Leading with Strategy
Presented by
Steven D. Wingert, CLM
LI15
4/3/2017
4:00 PM - 5:15 PM
The handouts and presentations attached are copyright and trademark
protected and provided for individual use only.
Leading with
Strategy
CM10
Steven Wingert
April 3, 2017
2017 Annual Conference
Strategic Planning
Approaches
1. Those who develop thoughtful, focused
goals and execute and measure results;
2. Those who develop a plan because they
think they should, yet fail to execute the
plan in a systematic way with desired
results; and
3. Those who simply hope for the best.
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Objectives
• Identify components of strategic leadership
and planning.
• Define the components of a strategic plan
and the relevance of each.
• Formulate the role leaders' play in the
strategic thinking and management process,
and characteristics key to their success.
• Discuss the role change management plays
in execution of a strategic plan.
• Examine steps for accountability and success
of the plan.
Strategic Leadership
• A multifaceted focus:
– Establish and communicate a compelling
mission (the “what”) and vision (the “where”)
– Formulate with colleagues and allies to
formulate the path (the “how”)
• Understands context, focus, activity and role
adaptation
• Strategic Thinking
• Strategy Formation
• Strategy Execution - Strategic Change
• Accountability
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Emotional Intelligence
“The capacity to be aware of, control, and
express one’s emotions, and to handle
interpersonal relationships judiciously and
empathetically.”
Leadership
• Leadership is about:
• Culture
– Self-Awareness
– Environment
– Ethics
– Values
– Communications/
– Norms
Public Relations
– Behaviors
– Policy Development
– Strategic Planning
Organizational behavior
and Management
is driven by leadership
– Change Management and culture.
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Strategic Leaders
Traits
•
•
•
•
•
•
•
•
•
•
Disciplined
Courageous
Open-minded
Endurance
Inspiring
Accountable
Insightful
Coach
Collaborative
Perspective
Strategic and Engaged
Leadership
Establishes
Direction
•
•
•
Clear vision
Clarify big picture
Set strategies
Aligns
People
•
•
•
Communicate
goals
Seek
commitment
Build teams and
coalitions
Motivates &
Inspires
•
•
•
Energize
Empower
Subordinates
Satisfy unmet
needs
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Strategy
Strategic Thinking
Strategic Management
Strategic Thinking
• PERCEIVING: What seems to be happening?
– Acquiring insights
– Developing foresight
• UNDERSTANDING: What possibilities do we face?
– Identifying strategic levers for competitive advantage
– Matching levers with capabilities
• REASONING: What are we going to do about it?
– Choosing a core strategy
– Making the strategy work
Wells, 2011
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Strategic Management
Strategic Management:
• Strategy Formation (Strategic Planning):
– Strategic intent, including mission, vision and goals.
– Solving problems in a way that adds value.
• Strategy Execution:
– Application of actions, controls, incentives,
communications.
– Delivering on the proposed solution.
Good Strategy Involves:
– Diagnosis of the problem.
– Guiding policy to help set direction in solving the
problem.
– Set of cohesive actions that carry out the guiding
policy.
Strategy Structure
Vision
Mission
Values
Goals
Tactics
Change Process
Accountability
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SWOT ANALYSIS Primary factors
S
Strengths
W
•Advantages
•Experience, knowledge
•Unique caracteristics
•Resources
•Geographical advantage, location
•Competence, capabilities
•Quality, reputation
O
Opportunities
•Strategic alliances, partnerships
•Practice area development
•Industries
•Innovation
Weaknesses
•Disadvantages
•Gap in experience, knowledge
•Financial aspects
•Reliability and trust
•Loss of key attorneys or staff
•Geographical factors
T
Threats
•Loss af alliances and partners
•Price
•Strong competition
•Competitors new practice areas and
innovation
•Loss of key personnel
Strategy Formation
• So, based on our strategic thinking, what
might be some strategies?
Strategy Implementation
• How might we execute these (application,
controls, incentives, communications)?
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(How will you gain
insight?)
Planned
Strategy
Formation
Emergent
Strategic Leadership
Visionary Type
Incubating
Type
Directive Type
Collaborative
Type
Directive
Participative
Strategy Execution
(How do you drive change?)
Olson & Simerson, 2015
Leaders and Strategy
• So, what do leaders do to facilitate
strategic thinking and strategy formulation?
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Values
Motivations
Behaviors
Strategic Leadership
Strategy is about:
• Making choices
• Increasing the odds of success
• Success requires rigor and creativity
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Strategic Change
Management
Psychology
Strategic Change
Management
•
•
•
•
is paradoxical
is non-linear
is messy
can be driven by:
Economics
Social Issues
• has psychological components
• requires connecting vision/mission to
behaviors and outcomes (values, culture,
organizational behavior)
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Strategic Change
Management
Principles
• External environment
• Expressing the need
• Consequences
• Resistance
• Change leader role (transparent, nondefensive, persistent yet patient)
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Strategic Accountability
• Is key to performance
– Who will do what when?
– Who monitors?
• Accepting responsibility
– Clear delineation of task
– Answering for one’s conduct (mistakes,
performance)
• Remove judgement
– Focus on solutions to move forward
– Focus on what needs to get done, not blame
Strategic Leadership
Strategy:
• Is about making choices
• Should increase the odds of success
• Requires leadership, rigor and creativity for
success
• Is about change
• Requires accountability
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Thank You!
Remember to complete your evaluation!
Steve Wingert
Director of Administration
Thompson Coburn LLP
[email protected]
314-552-6123
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