1. Strategic Managers Transformational Leaders

2. Transformational Leaders: Extraordinary People

3. TRANSACTIONAL LEADERSHIP VS TRANSFORMATIONAL LEADERSHIP Extraordinary People do Ordinary Things in an Extraordinary Way

4. Strategy Manager’s (SM) Sphere of Responsibility Generally the SM’s sphere of responsibility demands attention to 3 entities : (1.) Responsibility to the owners of the firm. (2.) Responsibility to the society ( including customers, government, financiers, etc.) (3.) Responsibility to the employees of the firm.

5. The Strategy Manager vs The Functional Manager Characteristics of the Functional Manager: 1. Specialist 2. Supervisor Characteristics of the Strategy Manager: 1. Generalist 2. Facilitator

6. Role of the SM The role of the strategic leader is to manage the people and manage the process. Facilitates communication and keeps people on the tasks. Makes sure that none of the team members loose direction. The SM has to oscillate between “People Orientation” and “Task Orientation” depending on the situation.

7. People & Task Orientation People orientation approach requires available time and allows everyone to participate, and for team members to navigate the learning curve which often dictates the pace of the project. Task orientation approach puts needs of the project above the needs of the people, and is adopted when deadlines are tight.

8. 8- KEY SKILLS of the SM (1) Leadership Skills. (2) Motivational Skills. (3) Communication Skills. (4) Negotiating Skills. (5) Team Building. (6) Problem Solving. (7) Decision Making. (8) Change Management.

9. What does it take to be a Good Strategic Leader ?

10. Leadership Qualities to Look for in Selecting SMs 1. Ability to demonstrate courage in the face of adversity. When problems arise, they lead from the front. 2. Command Respect by upholding the dignity of the position. 3. Never take credit for the achievements of others. 4. Never exploit people, but explore their potential by trusting them with responsibility. 5. Always put the interest of the group above self.

11. LEADERSHIP in Strategic Management For the feeble hearted, being selected as SM can be “The kiss of death”. Leading strategic initiatives requires certain leadership qualities which are not always necessary in functional responsibilities. Things SM’s often have to do that they usually don’t have to do as a functional leader : (1) Coordinate different functional groups and diverse personalities.

12. Challenges for the SM as a Leader (2) Evoke commitment from people who don’t report to the SM in the main org. (3) Gain a sense of accomplishment from achievements of others rather than their own. (4) Take initiative in looking ahead of deadlines toward larger organizational goals. (5) Become accountable for others’ performance or lack of performance. (6) Try to develop future leaders.

13. MOTIVATION A Highly motivated core team makes the life of the SM smoother. Therefore, the SM must create and maintain high levels of: (A) Motivation for Self. (B) Motivation for the rest of the Team.

14. Self Motivation The SM must be a highly motivated individual who can overcome negatives boldly and can constantly radiate optimism. SM’s are human too and they can be affected by obstacles, therefore, to keep their motivation level up they should: (i) Constantly, “Stay focused on the vision” of the core purpose of the project. (ii) Borrow motivation (if required) by watching & hearing motivational tapes, read books, fraternize with positive minded people, attend seminars/workshops on personal development.

15. Motivation for Others Ways to ensure team motivation: (i) Determine Task Preferences. (ii) Clearly communicate goals. (iii) Define role in success. (iv) Recognize contributions. (v) Invite solutions.

16. COMMUNICATION First task of SM is to ensure effective communication systems. 4 areas are to be looked into: (a) Meeting project communication needs (technical requirements to ensure smooth & efficient work & flow of information). (b) Matching communication Styles (consider human factors). (c) Identifying reasons for ineffectiveness. (d) Ensuring appreciation

17. NEGOTIATING The effective SM will always try to successfully negotiate: (a) Optimum resource support from the parent organization. (b) Reasonable expectations from the Society. (c) Smooth relations and productive efforts from the team members.

18. TEAM BUILDING These days organizations are becoming flatter due to downsizing. Many functional staffs are getting cross-trained in other areas and are being used as teams. Thus, Strategy Implementation teams are often groups of all necessary skill sets and functional areas brought together for a specific task or operation.

19. TEAM PERFORMANCE CYCLE FORMING STORMING NORMING PERFORMING MOURNING

20. More on TEAMS The SM’s vigilance with regards team members is focused on: Efficiency at performing the tasks Attitude: whether negative or positive Intimacy with SM & other members Supportive Culture Realism: whether the team members always give you the true picture

21. PROBLEM SOLVING and CONFLCIT RESOLUTION Rarely initiatives go through smoothly without problems. Most of the time some crisis hits during the Project Cycle. Problems can come from team members/client/main org. If the problem had been anticipated in the Risk Analysis, then there could be a contingency in place. If it is a totally new problem, then the SM must act.

22. The PRO-ACTIVE SM Conflicts & Problems don’t usually show up suddenly. Often symptoms of problems are manifested, which many PMs decide to ignore (these SMs are called the OSTRITCH) The Pro-Active SM however, takes actions well before the problem snowballs into a crisis.

23. DECISION MAKING In projects there is not much time to take decisions. Often decisions have to be taken by the SM like a battlefield situation. Whether right or wrong, the SM has to take bold & calculated decisions after consultation with the other members/clients/parent org. SMs who procrastinate can often cause project failure

24. CHANGE MANAGEMENT Projects are constantly exposed to the prospects of change. Often the definition is changed due to fundamental changes made by the client or the organization. At times the constraints are changed. The SM must be prepared to adapt to these changes himself, and also smoothly make his team members adjust to it.

25. Other Qualities of the SM Of all the team members, the SM must : (1) Understand the basic goals of the organization, as far as the orgs. interest is concerned. (2) Have strong support of the top management. (3) Command the respect of the other team members.

26. CONCLUSION The SM’s job is not for the faint of heart. Successful SM’s are treated as heroes, and often being a SM can be a short-cut to the top. However, it can also be thankless job. Through the duration of the project, SMs set their emotions aside and are constantly vigilant in maintaining the organization on track and keeping harmony between all stakeholders.