Also, think about talking up space with your voice. One thing you can do is to stand up when you present. You are going to be above everyone and you're going to command more attention that way. Don't discount yourself with apologies or disclaimers. "I don't really like presenting.“, "Let me run through this quickly before I bore you.” "Sorry.“, "Sorry, I have something to say.“ Instead, say, "I have something to add.“ Ask peer females to hold you accountable Uptalk is when you finish a sentence as if it's a question--with a rising intonation. Instead of, finish a sentence with a lowering intonation. Think about emphasizing words within the sentence, instead of at the end.
- Remember that you are visible even when silent, and nonverbal habits speak volumes.