Clawson's diamond model of leadership

Help With Organizational Leadership

Andrew Rockfish’s Opening Remarks

By the end of the course you should have a firm understanding of what is expected of you as a leader at GDD. If a leader’s job is to create competitive edge for a company, as was pointed out in week two, just how is it done? We mentioned earlier that Clawson’s Diamond Model asserts that organizational success is accomplished by the leaders doing three things well; strategizing, building relationships and leading change. This week we will focus on the leader’s job as a strategic thinker.

Clawson in his discussion of the strategic thinking aspect of the diamond model suggests that effective leaders are good strategic thinkers when they can analyze the organization, both internally and externally, and to define and maintain competitive advantages (Clawson, p. 86). Leaders are effective strategists when they think ahead setting forth the vision and purpose of the organization in a clear and convincing manner. This thinking may include decision making about strategic issues related to innovation or creating efficiencies. A strategic thinker is the leader who creates the story of how to make and sustain money for the company ethically and legally.

Strategic thinking is the part of a leader’s job that is the most creative and unique. The strategic thinker articulates the strategic dreams of the organization and recognizes the amount of and type of work needed to accomplish the dreams while maintaining the competitive advantage. The strategic thinker recognizes the importance of leading the strategic dreams with accessible company resources and with enough flexibility to compete in the global market. Strategic leaders design the organization to further the strategic dreams so that maximum value can be attained for the company. Strategic leaders strike a balance with the goals being accomplished and those who must invest time and money to accomplish them (Clawson, p. 84). Timing is always crucial to any strategic thinker. A good one seeks to act on the dream when the balance between goal accomplishment and investment of resources achieve the best result. The strategic plan set forth by the leader forms the actions of the vision story that is told to the staff to make the company move forward to accomplish its goals.

This week consider the discussions we had about competitive advantage in week two.

Reference

Clawson, J. G. (2009). Level three leadership: Getting below the surface (4th ed.). Upper Saddle, NJ: Pearson Education.

THEME ONE: Strategic thinking is how the GDD “story” is crafted to create organizational wealth, customer satisfaction, etc. Strategic thinking can be done by anyone, but it requires an open mind, a positive attitude and an organizational culture that aligns with the organization.

Before you can build relationships with others, it is important to reflect upon the personal skills you bring to the table. Knowing your leadership style is a start but using assessment tools and feedback from others will help define the extent to which you possess a personal “soft” skill set equal to the task of leading.

Read:

The Role of Strategic Thinking in Business Planning

Strategic Leadership: Short-term Stability and Long-term Viability

Perkins, L. (2012, April 19. 3 Essential Steps to Thinking Strategically

Why Is Strategic Thinking Important to the Success of Business?

Kabacoff, R. (2014, Feb 7). Develop strategic thinkers throughout your organization. Harvard Business Review Digital Article 2-4. Retrieved from EBSCO database.

Gavetti, G. (2011). The New Psychology Of Strategic Leadership. Harvard Business Review, 89(7/8), 118-125.

Integrating Strategic Thinking into your Organization for Long-Term Competitive Advantage

Walsh, P. (2014, May 20). Are You A Strategic Thinker? Test Yourself

Three Keys To Improving Your Strategic Thinking

THEME TWO: We said earlier that crafting the strategic plan is not enough a leader has to sell the story to others. Trust is the building block of the leader-follower relationship.

As was stated in week four, having a story is not enough! A leader must sell the story to others. This means a leader must learn about their own styles, traits, knowledge, etc. in developing knowledge about others. The leader will create a relationship that if successful will result in “others” following the strategic vision. The leader-follower relationship is crucial to successfully selling the story to others. One truth to the leader-follower relationship is that the relationship must be based on mutual trust if it is to succeed.

Read/View:

Dancing Man Video

Barbara Kellerman on Followership

Followership is Underrated and Misunderstood

The Tango; the leader and follower dance

Building and Sustaining Relationships

Building trust in the workplace and team

The Allure of Toxic Leaders: Why Followers Rarely Escape Their Clutche s

Learning Activity 1 Theme One: Strategic thinking is how we craft the GDD “story” to create organizational wealth for the company, customer satisfaction, a etc. Strategic thinking can be done by anyone, but it does require an open mind, a positive attitude and organizational culture that encourages aligns with the organization.

Vision or direction is so critical to the achievements of the organization. Strategic thinking creates that vision and the direction of activity that flows from the vision. Visit the GDD Company Profile information and review it once again looking for the vision statement, and business philosophy of the company. Choose one of the areas that GDD is looking to improve in the future for sustainability and suggest a strategy as to how they may accomplish this goal.

Learning Activity 2 Theme Two: We said earlier that crafting the strategic plan is not enough a leader has to sell the story to others. Trust is the building block of the leader-follower relationship.

Reading the course readings for the week. What would you suggest Lane do to protect his relationship with Kent and his staff? Include in the answer a description of what trust means to a leader, and how it creates followers and loses them. What suggestions would you give Kent to help him fix and rebuild his relationships? Be specific and practical with your suggestions to both questions.

Lois Lane is the head of the Marketing Division at GDD. GDD is caught in a competitive pricing squeeze with Fed Ex on small packaging deliveries. Lane hired a consultant to study the branding of GDD’s product to see if they can create a broader buyer base for the service; thereby, reducing the price to make it more competitive with Fed Ex. After the consultant’s recommendations were received and Lane evaluated the results, she spoke with Social Media Manager, Clark Kent. Kent, asked Lane if he could implement the consultant’s recommendations immediately. Kent thought the company would see an immediate result. Lane worried that in Kent’s rush to implement, he may not have considered the time required to create quality work.

The campaign designers would be under great pressure to make what Lane considered unrealistic goals. Lane vocalized this point to Kent who assured her that it would work and that her employees could “see the vision”. Against her qualms, and anxious to empower Kent to make his own decisions, Lane did not act on her concerns and gave Kent the green light. Lane did watch things and soon realized that her fears were not unfounded. A handful of workers resisted the new work because they felt they could not produce a strong social media campaign without more time.

Today, a delegation has come to Lane’s office with concern that the new goals are not working and that Kent is refusing to change the deadlines. “Kent claims,” they reported “that they are not using the recommendations properly and if they did, the campaign would be ready by now.” The group says that Kent is untrusting them to do their job. They also said that they do not want him to know that they went over his head by coming to Lane. They are afraid it will make matters worse.

Lane has a couple of other concerns with Kent. Lane recently spoke with another colleague, John, who was complaining about Kent’s lack of dependability. Kent had asked John to attend an operations conference, and at the last minute sent another supervisor instead, without any explanation. Kent has made other promises of supplies and equipment, and then never followed through. Lane thinks Kent makes promises he cannot keep probably, out of a desire to please. The result is that he acts too quickly without adequate implementation and follow-up. Lane can see that Kent is developing serious trust issues. Worse yet she feels that if she doesn’t do something about things soon people will not think her as well as Kent trustworthy.