Leading with Strategy

Presented by

Steven D. Wingert, CLM

LI15

4/3/2017

4:00 PM - 5:15 PM

The handouts and presentations attached are copyright and trademark

protected and provided for individual use only.

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Leading with

StrategyCM10

Steven WingertApril 3, 2017

2017 Annual Conference

Strategic Planning

Approaches

1. Those who develop thoughtful, focused

goals and execute and measure results;

2. Those who develop a plan because they

think they should, yet fail to execute the

plan in a systematic way with desired

results; and

3. Those who simply hope for the best.

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Objectives

• Identify components of strategic leadership and planning.

• Define the components of a strategic plan and the relevance of each.

• Formulate the role leaders' play in the strategic thinking and management process, and characteristics key to their success.

• Discuss the role change management plays in execution of a strategic plan.

• Examine steps for accountability and success of the plan.

Strategic Leadership

• A multifaceted focus:– Establish and communicate a compelling

mission (the “what”) and vision (the “where”)

– Formulate with colleagues and allies to formulate the path (the “how”)

• Understands context, focus, activity and role adaptation

• Strategic Thinking

• Strategy Formation

• Strategy Execution - Strategic Change

• Accountability

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Emotional Intelligence

“The capacity to be aware of, control, and

express one’s emotions, and to handle

interpersonal relationships judiciously and

empathetically.”

Leadership

• Leadership is about:

– Self-Awareness

– Ethics

– Communications/ Public Relations

– Policy Development

– Strategic Planning and Management

– Change Management

• Culture

– Environment

– Values

– Norms

– Behaviors

Organizational behavior is driven by leadership and culture.

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Strategic Leaders

• Disciplined

• Courageous

• Open-minded

• Endurance

• Inspiring

• Accountable

• Insightful

• Coach

• Collaborative

• Perspective

Traits

Strategic and Engaged

Leadership

Establishes

Direction

• Clear vision

• Clarify big picture

• Set strategies

Aligns

People

• Communicate

goals

• Seek

commitment

• Build teams and

coalitions

Motivates &

Inspires

• Energize

• Empower

Subordinates

• Satisfy unmet

needs

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Strategy

Strategic Thinking

Strategic Management

Strategic Thinking

• PERCEIVING: What seems to be happening?– Acquiring insights

– Developing foresight

• UNDERSTANDING: What possibilities do we face?– Identifying strategic levers for competitive advantage

– Matching levers with capabilities

• REASONING: What are we going to do about it?– Choosing a core strategy

– Making the strategy work

Wells, 2011

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Strategic Management

Strategic Management:

• Strategy Formation (Strategic Planning): – Strategic intent, including mission, vision and goals.

– Solving problems in a way that adds value.

• Strategy Execution: – Application of actions, controls, incentives,

communications.

– Delivering on the proposed solution.

Good Strategy Involves:– Diagnosis of the problem.

– Guiding policy to help set direction in solving the problem.

– Set of cohesive actions that carry out the guiding policy.

Strategy Structure

Vision

Mission

Values

Goals

Tactics

Change Process

Accountability

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Strengths

•Advantages

•Experience, knowledge

•Unique caracteristics

•Resources

•Geographical advantage, location

•Competence, capabilities

•Quality, reputation

Opportunities

•Strategic alliances, partnerships

•Practice area development

•Industries

•Innovation

Threats

•Loss af alliances and partners

•Price

•Strong competition

•Competitors new practice areas and innovation

•Loss of key personnel

Weaknesses

•Disadvantages

•Gap in experience, knowledge

•Financial aspects

•Reliability and trust

•Loss of key attorneys or staff

•Geographical factors

S W

TO

Primary factorsSWOT ANALYSIS

Strategy Formation

• So, based on our strategic thinking, what

might be some strategies?

Strategy Implementation

• How might we execute these (application,

controls, incentives, communications)?

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Strategic Leadership

Visionary TypeIncubating

Type

Directive TypeCollaborative

Type

Strategy

Formation (How will you gain

insight?)

Strategy Execution(How do you drive change?)

Em

erg

en

tP

lan

ne

d

Directive Participative

Olson & Simerson, 2015

Leaders and Strategy

• So, what do leaders do to facilitate

strategic thinking and strategy formulation?

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Values

Motivations

Behaviors

Strategic Leadership

Strategy is about:

• Making choices

• Increasing the odds of success

• Success requires rigor and creativity

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Strategic Change

Management

Psychology

Strategic Change

Management

• is paradoxical

• is non-linear

• is messy

• can be driven by:

Economics

Social Issues• has psychological components

• requires connecting vision/mission to behaviors and outcomes (values, culture, organizational behavior)

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Strategic Change

Management

Principles

• External environment

• Expressing the need

• Consequences

• Resistance

• Change leader role (transparent, non-

defensive, persistent yet patient)

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Strategic Accountability

• Is key to performance

– Who will do what when?

– Who monitors?

• Accepting responsibility

– Clear delineation of task

– Answering for one’s conduct (mistakes,

performance)

• Remove judgement

– Focus on solutions to move forward

– Focus on what needs to get done, not blame

Strategic Leadership

Strategy:

• Is about making choices

• Should increase the odds of success

• Requires leadership, rigor and creativity for

success

• Is about change

• Requires accountability

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Thank You!

Remember to complete your evaluation!

Steve Wingert

Director of Administration

Thompson Coburn LLP

swingert@thompsoncoburn.com

314-552-6123