Strategic Leadership

STRATEGIC LEADERSHIP PRESENTATION

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STRATEGIC LEADERSHIP PART I PRESENTATION

Sequence of Presentation

Introduction Strategic Leadership Strategic Vision Strategic Culture Strategic Leader Competencies Strategic Leadership Tasks The Strategic Leader & the Human Dimension of Combat

STRATEGIC LEADERSHIP INTRODUCTION

STRATEGIC LEADERSHIP PRIMER, 1st Edition

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written/ published 1997 & 1998 ØDr Magee et al Øbasic overview of strategic leadership

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orientation of students of Army War College with background primarily in tactical & operational field environment

STRATEGIC LEADERSHIP INTRODUCTION

STRATEGIC LEADERSHIP PRIMER, 2nd Edition

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COL STEPHEN A SHAMBACK, author

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written/ published 2004

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Significant Change:

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Annex A was change from a list of strategic leader competencies to a lengthy discussion of competencies based primarily on a Strategic Studies Institute Monograph “ Strategic Leadership

STRATEGIC LEADERSHIP INTRODUCTION

STRATEGIC LEADERSHIP PRIMER, 2nd Edition

Ø intended for greater understanding and more in dept study of leadership at the top level--- the context, challenges, characteristics and requirements of strategic leadership.

STRATEGIC LEADERSHIP INTRODUCTION

STRATEGIC LEADERSHIP PRIMER, 2nd Edition An effective strategic leader – GEN. G. C. MARSHALL Ø

persuasion of influential people and organizations, both internal and external to the environment.

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employment of their efforts in behalf of his vision of winning war time strategy.

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mobilization of the army to make the strategy a reality.

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translate uncertain future into a visionary but achievable future through a strategy.

STRATEGIC LEADERSHIP INTRODUCTION

STRATEGIC LEADERSHIP PRIMER, 2nd Edition In effective strategic leadership – GEN. G. C. MARSHALL Strategic leader & staff; Ø

understand the nations strategic vision.

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understand strategy formulation process.

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appreciate the culture & environment they operate.

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competencies they must develop & task they must perform.

q Beyond direct and organizational level is the 3rd level of leadership - the STRATEGIC LEVEL.

STRATEGIC LEADERSHIP INTRODUCTION

It became clear to me that at the age of 58 I would have to learn new tricks that were not taught in the military manuals or on the battle field. In this position I am a political soldier and will have to put my training in rapping out orders and making snap decisions on the back burner, and have to learn the arts of persuasion and guile. I must become an expert in a whole new set of skills.

GEORGE C MARSHALL Chief of Staff, USA End of Introduction

CHAPTER 1 STRATEGY AND STRATEGIC LEADERSHIP

SCOPE OF PRESENTATION STRATEGY STRATEGIC LEADERSHIP EXECUTIVE LEADERSHIP STRATEGIC ART STRATEGY FORMULATION THE SEARCH FOR GRAND STRATEGY EVALUATION AND ANALYSIS CONCLUSION RECOMMENDATIONS REFERENCES

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STRATEGY AND STRATEGIC LEADERSHIP

The Road Ahead: Visioning, Change, and Continuity

Two Important Points: §Does Strategic Leadership require a detailed or perfect road map during periods of historic transformation? §What difficulty is faced in articulating Strategic Vision?

The Road Ahead: Visioning, Change, and Continuity

Good Strategy does not recognize the concept of victory as a conclusion. üThere is no such thing as absolute victory üThe concept of national security strategy üThe implication of the concept of victory as an end state

The Road Ahead: Visioning, Change, and Continuity

üInterest based strategy VS threat based strategy üThe key to the success of a strategy üClauzewitzian Trinity and the challenge of building consensus among the people üAmerican post 9/11 situation and the later stages of the Roman Empire vNext: The Strategic Leadership Environment

The St rate gic Leadership

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CHALLENGES TO LEADERSHIP

VUCA ØInability to know everything about the current

ØExists when a decision maker does not understand situation -significance Capacity for system change. Either §the of atimely given event or System complexity impacts onsituation the capacity

anticipate or adapt to environmental of leaders to formulate & execute effective Ø change to maintain competitive advantage Difficulty of predicting what the effects of a Ø Occurs when leaders have insufficient mental policy proposed change today will be on the future models

- Accurate, § Cause & effect comprehensive, relationships areenvironmental difficult to scan ØAlso Ø Arises because decision-makers not occur when an eventthere can legitimately behave see and assess, when are do many interpreted more than one waykey good “intelligence” gathering operations - Accurate causes, &inwhen many divergent effects articulation of values,exist beliefs &must: assumptions Leaders § Determination of & effect ØStrategic leaders must be willing to take - Creativity to cause formulate new relationships options is uncertainty aboutsituations theable time of difficult; Expect ambiguity in complex in lag their measured and prudent risks; be to assess - Tolerance of risk involved in new course organizations effects in complex systems risk accurately and develop risk management Do a great deal of consensus building strategies

VUCA § Coping with VUCA is the essence of strategic leadership § If the Philippines is to aspire to Southeast Asian leadership, VUCA requires understanding different: - Cultures - Kinds of national objectives, & - Means other nations employ to achieve their objectives § The logic for working effectively with nations in the region must include not only competitive advantage for the Philippines but “value added” for other nations

External Environment Impact

THREATS Increase civil wars, insurgencies, terrorism, drug trafficking & weapons proliferation Ensure organizations are ready to respond to challenges across the range of military operations

External Environment Impact

INTERNATIONAL ALLIANCES Understanding of Political, Economic and Cultural factors that influence decision making Be aware of potential enemies, who share common interest

External Environment Impact

NATIONAL CULTURE Armed Forces cannot survive if they isolate themselves from the society they serve The Armed Forces that reflects the belief and values of the society, will maintain the respect & trust of that society

Environmental Factors

PUBLIC OPINION § Consistently examine their anticipated decisions and action § Media attempts to provide a balance view § Skilled in information operations and strategic communications § Credibility is the leader greatest asset § Greatest aspect is the general confidence of the public

Environmental Factors

FEDERAL BUDGET

§ Strongly influences decision making at the strategic level § Competitions for scarce resources § Interests on the national debt § Advocates for the legitimate requirements of the organizations § Provide assessments of the risks and consequences of various programming and budgeting alternatives § Effective in national system of resources allocation

Environmental Factors

TECHNOLOGICAL FACTORS § Significant effects on the capability of the Army to perform its various missions § Significant advantage in networking, command and control, situational awareness, decisive combat power. § Increased the tempo of operations § Enhanced the ability of the Army to effectively function. § Technology is a two-edged sword

Environmental Factors

FEDERAL GOVERNMENT § Military is subject to civilian government control § Proactively involve with numerous organizations and agencies § Plays a key advisory role in the development in the national security strategy § Develop necessary strategies, plans and policies § Provide counsel to civilian executive authorities § Development of un understanding and an

Environmental Factors

PRIVATE ORGANIZATIONS § NGO, PVO have become key components § Frequently interact with these organizations § Spell the difference in effectively shaping change

THE INTERNAL ENVIRONMENT § Internal environment and the military structure are just complex and demanding as the external environment § Impractical to describe all the organizations § Practical to describe the multitude of interlocking relationships § Effectively institutionalized both in policy and in culture

SUMMARY

§ It is the strategic leaders that transcends the organization § The internal and external environments are Volatile, Uncertain, Complex and Ambiguous. § Consequently, strategic leader must develop the networks necessary to know what is happening within the environment. § Strategic leaders must continuously apply themselves to building consensus among key stakeholders. § To be successful, the strategic leader must remain a perpetual and constantly engage in the process of adapting that environment.

The Str ategic Vis ion

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Sequence §Vision - Definition - Purpose - Characteristics

§Samples

Vision §What it is not? - Not just a dream - No religious connotations - Not wishful fantasy

Nirvana

Vision §What it is? - Realistic, credible, attractive future for [an] organization (Nanus, 1999)

- Provides a sense of ultimate purpose, direction and motivation for all members and activities within an organization (Strategic Leadership primer, 2004) - ..a clear direction ahead (Strategic Leadership primer, 2004) - Consists of a guiding philosophy and a tangible image(Collins and Porras, 1999) -

View of your organization when it is performing at its peak (Prof Lopez’s lecture notes)

Vision §Vision from the standpoint of a follower - A credible future that titillates you.. (Collins and Porras, 1999) - A future-centric picture that aligns with your own personal goals

(Nanus 2002)

- Like a lighthouse that guides you even in the most turbulent weather

Vision §Purpose

(Yukl,2002)

- Provides a sense of continuity for followers ..to a vivid image of a better image of the future - Provides for a better future and the faith that it will be attained some day - The first step in the development of strategies and plans for change.. - ..main tool for leaders use to lead from the front - allows leaders to inspire, attract, align and energize their followers (Strategic Leadership primer, 2004)

(Nanus and Collins et al)

Vision EMER GIN G CO NSEN SUS* ON STRA TEGI C PL ANN ING P ROCE SS FL OW IN PR ACTI CE :

VISION & VALUES ”BUSINESS” MODEL MISSION & KEY RESULT AREAS GOALS ”S.W.O.T.” ANALYSIS STRATEGY CHOICE OBJECTIVES PROGRAMS & PROJECTS OPERATIONAL/ACTION PLANNING * TARGETS * RESPONSIBILITIES & RESOURCES * TIMELINES

* Corporate Planning Society of the Philippines, Inc. Taken from Prof Lopez notes

Vision §Characteristics §Core element is visual image §Idealistic yet realistic §Inspires enthusiasm and encourages commitment §Well articulated and easily understood §Ambitious

Vision §Philippines 2000, Kaya Natin ito!

Photo taken from: http://en.wikepedia.org/wiki/File:Ramos_Pentagon.jpg

Vision §PMA’s vision by 2015, is “to be the country’s premier leadership school producing military professionals of character, dedicated to protect and help build the nation.”

Pictures from: www.PMA.ph

Vision §CGSC vision A world-class institution for academic excellence in higher military

Vision

Taken from the movie : Braveheart , 1995 Warner Brothers accessed via www.youtube.com

References: § Strategic Leadership Primer,2nd ed § Yukl,Gary, Leadership in Organizations (5th ed),Prentice Hall,New Jersey,2002. § Strategic Vision.downloaded from www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html (accessed 12 Sept) § www.youtube.com (accessed 13 Sept 2009) § www.pma.ph (accessed 13 Sept 2009) § www.wikepedia.com (accessed 13 Sept 2009) § Nankervis et al.Strategic Human Resource Management (2nd ed). Prentice Hall, Sydney 2002. § Lecture Notes of Prof Mayo Lopez on Strategic Management to CGSC #53 (14 Sept)

HOW VISION STATEMENTS ARE EXPRESS?

US ARMY VISION STATEMENT COMPLEX VISION CAN BE CAPTURED IN FEW WORDS, SENTENCE OR PARAGRAPH

An Army at War: Relevant and Ready: A Campaign Quality Army with a Joint and Expeditionary Mindset

IT INSPIRES AND GUIDES LARGE ORGANIZATION TOWARDS A GOAL

HOW VISION STATEMENTS ARE EXPRESS?

US ARMY VISION STATEMENT Our Army is serving a nation at war. This war requires that all elements of our national power be applied in a broad, unyielding, and relentless campaign. This campaign will not be short; it will require deep and enduring commitment. Our Army is a proud member of the Joint Force expertly serving our nation and its citizens as we continuously strive toward new goals and improve performance. Our individual and organizational approach to our duties and tasks must reflect the seriousness and sense of urgency characteristic of an Army at war. Our Soldiers and our nation deserve nothing less. This is not business as usual. . . The Army’s Way Ahead. . . Explores how we will obtain a more relevant and ready campaign-quality Army with a Joint and Expeditionary Mindset. My intent is to communicate the Army senior leadership’s view of how the Army will fulfill its mission to provide necessary forces and capabilities to the Combatant Commanders in support of the National Security and Defense Strategies. . . Become familiar with the ideas presented here so that you can contribute to improving our Army. Are you wearing your dog tags?

GEN PETER J SCHOOMAKER US ARMY CHIEF OF STAFF

HOW VISION STATEMENTS ARE EXPRESS?

VISION STATEMENT VISION STATEMENTS ARE FLEXIBLE

ENOUGH TO ACCOMMODATE A RANGE OF PLAUSIBLE FUTURES AND CONTAINS VALUES THAT MAKE IT WORTHY OF THE EFFORT REQUIRED TO ACHIEVE IT

Our policy is directed not against any country or doctrine but against hunger, poverty, desperation, and chaos. Its purpose should be the revival of a working economy of the world so as to permit the emergence of political and social conditions in which free institution exist. GEORGE CATLETT MARSHALL SECRETARY OF STATE

HOW VISION STATEMENTS ARE EXPRESS?

VISIONS STATEMENTS ARE EXPRESS IN BRIEF

- IT CAN CONVEY A CONCEPTUAL IMAGE BROAD AND POWERFUL ENOUGH TO GIVE AUTHORITY AND VALIDITY - EASILY REMEMBERED

Power and Access . . . . From the Sea

VISION STATEMENTS READY FOR IMPLEMENTATION

US NAVY VISION STATEMENT

-DEPICTS THE ORGANIZATIONAL GOALS AND VALUES -CONSISTENT WITH REQUIREMENTS -COMMUNICATES THE LEADER’S INTENT

A Networked, Jointly Integrated, Sea-based Power Projection Force, Assuring Coalition and Joint Force Access and Protecting America’s Interest Anywhere in the World Emerging operational concepts, technologies, processes, and organizations will transform the capability of America’s naval services of the 21st century to conduct multi-dimensional joint, allied, and coalition warfare. The transforming U.S. Navy-Marine Corps Team will be fully integrated into the Joint Team across the full expanse of a unified battlespace. Naval forces will provide unique and complimentary warfighting capabilities from the sea to joint force commanders to support their ability to enhance deterrence; secure swift, decisive military victory; and strengthen the peace that follows in support of the critical operational goals outlined in the 2001 Quadrennial Defense Review and the Secretary of Defense’s Planning Guidance.

VISION AS STRATEGY FOR CHANGE

VISION WITHOUT ACTION IS MERELY A DREAM ACTION WITHOUT VISION JUST PASSES THE TIME VISION WITH ACTION CAN CHANGE THE WORLD Joel A Barker

VISION AS ELEMENT IN ORGANIZATIONAL PROCESS

PURPOSE: DEVELOPMENT OF CULTURE MANAGEMENT OF CHANGE INTERACTION WITH THE ENVIRONMENT.

TO SHAPE THE ORGANIZATIONAL CULTURE CREATE, REVISE OR REAFFIRM ORGANIZATIONAL PURPOSE, DIRECTION, ENERGY, IDENTITY AND VALUES. CREATE CHANGE - MOVE THE ORGANIZATION TOWARD A MORE EFFECTIVE FUTURE STATE. POSITIVELY INFLUENCE- SHAPE THE ENVIRONMENT OF THE ORGANIZATION

LEADERS VISION-RELATED TASKS:

INTERNAL TASKS

- WORK TO GAIN MEMBERS ACCEPTANCE OF THE VISION - APPEAL TO SHARED VALUES TO MAKE THE VISION PERSONALLY RELEVANT TO MEMBERS

EXTERNAL TASK

- DEMONSTRATE ACTIONS THAT ARE CONSISTENT WITH THE VISION .

PROCESSES IN IMPLEMENTING A VISION § EXPRESSING THE VISION. THE LEADER TO PERFORM THE SEQUENCE OF CAUSE AND EFFECT ACTIONS TO MAKE THE VISION REAL

§ EXPLAINING A VISION. RESTATING THE ENDSTATE TO UNDERSTAND HOW ACTIONS LINK TOGETHER TO ATTAIN GOAL.

§ EXTENDING A VISION. APPLYING THE SEQUENCE OF ACTIVITIES TO A VARIETY OF SITUATIONS SO THAT THE VISION CAN BE IMPLEMENTED

§ EXPANDING THE VISION. APPLYING IN MANY DIFFERENT WAYS IN A WIDE RANGE OF CIRCUMSTANCES.

APPROACH IN RADICAL CHANGE VISION

LEADERS SHOULD ANTICIPATE THE RESISTANCE AND SHOULD WORK TO OVERCOME IT. MAKING SUCH A VISION SHOULD BE APPROACHED WITH CAUTION.

GEN MARSHALL SUCCESSFULLY AVOIDED A RESISTANCE TO HIS VISION BY TAKING AN INCREMENTAL APPROACH THAT FOCUS ON PREPARING THE ORGANIZATION FOR CHANGE.

IN HIS VISION FOR THE ARMY AIR CORPS, MARSHALL KEEP HIS INTENTION FAIRLY CLOSE-HOLD, MAKING IT REALLY A SEMIHIDDEN ASPECT OF HIS STRATEGIC VISION.

GEORGE C MARSHALL

VISION CREATING PERMANENT CHANGE

§ x

ABRAMS ON THE RESERVE COMPONENTS GEN CREIGHTON ABRAMS

One of the most fateful decision of the war in Vietnam had been Lyndon Johnson’s refusal to call up the reserves. All the Joint Chiefs, but especially Harold K. Johnson, the Army Chief of Staff, had found this traumatic thing; Johnson even coming close to resigning in protest —and at the end of his life describing his failure to do so as his greatest regret. Abrams as Vice Chief of Staff during the build up for Vietnam had to cope with the disabilities induced by the lack of mobilization. Now, as Chief of Staff, he appeared determine to ensure that never again would a President be able to send the Army to war without reserves maintained for such a contingency. The vehicle for doing this was a revised force structure that integrated reserve and active force elements so closely as to make the reserves virtually inextricable from the whole.

VISION CREATING PERMANENT CHANGE

LEADERS PLAN THE WAYS AND MEANS NECESSARY TO ACHIEVE THE ENDSTATE OF THE VISION

§ EXTERNAL TO THE ORGANIZATION, LEADERS BUILD A CONSENSUS FOR THE VALIDITY OF THEIR ORGANIZATIONAL VISION .

OTHERWISE, THE CHANGE WILL NOT SURVIVE THE TENURE OF THE LEADER.

§ BY ACCEPTING THE ENVIRONMENT ENHANCES THE SUCCESS OF THE ORGANIZATION

ENSURES THAT INSTITUTIONALIZING THE VISION IN STRUCTURAL CHANGE WILL ENDURE

§ INFLUENCIAL VISIONS ATTRACT RESOURCES AND INTEREST. § THE VISION RELATES TO NATIONAL MILITARY STRATEGY AND THE NATIONAL SECURITY STRATEGY AT THE HIGHEST LEVEL OF MILITARY ORGANIZATION.

SUMMARY

VISION IS THE LEADER-FOCUSED PROCESS THAT GIVES THE ORGANIZATION SENSE OF PURPOSE, DIRECTION, ENERGY AND IDENTITY. EXIST AT EVERY LEVEL OF THE ORGANIZATION AND CONTAINS THE DESIRED ENDSTATE. ADDS VALUE BY PROVIDING THE MEANS TO ANITCIPATE AND MOVE TOWARD THE FUTURE. INCREASE IN COMPLEXITY AND EXTEND IN TIME FRAME AT HIGHER LEVEL OF ORGANIZATIONS. COMPETES FOR INFLUENCE AND RESOURCES IN THE DEVELOPMENT OF NATIONAL STRATEGY.

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St rategi c Cu lture

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Strategic Culture Organizational Culture is a pattern of shared basic assumptions, values, beliefs, and norms that the organization has learned over time and that unite the members of an organization. Edgar Schein

SCOPE OF PRESENTATION CHAPTER 4 – STRATEGIC CULTURE

CHAPTER 4 STRATEGIC CULTURE

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ORGANIZATIONAL CULTURE

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CULTURE vs. CLIMATE

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CULTURES AND SUBCULTURES

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CULTURAL CHANGE

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SUMMARY

Organizational Culture

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set of institutional, stated and operating values, beliefs, and assumptions that people have about their organization that are validated by experiences over time.

Values statements of what is important to an organization

What strategic leaders must do

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-Strategic leaders must be sensitive to the fact that statement of values alone have little impact on organizational culture unless the members internalize them through a process that includes experiencebased validation. -Strategic leaders must ensure institutional and stated values are consistent with the values of both the larger society and the needs of the organization and that through policy, doctrine, regulations and implementing procedures, they produce desired results

Cultural Values define the boundaries of acceptable thought and behavior

Culture influences how individuals… talk to each other approach problems anticipate and judge situations develop expectations determine right from wrong establish priorities and react to many other aspects of organizational and interpersonal behavior

How is Culture conveyed or made visible? professional journals  historical and biographical publications audiovisual media ceremonies folklore of the organization

Culture vs Climate

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Climate  a short-term phenomenon created by the current leadership  the most important determiner of which is the behavior of the leader Culture  long-term, complex phenomenon that generally endures through multiple leaders  affects the behavior and thought processes of the leader

CHAPTER 4 – STRATEGIC CULTURE 2.

ORGANIZATIONAL CULTURE

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CULTURE vs. CLIMATE

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CULTURES AND SUBCULTURES

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CULTURAL CHANGE

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SUMMARY

CHAPTER 4 – STRATEGIC CULTURE 3. CULTURES AND SUBCULTURES

“It is in the minds of the commanders that the issue of battle is really decided” Sir Basil H. Liddell Hart Thoughts on War (1944)

Cultures or “the way we do things” vary dramatically at different locations. Army cultures vs. Navy or Air Force Cultures Cultures differ in different military units of different specialization.

CHAPTER 4 – STRATEGIC CULTURE 3. CULTURES AND SUBCULTURES

In multiple subcultures effective leaders focus not on what separates but on what unites them. Value-laden end state : peace, stability and individual rights “It is in the minds of the commanders that the issue of battle is really decided” Sir Basil H. Liddell Hart Thoughts on War (1944)

CHAPTER 4 – STRATEGIC CULTURE 4. CULTURAL CHANGE

Interdependence between current culture and “desired” culture. Cultural change – Strategic Leader’s vision. External influences – laws, executive decisions, changes in NMS, technological advancement. Culture cannot be managed in the traditional sense.

CHAPTER 4 – STRATEGIC CULTURE 4. CULTURAL CHANGE

Culture is influenced by what is paid attention to, measured and controlled. “The unit does well those things that the boss checks.” Allocation of resources can change or influence culture. Organizational structure also changes or sustains the culture. Criteria for rewards and sanctions emphasize culturally desirable behavior

CHAPTER 4 – STRATEGIC CULTURE 4. CULTURAL CHANGE

Leaders are role models. Changing organizational culture is difficult but not impossible. Examples :  DRMS (Budgeting Process)  Change in Uniforms  Women in the field Whatever the reason behind them, far reaching actions by a succession of strategic leaders helped or will help, bring about the desired cultural change.

SUMMARY

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ORGANIZATIONAL CULTURE

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CULTURE vs. CLIMATE

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CULTURES AND SUBCULTURES

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CULTURAL CHANGE

The Army reflects the culture of selfless service

CHAPTER 4 STRATEGIC CULTURE

Effectiveness is most directly related to the core leader competency of getting results. Getting results is focused on structuring what needs to be done so results are consistently produced.

End o f Cha pte r 4 – St rat egic Culture

Chapt er 5 Strate gic Leade rs hip Com pete nc ies Semi nar Go lf

~CIA WAS ALL TIME “EFFICIENT AND EFFECTIVE” ~TERRORIST EXPLOITED THE INTERNET FASTER THAN WHAT THE AUTHORITIES FORESAW ~INFORMATIONS WERE IGNORED BECAUSE IT DID NOT “FIT ANY PATTERN” Encarta Encyclopedia

CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES

CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES

Volatility – Rate of environment Thechange challenge for Leaders is

VU CA

to understand the dynamics of change that are nowof Prepare, prepare! Uncertainty – prepare, Unpredictability occurring, & half develop “well begun is done” the change -Horace clearest possible visualization Complexity – Intricacy of the end resultsof ofkey change, decision factorslead time to with enough Ambiguity – Vagueness about the current situation & potential outcomes

CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES

CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES

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CO MPET ENCIE S Frame Of Reference Deve lo pme nt

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“Those who will not study the past are bound to repeat it” -Anonymous

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~Stu dy t he p ast; ~Se e the p at te rn of th e pre sen t; ~Ex pa nd to fit, no t re duc e t o fit pre con ceiv ed idea s

CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES

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ENV ISI ONI NG TH E F UTURE To view t he or ga niz ation no t as it is but

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“Where there is no vision, the people perish” -The Bible, Proverbs 29:18 CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES

ra th er as it s hou ld be Foc use d o n sha ping t he o rg an iz at ion 10 to 20 y ear s f ro m n ow Co nt ing enc ies a re ac cur at ely plan ne d

CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES

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“The key is not make a quick decision, but to make timely decision” -Gen Colin Powell Chairman, Joint Chiefs of Staff (1989-1993) CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES

PRO BLEM MANAG EM ENT Dis ce rn what is imp ort an t Re cog niz e mult iple pa th s t owar d th e sam e g oal Ris k are a cce pt ed

Chapter 5 - Strategic Leader Competencies

Agenda

Competencies Knowledge, skills, attributes and capacities which enable a leader to perform his required task. (US Army Strategic Leadership Primer 2nd edition, 2004, 37)

Technical Competencies Interpersonal Competencies

Chapter 5 - Strategic Leader Competencies

Technical Competencies Competencies that has a knowledge of external, political, economic and cultural systems which have impact to the organization. - US Army Strategic Leadership Primer 2nd edition, 2004, 40-

Understanding of organizational systems Appreciation of functional relationship outside the organization Knowledge of the broader political and social system

Chapter 5 - Strategic Leader Competencies

Interpersonal Competencies Competencies that include consensus building both inside and outside of the organization having the capacity to communicate effectively. - US Army Strategic Leadership Primer 2nd edition, 2004, 41-

Consensus Building – process of effective reasoning and logic. Negotiation – ability to stand firm with respect to other participants. Communicate – through a variety of direct and indirect means.

Chapter 5 - Strategic Leader Competencies

“Strategic leadership requires appropriate emphasis on leadership and management [sic] to achieve success.” -International Council on Management of Population Programmes (ICOMP) (2006)-

-From International Council on Management of Population Programmes (ICOMP) (2006) ref: Bossidy, Larry and Ram Charan (2002)-

Chapter 5 - Strategic Leader Competencies

References  Strategic Leader Competencies, Strategic Leadership Primer 2nd Edition, US Army War College, 2004.  Strategic Leadership, International Council on Management of Population Programmes (ICOMP) Newsletter Issue No 1, July 2006.

STRATEGIC LEADERSHIP TASKS

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ETHICAL REASONING

STRA TE GI C LEAD ERSH IP TAS KS § PR OVIDE VI SI ON § SH APE CULT URE § BU IL D & SHAP E -

JO INT INTER AGEN CY MULTI-N ATIONAL INTR A-AGEMCY RELAT

ION SH IPS

§ BUILD & SHAPE NATIONAL-LEVEL RELATIONSHIP § REPRESENT THE ORGANIZATION § LEAD & MANAGE CHANGE

STRATEGIC LEADERSHIP TASKS

§ PRO VI DE VI SI ON § SHAP E CULTU RE § BUI LD & SHAP E JOINT INTERAGENCY MULTINATIONAL INTRA-AGEMCY RELATIONSHIPS

STRATEGIC LEADERSHIP TASKS

§ PRO VI DE VI SI ON to create a vision for their organizations. The vision, which sets the tone for the future of the organization, Include future required operating capability The strategic leader’s vision sets the long-term direction for an organization. The solutions to short-term requirements should be consistent with the articulated vision. Institutionalize strategy to implement the vision

STRATEGIC LEADERSHIP TASKS

§ SHA PE C UL TURE Culture is built on va lue s deemed essential by the members of the organization. Related to the strategic visions - communicated - internalized

Structural changes and programs with distant completion dates that must be institutionalized. Commitment to train other leaders by picking the right people for the right jobs. Reward structure reinforces desired values and behaviors.

STRATEGIC LEADERSHIP TASKS

§ BU ILD & SHAPE

Develop and manage joint and combined lateral relationships with strategic leaders of other Services, other countries, and government agencies in both peace and war.

STRATEGIC LEADERSHIP TASKS

§ BUILD & SHAPE TASKS:

Creating understanding and acceptance Creating consensus Maintaining the knowledge and resource base

STRATEGIC LEADERSHIP

§ BUILD & SHAPE

International perspective (pec) Joint obligations - Commitment to Joint/Combined Opns

Design internal policy & orgnl structure-meet joint rqmts Roles & Missions of Orgns (readiness)

 PROVIDE VISION  SHAPE CULTURE  BUILD & SHAPE – – – –

JOINT INTERAGENCY MULTI-NATIONAL INTRA-AGEMCY RELATIONSHIPS

 BUILD & SHAPE NATIONAL-LEVEL RELATIONSHIP  REPRESENT THE ORGANOZATION  LEAD & MANAGE CHANGE

§ Build and Shape National Level Relationship The Congress shall have the power To…provide for the common Defense..of the United States;…To raise and support the Armies;… To Provide and maintain a Navy; To make rules for the government and regulations of the land and naval Forces US Constitution, Article I, Section 8

The President shall be the Commander-in-Chief of the Army and Navy of the United States. US Constitution, Article II, Section 8

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Build and Shape National Level Relationship

vStrategic Leaders Responsibilities 1. Provide advice and counsel 2. Interpret national policies, guidelines and direction. 3. Plan for the maintenance of military capability 4. Present organizational requirements 5. Develop competitive strategies 6. Bridge the gap between political decisions and individuals.

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Build and Shape National Level Relationship

vStrategic Leader’s Major Roles: 1. Represent the Organization in its relationship with the larger society. 2. Manage change in external and internal environment.

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Build and Shape National Level Relationship

ØRepresent the Organization Responsibilities: a. Regularly communicate with the Executive, Judicial & Legislative Branches. b. Act as spokesperson for the organization with other Federal agencies, media etc. c. Building and maintaining networks.

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Build and Shape National Level Relationship

ØManagement of Change Identifying necessary force capabilities to accomplish National Military Strategy. Identifying and assigning operational roles and missions including priorities in allocating resources Preparing strategies and plans in the unified, joint Combined and interagency arenas.

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Build and Shape National Level Relationship

ØManagement of Change Create resource and sustain opn’l structures, system and processes to include C4I system etc. Developing & improving opn’l doctrine and training methodologies. Understanding and planning the effects for the second-and-third order effects of actions to implement change. Maintain effective leader development program and other human resource programs.

Chapter 6- Strategic Leadership Tasks

ØSUMMARY Provide Vision and shape the culture of the organization. Influence and shape organizational culture to meet the unified, joint, combined and interagency arenas. Manage the organization’s relationship with all national level agencies and organizations. Represent the organizations to Congress, media and other influential opinion groups. Facilitate the management of change.

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS

Chapt er 7

Semi nar Go lf

STRATEG IC LEAD ERSH IP CHAPTER 7:

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS: Strategic Commander must understand the human dimension of combat.

Combat stressors;

Ø fear of death or maiming Ø trauma of witnessing violent death and destruction Ø grief from the loss of comrades, and; Ø deprivation of even the simplest of life’s needs.

STRATEG IC LEAD ERSH IP CHAPTER 7:

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS: Strategic Commander must understand the human dimension of combat.

Ø psychological impact of battle/ the trauma sustained in battle/or even the prospect of war can have a dramatic effect or influence the individual performance and the units in which they are member of - its effect in the attainment of the strategic goal & vision.

STRATEG IC LEAD ERSH IP CHAPTER 7:

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS: Strategic Commander must understand the human dimension of combat.

How can a strategic leader minimize the psychological impact of battle? Ø Understanding of the human dimension of combat; § the value system of the society & its military § how individual values are influenced or changed § psychological & physical manifestation of combat stress § influences of training & conditioning in the prevention & amelioration of combat stress.

STRATEG IC LEAD ERSH IP CHAPTER 7:

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS: Strategic Commander must understand the human dimension of combat.

Ø Implement/ ensure the following measures;

§

policies and resources for the enhancement of the psychological staying power of the army in battle are not constricted by any external and internal influences.

STRATEG IC LEAD ERSH IP CHAPTER 7:

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS: Strategic Commander must understand the human dimension of combat.

Ø Implement/ ensure the following measures

§ individual and units of the organization must be properly conditioned, supported and trained to minimize the adverse effects of facing or participating in a sustained combat.

STRATEG IC LEAD ERSH IP CHAPTER 7:

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS: Strategic Commander must understand the human dimension of combat.

Ø Implement/ ensure the following measures

§ That decisions made now or in the future must consider its impact on the psychological staying power of the soldier & units in the battle.

q

Soldiers must always be psychologically prepared for current and future conflicts.

STRATEG IC LEAD ERSH IP CHAPTER 7:

THE STRATEGIC LEADER AND THE HUMAN DIMENSIONS

The trained American possesses qualities that are almost unique. because of his initiative and resourcefulness, his adaptability to change and his readiness to resort to the expedient, he becomes, when he has attained a proficiency in all the normal techniques of battle, a formidable soldier. yet, even he has limits; the preservation of his individual and collective strength is one of the greatest responsibilities of the leadership.

General Dwight D Eisenhower

STRATEG IC LEAD ERSH IP CHAPTER 7: SUMMARY

Ø understanding and in dept study of leadership at the top level--- the context, challenges, characteristics and requirements of an effective strategic leadership Ø qualities & characteristics of an effective strategic leader and strategic leadership by GEN. G. C. MARSHALL. Ø importance of understanding of the human dimension of combat in the attainment of the strategic goal and vision.

STR ATEGI C LEAD ERSH IP S UMMAR Y IN SUMMARY; This Strategic Leadership Primer, 2nd Edition

Ø understanding and in dept study of leadership at the top level--- the context, challenges, characteristics and requirements of an effective strategic leadership Ø the process used by the strategic leader in leading a large and complex organization in an environment marked by; volatility, uncertainty, complexity, and ambiguity marked by opportunities and threats in the attainment of a desirable and clearly understood vision

STR ATEGI C LEAD ERSH IP S UMMAR Y IN SUMMARY; This Strategic Leadership Primer, 2nd Edition Ø Understanding of the human dimension of combat. How to minimize the psychological impact of battle in order for the individual and unit of the organization to be psychologically prepared for current and future conflict. Ø Strategic leadership tasks; §

providing vision & well articulated organizational values to influence & shape its culture.

§

ensuring it meets all requirements in the unified, joint, combined & inter agency arenas.

STR ATEGI C LEAD ERSH IP S UMMAR Y SUMMARY

§ manage the organizations relationship with national level agencies and organizations to gain their support of the roles and mission, goals and objectives of the organization in achieving its vision in the strategic environment.

§

facilitating the management of change, guide the organization today while molding it to meet future challenges.