2. Leadership Frames of Mind
What degree of change do you have in mind?
What time frame do you have in mind?
How do you like to work with people?
What resources do you have or know how to get?
What management style do you prefer?
Copyright 2017 IntelliVen, LLC and Peter F. DiGiammarino. 
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3. Great Leaders Know What Kind of Impact They Aim to Have
Business as Usual
Maintenance Mode
Incremental
Pick Your Spots
Breakthrough
System-wide Evolution

4. Through the Next Election
Great Leaders Clarify the Timeframe
They Have in Mind
Today
6-9 Months
12-18 Months
3+ Years
End of the Year
End of This Term
Through the Next Election

5. Know How to Fund What You Want to Do
Great Leaders Work In Multiple Dimensions
Work Alone
Work As Team
People
Not Familiar With the Mechanics of Finding and Moving Money to Accomplish Goals
Know How to Fund What You Want to Do
Resources
There is no good vs. bad scale on this slide, i.e. whether a leader likes to work alone or work as a team is not good or bad…..it just “is”!
Actually, you need to get good at managing resources in different ways depending on what kind of transformation you are doing and in what timeframe and where you are in so doing.
Command and Control
Trust and Empower
Management Style

6. Change initiatives vary in cost, complexity, schedule, and risk according to how much change in people, systems and process is required.
Moving from product
centric to customer
centric business
Enterprise
Transformation
Initiatives
New timesheet system
HIGH
Merger
Moving to Enterprise-
wide Resource Planning I IV
Hiring a new CEO
Systems and processes
complexity
LOW
HIGH II
III
Office move
New departmental
asset tracking system
Build a new airplane, power plant, or building
LOW
People
and culture
complexity

7. What the best leaders do to drive change.
Establish a specific date by which to achieve a big, visible and inspirational goal to create urgency, drive, and momentum; e.g.:
Kennedy: “Land a man on the moon by the end of the decade”.
Bush: “Get TSA up-and-running by January 1st.
Musk: “Build a fleet of cars anyone can borrow by 2025”.
Develop and drive to accomplish a 100-day plan to get to the next step along the way towards where you are headed; repeat until the goal is accomplished.
Amass required resources. Assign resources to make progress. Install a governance process.
Get help to support and drive the change campaign.
setting a big goal by date, planning is a critical piece
Make a date to do something but set milestones along the way
TSA spent 6 months planning before implementing – this extensive planning was considered by some to be critical to their success

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Q&A
Peter  asks Ray a question: So Ray, you’ve worked in some small companies and some very big companies. What do you think is the same and different in how they approach services sales?
A: Big companies have advantages in terms of being able to bring a wider range of capabilities so they often focus on how can we sell every offering to every big client. That is usually the right strategy for them. But just because a big company has done something really well somewhere does not always mean they can bring the right resources and skills to bear every account. Small companies are naturally more agile and they need to be very focused and passionate about what they do and make sure they communicate that. In addition to being passionate, small companies need to be equally focused on what they don’t do and be as specific and clear with clients about that. For small companies, it’s about getting clear. What are the few things they are great at, the few accounts they are going to be serious about, and the sales strategy they are going to live or die by. There is always room for great small companies but you can’t be great if you are not really clear about what you are going to be great at.
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