Developing a Culture of Strategic Thinking Henry DeLozier – Principal, Global Golf Advisors 29 April 2014 National Club Conference – San Francisco, CA

But… What? Why? How? A plan is not enough, a plan needs to be based on strategy.

The art of generalship, of devising and carrying out a military campaign.

“The general who wins the battle,” Tzu said, “makes many calculations in his temple before the battle is fought. The general who loses makes but few calculations beforehand.”

 Igor Ansoff  ‘The Father of Strategic Management’  What is strategy and strategic thinking really?

 Key Difference:  Strategic Planning  Strategic Thinking  Strategic Planning:  The process of defining long- term goals and identifying the resources needed to achieve those goals.

 Thinking precedes planning.  Strategic planning is an event.  Strategic thinking is a habit.  Great leaders ingrain strategic thinking into overall operation.

 The Union Pacific Railroad  Lincoln, Crocker, Huntington, Hopkins, Stanford

 Strategic thinking is thinking about thinking.  Converting old information into new information and fitting it into a new situation.  An organization thinks strategically when it seeks:  A better position among competition for future success.  Understanding of past and present in order to project the future.

Management Research Group Robert Kabacoff Out of a group of 10,000 senior executives, 97% identified strategic thinking as the most crucial leadership skill for organizational success 97% out of 10,000 10x more important to the perception of effectiveness than any other behavior. Twice as important as communication 50x more important than tactical behaviors Strategic Approach Strategic thinking is the bedrock of strategic culture. Strategic thinkers are consistently found to be the most effective leaders in any business or organization.

Tactics  Easier to understand than strategy.  ‘Tactics’ = ‘Execution’  Execution: The Discipline of Getting Things Done  Ram Charan & Larry Bossidy Strategy  Strategy is hard.  Strategy is often neglected due to immediate threats and necessities.  The catch is there are always immediate threats.  Analogy:  Avoiding potholes vs. driving off a cliff

“ Be strategic.” What does that really mean? How do you shift your leadership style such that it develops a strategic culture?

 Broad, long-range approach to problem solving & decision-making.  Think in multiple time frames.  Determine desired outcome.  Quantify resources.  Project desired solution into setting.  Identify multiple strategic options.

 Use peripheral vision to anticipate.  Eschew conventional wisdom and think critically.  Avoid analysis paralysis.  Develop processes and enforce them.  Seek social alignment rather than consensus.  Welcome honest feedback.  Shift course when necessary.

Augusta National Golf Club

Larry Page, CEO Sergey Brin, Co-Founder

Strategic Thinking Plausibility and practicality not necessarily the primary exercise Importance lies in generating imaginative ideas via creative thinking

Mike Brown – “Chief Catalyst”, Brainzooming Group – identifies five common characteristics of strategic thinkers.

 Open to perspectives from multiple sources  Adept at incorporating both logic and emotion  Comfortable thinking beyond today’s reality  Comfortable with being a little uncomfortable  Question yesterday, today, tomorrow

Peter Drucker, Management Consultant & Author

Both strategy and culture are a leader’s job today. Encourage strategic thinking such that it becomes cultural.

 Set aside time to think strategically  Provide information  “Putting up your periscope”  Encourage cross-function sharing  Pair a non-strategic thinker with a mentor  Communicate the club’s mission and goals  Reward strategic thinking

… is not the destination you seek. … is what enables the culture that enriches every aspect of your club and its membership. Thinking strategically might even cause you to consider the phrase “Just do it.” in a whole new light.