the role of strategic leadership for the church
DESCRIPTION
Using strategic leadership to move from the current reality to the desired future.TRANSCRIPT
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Leadership is one of the most observed and least understood phenomena
on Earth. JM Burns
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Strategic Leadership
• Strategic Leadership provides the vision and direction for the growth and success of an organization.
• Strategic Leadership is the ability to anticipate, envision, maintain flexibility and empower others to create strategic change as necessary.
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3 Key Components
• Understanding the Now
• Seeing the Future
• Managing Change
Current Reality
Strategic Plan
The Vision
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Understanding the Now
• Internal Environment
• External Environment– STEEP Analysis
• Social
• Technological
• Environmental
• Economic
• Political
– Environmental Scanning
– Baseline Assumptions
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Desired Future
Past
Present AlternativeFutures
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Strategic Leaders Understand that …
• The Present is a result of the past
• The future is a continuation of the present
• Changing the future begins now
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Getting the Desired Future
• Intellectual Capital
– Knowledge Management
– Innovation
• Human Capital/ People
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Intellectual Capital
• Knowledge Management: “The collection of processes that govern the creation, dissemination, and utilization of knowledge” (Newman, 1991).
• From an industrially-based economy to a knowledge or information-based.
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Knowledge Management
• The new source of wealth is knowledge, and not labor, land, or financial capital. It is the intangible, intellectual assets that must be managed.
• The key challenge of the knowledge-based economy is to keep learning and to foster innovation.
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The Knowledge Economy
For several decades the world's best-known forecasters of societal change have predicted
the emergence of a new economy in which brainpower, not machine power, is the critical
resource. But the future has already turned into the present, and the era of knowledge has
arrived.--"The Learning Organization," Economist Intelligence Unit
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Two Kinds of Knowledge
Knowledge is intangible, dynamic, and difficult to measure, but without it no organization can survive.
• Tacit: or unarticulated knowledge is more personal, experiential, context specific, and hard to formalize; is difficult to communicate or share with others; and is generally in the heads of individuals and teams.
• Explicit: explicit knowledge can easily be written down and codified.
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Growing Knowledge
• To create a climate in which employees volunteer their creativity and expertise, leaders need to look beyond the traditional tools at their disposal: finding ways to build trust and develop fair process.
• That means getting the gatekeepers to facilitate the flow of information rather than hoard it.
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Learning
• To achieve sustainability, there must be a focus on learning, and learning how to harness the learning capabilities that lead to innovation.
Learning = Discipleship
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Human Capital/ People
The set of skills which an employee or volunteer acquires on the go, through training and experience, and which increase that persons contribution to the organization.
How do people learn?
Knowledge Economy Leadership“Knowledge workers don't respond to top-down leadership” Bill George
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Learning and Leading
• “Leading from behind” Nelson Mandela
• Classroom and/or development?
• Development today means providing people opportunities to learn from their work rather than taking them away from their work to learn.
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Learning Communities
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Strategic Leadership
• What future do we want?
• Where are we now?
• How do we develop a culture of learning?
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Acknowledgements• Bellinger, G. (2004). Retrieved January 17, 2011, from http://www.systems-
thinking.org/kmgmt/kmgmt.htm
• Harvard Business Review. (2010). Retrieved January 17, 2011, from http://blogs.hbr.org/imagining-the-future-of-leadership/2010/06/a-lively-dialog-on-leadership.html
• Hernez-Broome, G., & Hughes, R. L. (n.d.). Retrieved January 17, 2011, from http://www.ccl.org/leadership/pdf/research/cclLeadershipDevelopment.pdf
• InvestorWords. (2011). Retrieved January 17, 2011, from http://www.investorwords.com/2359/human_capital.html
• Moyak. (n.d.). Retrieved January 17, 2011, from www.moyak.com/papers/knowledge-management-competitive-advantage.ppt knowledge management
• Newman, B. D. (2002). Retrieved January 17, 2011, from http://www.km-forum.org/what_is.htm
• Unknown. (n.d.). Retrieved January 17, 2011, from Strategic Leadership: http://asso.nordnet.fr/adreg/Hitt%20et%20al%20strategic%20leadership.pdf