1. Brandman University Leadership Now Series 1 Strategic Leadership Innovations

2. Introductions  What challenges is your organization facing?  Why are they facing these challenges?  If these challenges were overcome, what effect would it have on the organization?  Does the organization treat everyone as leaders, or, is it rife with command and control tendencies, using ‘managers’ as a basis to carry out top-down objectives?  What sort of alignment and connection do you personally have with your organization?  Is your organization evolving to become both transparent and inclusive?  Does your organization include you in the process of drafting objectives, surfacing ideas, and generally feeling a part of the mission?  Are you engaged? (i.e.. does your organization care to ask you for your opinion before executing on objectives?)  Do your senior leaders walk the talk of open, collaborative leadership? Do they even use Enterprise 2.0 technologies to bridge the connection gap? 2 Strategic Leadership Innovations ©

3. Model I vs. Model II Given the nature and constancy of change and the transnational challenges facing American business leadership, the key to making the right choices will come from understanding and embodying the leadership qualities necessary to succeed in the volatile and mercurial global economy. To survive in the 21 st century, we’re going to need a new generation of leaders – leaders, not managers (Bennis, 1993). Strategic Leadership Innovations © 3

4.  THEORY X & THEORY Y McGregor (1960) expanded on Maslow’s theory saying managers’ assumptions about people tend to be self-fulfilling prophecies; most managers use “Theory X” assumptions, believing subordinates are passive and lazy, having little ambition, preferring to be led, and resist change. Built on either “hard” or “soft” version—hard emphasizes coercion, tight controls, threats, and punishments- generates low productivity over time, as well as antagonism, etc. Soft versions of Theory X try to avoid conflict and keep everyone happy; usually results in superficial harmony with apathy and indifference. “The essential task of management is to arrange conditions so that people can achieve their own goals best by directing efforts toward organizational rewards” (McGregor, 1960, p. 61) Strategic Leadership Innovations 4

5. Deliverables  Develop a customized environmental scan to meet your specific needs.  How to frame the data from your scan.  How to “funnel” your data through transparency and targeted feedback.  How to use the results with your organization to effectively problem solve and build capacity. 5 Strategic Leadership Innovations ©

6. Defining the Current Reality -+++--+- 6 Strategic Leadership Innovations ©

7. Framing the “Right” ?’s  What is it that we want to preserve about our organization?  What is it that we would like to see changed?  If you were me, what would your three priorities be? 7 Strategic Leadership Innovations ©

8. Environmental Scan  Communication Systems  Structures and Roles  Decision Making  Vision and Mission 8 Strategic Leadership Innovations ©

9. Framing Results 9 Strategic Leadership Innovations ©

10. Delphi Method  Environmental Scan (August)  Results Sent Out (September)  Results Debrief Meeting  Mine for Conflict  Agreement on Actual Issues  Feedback to Stakeholders  Needs Assessment (October)  Results Debrief (Thematically by Group)  Why do these issues exit?  Feedback to Stakeholders  Solution Assessment (November)  Results Debrief Meeting  Top Themes in Each Area  Feedback to Stakeholders 10 Strategic Leadership Innovations ©

11. Meeting Design & Conflict Strategic Leadership Innovations 11

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13. Synergy Fractionation Reactive Disagreements Square 1 Coping with Newness OrientationOrganizationOpen Data Flow Problem Solving Dependency Conflict Cohesion Interdependence Sharing Dialogue\Trust Collaboration Shared Decisions Camaraderie Task Relationship (Group Development Matrix Jones & Bearley, 1986, 1999) Copyright  1986, 2000 J. E. Jones and, W. L. Bearley Inefficiency: Search for Procedures Telling Asking One –way Communication Expert /Leader Centered Decision Making Issue - Oriented Polarization Encounter Task- Oriented Confrontation Resistance Leadership - Struggle Disagreement Ownership Safety Harmony Cooperation Tight Knit We-ness Supportive Good Communication Flexibility Negotiation Flying Circus Free Expression of Feelings

14. Post Environmental Scan  Post Assessment (April)  Quantify Results  Results = Stakeholders  Gains/Losses  Areas of Concern  Alignment to Strategic Plan for following year 14 Strategic Leadership Innovations ©