Leadership strategy
LEADERSHIP DEVELOPMENT
VISA TO STRATEGY EXECUTION
A primary task of high performance leadership is to provide strategic direction to the organisation, various departments and divisions within the organisation, and to the people who ultimately implement strategic leadership. But regular employees are seldom involved in the process.
Authoritarian governance has had two powerful and mutually reinforcing dynamics:
People at “the top” of the organisation, normally in senior managerial positions, have tended to maintain control over strategic processes. They have often become alienated from the realities of operational or shop floor demands and challenges
People at operational levels have been part of authoritarian behaviour in different ways (passivity, fear, frustrated)
The core challenge is to position strategic leadership as an integrated set of activities and processes which ensure that people across all levels and functions understand their own roles and accountabilities as it relates to the organisation’s strategic leadership
Successful strategic leadership occurs when people across all levels and functions have a common understanding about a few essential issues:
Knowledge of how strategic leadership is formulated, translated and communicated, implemented and assured within the organisation
The formal business processes
The specific and different roles, rights and accountabilities of stakeholders
Clear understanding of personal and team roles
Comprehension of the various requirements and roles
Popular acceptance that legitimate hierarchy and rank are essential components
Definition and acceptance of the roles, rights and accountabilities
The challenge is crafting solutions which create legitimate and popularly supported rank and hierarchy, and with clearly understood boundaries which describe what may and what may not be done by optimally empowered people
Rank, hierarchy and boundaries per se are not only a feature of authoritarian
VISA TO STRATEGY EXECUTION
A primary task of high performance leadership is to provide strategic direction to the organisation, various departments and divisions within the organisation, and to the people who ultimately implement strategic leadership. But regular employees are seldom involved in the process.
Authoritarian governance has had two powerful and mutually reinforcing dynamics:
People at “the top” of the organisation, normally in senior managerial positions, have tended to maintain control over strategic processes. They have often become alienated from the realities of operational or shop floor demands and challenges
People at operational levels have been part of authoritarian behaviour in different ways (passivity, fear, frustrated)
The core challenge is to position strategic leadership as an integrated set of activities and processes which ensure that people across all levels and functions understand their own roles and accountabilities as it relates to the organisation’s strategic leadership
Successful strategic leadership occurs when people across all levels and functions have a common understanding about a few essential issues:
Knowledge of how strategic leadership is formulated, translated and communicated, implemented and assured within the organisation
The formal business processes
The specific and different roles, rights and accountabilities of stakeholders
Clear understanding of personal and team roles
Comprehension of the various requirements and roles
Popular acceptance that legitimate hierarchy and rank are essential components
Definition and acceptance of the roles, rights and accountabilities
The challenge is crafting solutions which create legitimate and popularly supported rank and hierarchy, and with clearly understood boundaries which describe what may and what may not be done by optimally empowered people
Rank, hierarchy and boundaries per se are not only a feature of authoritarian