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describe the role of leaders in the strategy process, from strategic…

- - - - Teams
        
        leaders first need to get the right people on the bus, get the wrong ones off the bus, then figure out where to drive the bus.
        Collins identifies ‘three simple truths’ to this theory:
        Begin with the people, rather than the direction and you can more easily adapt.
        If you have the right people, the issue of how to motivate and manage people largely disappears.
        If you have the wrong people, it doesn’t matter what your direction, you won’t have great success (Collins 2001b).
        
        The emphasis of this theory is on the order in which tasks are completed. First get the right people, and then lead the strategy
  - - - ‘Situation’ in this case does not refer to a specific organisation where a particular method should be used. Instead, it refers to each individual situation and person that a leader encounters
      - The key skills a leader requires to provide situational leadership are as follows.
        Flexibility—the ability to move between leadership styles as appropriate;
        Diagnosis—the ability to select the right style and match it to the situation; and
        Contracting—the performance review function, including planning, coaching and evaluation.
        CDF
- - - - External analysis
        
        To ensure a consistent and disciplined approach to external analysis, which is based on sound reasoning and a consideration of all relevant factors
        
        Courage is essential because it may be necessary to challenge long-held assumptions and beliefs that are no longer accurate
        
        Identifying key external stakeholders and determining their power to influence strategy
        
        Key external stakeholders
      - Internal analysis
        
        Ensure that broad assumptions and claims are challenged and verified
        
        Identifying key internal stakeholders and determining their power to influence strategy
        
        Key internal stakeholders
    - - Having established and communicated the need for change, leaders must set a new direction.
      - Visionary leadership
        
        A leader must be focused on results and have an agenda. A vision is a realistic, credible and
        attractive future. The vision must also be communicated effectively.
        
        Leaders must possess the following skills:
        Ability to relate to others
        Ability to shape and influence all aspects of present operations
        Ability to anticipate the future
        CSAC
        
        Key roles of a leader:
        Setting the direction
        Acting as a change agent
        Communicating as spokesperson
        Coaching others along the way
        
        Leaders need the be able to effectively integrate vision into the strategic process and reject the
        unattainable goals, but also avoid not setting goals and blindly leading.
    - - Leaders are required to develop and select strategies that align people to move in that direction.
        • Obtaining agreement on the strategy and the path to achieving it
        • To ensure that there is a shared vision about the strategic goals, and to determine who will be involved in the implementation process and what tasks they will perform
      - 7 s Model – testing whether a proposed strategy will achieve its aim:
        Strategy—the plan devised to maintain and build competitive advantage over competitors.
        Structure—the current methods for organising people to do their work, in terms of roles, responsibilities and hierarchy.
        Systems—current methods of collecting data and disseminating information.
        Staff (also referred to as resources)—people, and the organisational resources.
        Skills—the abilities required to successfully operate.
        Style—the type of leadership exhibited and the level of empowerment.
        Shared values—those stated and, more importantly, practised by an organisation.
      - Senior leaders ensure that there is a shared vision about the strategic goals.
      - Making sure risk assessment has occurred:
        
        CCEO
        When alternative strategies have been generated, ask questions like:
        How many alternatives have been considered, and why have any been excluded?
        How conservative are the estimates made in each proposed alternative?
        Has the impact of competitor reactions been considered and included in the proposals?
        Have significant obstacles been identified and methods for dealing with them outlined? This
        may require an obstacle solution grid.
    - - • Ensure policies are enforced, changes are accepted culturally and behaviourally, and resources are used effectively
        • Required to deal with the changes that result, and with any issues that may arise along the way
      - Develop projects that will support the implementation of the strategy
        Deal with the change that results
        Make sure policies are enforced
        Ensure changes are accepted both culturally and behaviourally
        Ensure resources are effectively utilised
      - Kotter’s steps are crucial for leaders:
        Necessary minimum requirements for successful leader
        Establish a sense of urgency
        Communicate the vision
        Empower others to act
        Make new approaches ingrained in the organisation
        
        Establish a sense of urgency;
        
        Communicate the vision;
        
        Empower others to act
         select appropriate staff for relevant positions- people who are capable of following effectively, and of assuming greater leadership and management responsibility in the future
        
        Make new approaches ingrained in the organisation
  - - - FREC
        Have people been given the opportunity to express their feelings in an open and protected manner?
        Have concerns raised formally or informally been acknowledged and discussed?
        Has there been recognition of what was achieved in the past, while marking or celebrating that change towards the new direction has been embraced?
        Have the requirements and expectations of the new direction been understood clearly to avoid unnecessary fear and disruption?
    - - • Current situation:
        a. What currently works; and
        b. Problems, or future problems (identifying the need for change); and
        • Recommended change:
        a. Outline and benefits; and
        b. Risks and problems
        
        By systematically addressing each of these key areas, the likelihood of success is increased.