Building Leadership Skills: Strategic Thinking An Infopeople Workshop George Needham and Joan Frye Williams, Instructors Spring 2009.

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Presentation transcript:

Building Leadership Skills: Strategic Thinking An Infopeople Workshop George Needham and Joan Frye Williams, Instructors Spring 2009

Today’s agenda Leadership and strategic thinking The long view The FAST approach to strategic thinking Moving ahead

1. Know what difference you want to make 2. Choose your actions accordingly

What’s their strategy? vs.

Why think strategically? Save time and effort Make the most of limited resources Attract funding Get people on board Enhance chances of success Increase job satisfaction

Why think strategically? Save time and effort Make the most of limited resources Attract funding Get people on board Enhance chances of success Increase job satisfaction Try to take over the world!

What difference do you want to make? Your community Your library Your team/work group Personally/professionally

The long view Target, not detailed steps Principles, not techniques Strengths, not weaknesses Keep it simple

“Vision” implies that other people can PICTURE what you’re talking about.

Leveraging your assets Starts with appreciation Vision-led, not problem-driven Concentrates on abundant resources

Strategic positioning: Five approaches that work

From exception to mainstream

Bottom line Less gate-keeping, more convenience

From altruism to return on investment

Bottom line Less perfectionism, more efficiency

From a focus on the past to a focus on the future

What kinds of changes do you think will affect your community in the future?

Bottom line Less caution, more flexibility

From frill to necessity

Bottom line Less reticence, more urgency

From information to transformation

Think of a favorite book, movie, play, poem, or piece of music… What is it? Why is it important to you? How has that affected your life?

Bottom line Relationships trump transactions

Think FAST Focus Accelerate Support Tie it all together Adapted from Hagel, John et al,“Shaping Strategy in a World of Constant Disruption,” Harvard Business Review, October 2008.

Focus Use real data/evidence Look for patterns Ask “what if” Estimate likelihood Imagine consequences

Accelerate Identify actions that will move you toward your target most quickly Use resources you already have Decide how you’ll measure progress

Support

Who else wants to see the same kind of difference you do? Community segments and stakeholders Elected officials, power brokers Other providers who share your audience Friends and colleagues

Discovering common ground

Maintaining strategic relationships

Tie it all together Constantly check near term performance against target Adjust as you go along Repeat as necessary

Uncovering strategic opportunities

Evaluating strategic opportunities Will it show? Can it grow? Does it flow?

Evaluate your choices: show

Evaluate your choices: grow

Evaluate your choices: flow

Tell a compelling story Ideas have to fit the audience’s values Person telling the story has to be believable Integrity Commitment

Understand that objections are… Normal, and… Less threatening than risking failure on something new, but… Not insurmountable

Handling objections

Show the passion!

Thank you for participating! Please complete the evaluation.