Strategic Leadership (21st

century )
strategic

leadership is the ability to

anticipate, envision, maintain
flexibility and empower others to
create strategic change as necessary.

Crux of Strategic
leadership
The

ability to manage human capital

is the most critical skill of a strategic
leader.
The key to competitive advantage in
21st century is the capacity of top
leadership to create the social
architecture capable of generating
intellectual capital.

Managerial mind-set.
A

managerial mind-set is the set of

assumptions, premises and accepted
wisdom.
Nothing is suicidal than a rational
investment policy in an irrational
world.

pragmatic Approach
Effective

strategic leaders make

candid and courageous, yet pragmatic,
decisions.
Effective strategic leaders solicit
corrective feedback from peers,
supervisors about the value of their
difficult decisions.
(You cannot pronounce yourself
successful leader, others can).

Believers and Infidels

Strategic

leaders divides the world

into believers and infidels.
Believers are those who follow the
wind of change and innovation.
Infidels are those who lack to
understand that innovation and
empowerment produce highly
positive results.

21 irrefutable laws of leadership

(John C.Maxwell)
1.

The law of the lid. Leadership ability

determines a persons level of
effectiveness. leadership is like a lid or a
ceiling on your organisation. Your business
will not rise beyond the level your
leadership allows.
The higher you want to climb, the more
you need leadership.
The greater the impact you want to makethe greater your influence needs to be.

2. The Law of Influence

The

true measure of leadership is

influence- nothing more nothing less
to create positive change in an
organization.
If you cannot create change, you
cannot lead.

Being

a leader is not just holding

a leadership position.
(Its not the position that
makes a leader, but the leader
who makes a position.).

The

very essence of all power to

influence lies in getting the other
person to participate.
He who thinks he leads , but
has no followers, is only taking a
walk.

3. The Law Process.

The relationship between growth and

leadership
Successful

leaders are learners. And

the learning process is ongoing, a result
of self-discipline and perseverance.
Leadership is learned over time.
And it can be learned. People skills,
emotional strength, vision, momentum,
and timing are all areas that can and
should be learned. Leaders are always
learners.

4. The Law of navigation.

Any

one can steer the ship, but it

takes the leader to chart the course.
Vision is defined as the ability to see
the whole trip before leaving the dock.
A leader will also see obstacles before
others do.
A leader sees more, sees farther, and
sees before others.

navigator (leader) listens he finds

out about grassroots level reactions.
Navigators balance optimism with
realism.
Preparation is the key to good
navigation. Its not the size of the
project, its the size of the leader that
counts.

5. The Law of addition.

Leadership

add value by serving

others.
It states that the bottom line in
leadership isnt how far we advance
ourselves but how far we advance
others.

6. The law of solid ground.

Trust

is the foundation of effective

leadership.
When it comes to leadership, there
are no shortcuts.
Building trust requires competence,
connection and character.

 7.

The Law of Respect. People

naturally follow effective leaders
stronger than themselves.
8. The Law of Intuition. Visionary
and effective leaders evaluate
everything with leadership bias.
Leaders see trends, resources and
problems, and can read people.
They smell the rate will in advance
and pro-act before the problem
raises its ugly head.

 9.

The law of magnetism. who you

are is who you attract.
In todays hypercompetitive and
unpredictable business world,
employees must act swiftly according
to the need of the occasion even
without a blink of eye from the
leader.

10. The law of connection.

An

effective strategic leader touches

heart before he asks for a hand.
Communicate on the level of emotion
first to make a personal connection.

11. The law of the inner

circle.
A

strategic leaders potential is

determined by the people closest to
him. He likes working with groups and
teams.
He will find, attract and retain
talented employees who can better
cope with the swift waves of change
and uncertainty and gain competitive
advantage for the co.

 12.

The Law of empowerment. Only

secure leaders give power to others.
Great things can happen when you
dont care who gets the credit.
Another point to ponder Great
leaders gain authority by giving it
away.
Henry Ford was held captive by law of
empowerment and almost brought his
factory at the brink of destruction.

13. The law of picture.

People

do what people see. Moreover, the

strategic leaders should have the talent to
anticipate and see big picture of the small
problem. He must have strong vision.
14. The law of victory. A strategic leader
finds a way for the team to win. He always
search for win-win opportunities.
You cant win WITHOUT good athletes, but
you CAN lose with them. Unity of vision,
diversity of skills plus a leader are needed
for a win.

15. The law of buy-in.

Employees

buy-into the leaders first and

then the vision portrayed by him.
16. The law of Big MO. Momentum is
the best friend of strategic leader having
strong vision. He negates the philosophy
of looking busy doing nothing.
He keeps his momentum in congruence
with the emerging trends and changes in
the industry and takes drastic initiatives.

17. The law of priorities.

Strategic leaders understand that activity is not

necessarily accomplishment. We need to learn the
difference.
A leader is the one who climbs the tallest tree,
surveys the entire situation, and yells Wrong Jungle!
If you are a leader, you must learn the three Rs...
a) whats Required
b) what gives the greatest Return
c) what brings the greatest Reward.
He set realistic priorities and then channel his
energies and resources with full vigor in that direction.

18. The law of sacrifice.

A

leader must give up to go up.

He must sacrifice some of his powers to
empower the employees, enabling them to
counter the monster of economic down
turns and volcanic changes in the
trends and in the industry and
consumers expectations of high quality
products and service with speed.
His target is to gain sustained growth and
competitive market share in the industry
by competing with sharks.

19. The law of timing.

(Forewarned is fore-earned).
When

to lead is as important what to

do and where to go?
A slight delay in proper timing of
taking decision can deprive the co.
from availing a golden opportunity.
Sometimes, a delay can convert an
opportunity into a potential threat.

20. The law of explosive

growth.
To

add growth, lead followers. To

multiply, lead leaders.
A strategic leaders makes the
organization to take quantum leaps
towards sustained growth.

21.The law of legacy.

An

effective leaders lasting value is

measured by succession.
What will people say at your funeral?
The things that say tomorrow
depends on how you lived today
using the law of legacy.

 leader

who confronts the brutal

reality first, who figures out what has
to be done and makes sure it
happens.
who finds opportunities in chaos, and
whose confidence is rock solid.

5 Cs for successful
managers
1. Clarity.

You can only achieve what you can see.

successful people talk repeatedly about
having a clear idea of where (and who) you
want to be.
clarity allows leaders to make smart choices
and take focused action toward the goal.
Your challenge is to hold yourself accountable
to being clear about who you are, who you are
not, and what you are willing to do about it.

2. COMPETENCE
Great

results come from a high level

of mastery.
Once you see clearly who you want
to be and what you want to
accomplish, you must invest in
continuing to develop high levels of
competence.

Behavioral competencies.
Behavioral

competencies define
behavioral expectations, i.e. the type
of behavior required to deliver results
under such headings as working with
teams, communication, and decision
making.
They are sometimes known as soft
skills.

McClelland competency
approach
The

behavioral competency approach

was first advocated by McClelland
(1973).
He recommended the use of criterionreferenced assessment (validation).
Criterion referencing or validation is the
process of analyzing the key aspects of
behavior that differentiate between
effective and less effective performance.

Boyatzis competency
approach
The

concept of competency was

popularized by Boyatzis (1982).
He articulated that there is a range of
factors that differentiated successful
from less successful performance.
These factors included personal
qualities, motives, experience and
behavioral characteristics.

Boyatzis distinction of
competencies.
He

made a distinction between

threshold competencies, which
are the basic competencies required
to do a job, and performance
competences which differentiate
between high and low performance.

3. CONFIDENCE
Confidence

matters. First, it can fuel you to

keep you going.
Often, you take action toward your goal, but
the results dont come right way.
Without confidence, you would probably
give up before you had gained enough
momentum to get results.
Confidence bridges the gap between the
early actions you take and the results you
get.

 Secondly,

confidence is incredibly
attractive.
People are drawn toward confidence
and want to be a part of it.
They want to work with you, associate
with you, help you.
When a leaders clarity is backed by
those around him , he is on the road to
success.

 In

a nutshell, a confident
leader/manager is metaphorically the
one who has the courage and
potential to:
1. Cross the Rubicon,
2. Cut the Gordian Knot,
3. keeps his fingers crossed.

4. Capacity.
Capacity

refers to the time, energy,

resources and space you need to achieve
what you have set out to do.
Leaders having capacity create the time
needed to work on the goal.
They maintain their energy by taking care
of themselves and finding ways to keep
their gas tank full.
They access and leverage all the available
resources (people, money, tools,
knowledge, etc..) to achieve competitive
edge for the co.

5. Consistency
Consistent

effort is the final key to success.

And consistency is two-fold.
Top management know that they must
continue to develop their goals and they
consistently work on their goals.
Success requires consistent daily action
toward the goal.
The other piece is making sure that the
action and goal mutually consistent and reenforcing.