The Dynamic Strategic Board

Published on Aug 16, 2016

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PRESENTATION OUTLINE

The Dynamic Strategic Board

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Growing up I loved to watch____________.

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What's in this presentation for me and my org?

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Why should I commit time & mental engagement here and now?

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Consider these...

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Do you and your board want to start thinking smarter today?

Do you and your board want to avoid business habits that drain cognitive potential and damage your association’s future?

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Do you want to recognize what may be robbing you, your board, your association of its highest success?

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Do you and your board want to advance your trade, profession, society or organization’s capacity to be agents of forward-focused change?

If yes, then this presentation is for you!

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The answer to these questions are are Know-Brainer!

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We now have 30+ years of cognitive neuroscience

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that can help you, your staff, your board and your leaders

Help Increase

  • Intellectual capital
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Help Increase

  • Intellectual capital
  • Cognitive potential
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Help Increase

  • Intellectual capital
  • Cognitive potential
  • And ultimately organizational success!
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Typically takes 30-40 years for scientific discoveries to become meaningful to individuals & organizations.

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Dr. Sandra Bond Chapman, Dr. John Hart, Dr. A. Diamond, Dr. A Kuszewski and many others would tell you that...

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The comfort of status quo is causing mental toxicity.

Our love affair of repeating the past causes decline in our brain health & thus organization growth.

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Our habitual low brain performance of standard routines and processes (tactics) costs an estimated $100 trillion
to our gross domestic product.
(E.A. Hanushek & L. Wossemann, 2011)

When we focus on tactics, details and logistics first, we damage both our strategic thinking & logistics.

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When we focus on strategy first, we improve both our strategic thinking & logistics.

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Is your board more like hikers using a map or a sailors navigating seas?

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Hikers use a compass and maps.

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They navigate through fixed points in the future because pathways and earth landmarks are relatively fixed over time.

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Sailors don’t have geographic landmarks to provide fixed constants.

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Instead, shifting winds, ever-changing currents, impending weather and wind conditions require a new set of skills & tools.

Navigating the open seas requires continual observation and adaptation to the surrounding environment.

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Boards that are like hikers prefer planning & the predictability of the past.

Their belief is that the near future will resemble the recent past.

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Planning assumes continuity.

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Boards that are like sailors navigating the seas prefer preparation.

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Their belief is that they can help their stakeholders stay clear amid uncertainty.

Preparation equips stakeholders to be flexible enough to seize opportunity.

Is your board acting as strategic leaders?

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1. Is your board able to identify future-focused (1-2 years) changes that will impact the association?

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2. Are your board members flexible thinkers from known to the unknown? (comfortable departing from traditional modes of thought)

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3. Is your board able to focus on opportunities of disruption and business-environment changes?

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4. Is your board able to weigh the risks and benefits of major, big-picture association decisions?

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If you answered no on any of these, than it is time for your board to get a strategic frontal lobe capacity tune-up.

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What is strategic leadership?

Strategic Leadership Today

  • More than just being operational efficient
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Strategic Leadership Today

  • More than just being operational efficient
  • More than just solving existing problems
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Strategic Leadership Today

  • More than guiding the organization through the normal work that must be done.
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Test Time

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Strategic leadership is about effectively executing short-term responsibilities while also shaping the future.

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Routine work drives out non-routine work and smothers to death all creative planning. Warren Bennis

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The critical issue for leaders isn’t whether they should have routines, but which routines they should have.
Kouzes & Posner, Leadership Challenge.

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Strategic leaders focus on "What matters most to the organization"

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Strategic leaders use strategic thinking with insight and innovation to address what matters most.

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Based on what you've heard and learned so far, what are the trade-offs if your board focuses on details, implementation & work of org?

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The more they focus on details, the more difficult to decipher big ideas to take your org to success!

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Questions To Keep The Board Focused On Strategy

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Questions To Keep Board Focused On Strategy

  • How does this organization make money?
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Questions To Keep Board Focused On Strategy

  • How does this organization make money?
  • Who is the end customer (our customer’s customer)?
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Questions To Keep Board Focused On Strategy

  • What do our customers need now and will need in the future to progress?
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Questions To Keep Board Focused On Strategy

  • What do our customers need now and will need in the future to progress?
  • How will our customers benefit when the association wins?
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Questions To Keep Board Focused On Strategy

  • What does our association stand for?
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Questions To Keep Board Focused On Strategy

  • What does our association stand for?
  • What do we most want to accomplish in the organization?
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Questions To Keep Board Focused On Strategy

  • How would we describe our best, most valuable customers?
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Questions To Keep Board Focused On Strategy

  • How would we describe our best, most valuable customers?
  • Who don’t we do business with?
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Questions To Keep Board Focused On Strategy

  • Who do we win the most business from and why?
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Questions To Keep Board Focused On Strategy

  • Who do we win the most business from and why?
  • Who do we lose the most business to and why?
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Questions To Keep Board Focused On Strategy

  • What are the biggest cost drivers in the organization?
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Questions To Keep Board Focused On Strategy

  • What are the biggest cost drivers in the organization?
  • What things would be most devastating (or most embarrassing) if our customers knew about us?
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Questions To Keep Board Focused On Strategy

  • What’s the biggest unknown in our market?
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Questions To Keep Board Focused On Strategy

  • What’s the biggest unknown in our market?
  • What are the best opportunities available to us?
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Focusing on and engaging with more strategic, abstract thinking makes our brains healthy, improves our implementation and becomes a game-, organization- and life-changer.

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So how do we help our board do this?

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We Practice Integrated Reasoning To Foster Strategic Thinking

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When focused on details, implementation, daily routines, past process and procedures

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Our integrated reasoning atrophies,

Integrated reasoning represents these strategic mental activities:

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Integrated Reasoning

  • Understanding the big picture, "gist" of something quickly
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Integrated Reasoning

  • Understanding the big picture, "gist" of something quickly
  • Generating synthesized ideas
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Integrated Reasoning

  • Reconciling and updating novels ideas within the context of past knowledge
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Integrated Reasoning

  • Extracting and altering broad principles from complex input
  • Creating broader and new ways of thinking, behaving and acting
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Integrated Reasoning

  • Dynamically changing old practices by cultivating original thinking
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Integrated Reasoning

  • Embracing entrepreneurial, agile thinking practices
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Integrated Reasoning

  • Discontinuing outdated old principals, procedures and process that stifle growth
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Let's try this...

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If you're going to run with the big dogs, you have to get out from under the porch.
T. Boone Pickens.

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If you're going to run with the big dogs, you have to get out from under the porch.

  • If you're going to run with the big dogs, you have to get out from under the porch.
  • Give 3 explanations for what this saying could mean
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If you're going to run with the big dogs, you have to get out from under the porch.

  • If you're going to run with the big dogs, you have to get out from under the porch.
  • Relate one or two board events in your org that relate to this principle.
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Think about one of your favorite books or movies of this past year.

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Past Year Favorite Book/Movie

  • Quickly generate 3-5 different take home messages for your org/board that could be gleaned from the book
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Past Year Favorite Book/Movie

  • Moving forward, which lesson would influence your board the most and why?
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Three steps to enhance integrated reasoning, strategic thinking, insights and innovation:

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1. Brainpower Of Zoom In

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Are you a big-picture thinker or a detailed person?

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This is a false statement.
You cannot be a big-picture thinker
without knowing the supporting facts
or you are an empty suit.
Dr. Sandra Bond Chapmen

Zoom In requires attending to facts, content and situation at hand.

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Zoom In Requires

  • Attending to facts, content and situation at hand.
  • Then using them to support a novel approach that your competitor is not doing.
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Zoom In requires the delicate balance of knowing when to gather more info and when to stop looking for more facts to develop a Point Of View.

Key is toggle back & forth from immense raw details to form high-level ideas.

1. Zoom In
The whole Is more than the sum
of the parts.

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2. Brainpower Of Zoom Out

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What do you remember most from the opening keynote?

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Most of the time we remember funny one-liners, embarrassing moments, life stories.

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Rarely do we appreciate the generalized meaningful message conveyed.

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Zoom Out means to see the broader perspective, appreciate the big picture.

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2. Zoom Out

  • Lift off to a helicopter view
  • Assess data and various views from above
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2. Zoom Out

  • Consolidate data, ideas into major themes, core concepts and overarching principles
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2. Zoom Out helps avoid silos of isolated, static thinking.

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3. Brainpower of Zoom Deep And Wide

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Zoom Deep And Wide is incorporating major principles & generalized lessons learned into broader applications

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3. Zoom Deep & Wide Represents

  • Synthesized topics for stakeholder discussions, programming and learning.
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3. Zoom Deep & Wide Represents

  • Generalized applications for segmented stakeholders.
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3. Zoom Deep & Wide Represents

  • Application of research to practice and profession through transformational experiences
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A lot of people in our industry haven't had very diverse experiences. So they don't have enough dots to connect, and they end up with very linear solutions without a broad perspective on a problem. The broader one's understanding of the human experience, the better design we will have. Steve Jobs

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Most of us won't do this. It requires complex and heavy brain activity.

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Most of us give up & only identify generalized ideas from specific readings or conferences.

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We fail to creatively adapt these new concepts to inform new ways of thinking & acting.

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High performing board members know their areas of expertise, build on it, and efficiently and effectively engage this knowledge to advance association innovation.

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A + B = 0

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A + B = 0

  • A = incoming content
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A + B = 0

  • A = incoming content
  • B = knowledge & experience
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A + B = 0

  • A = incoming content
  • B = knowledge & experience
  • 0 = meaning converted into new, transformed approach, products or services
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3. Zoom Deep & Wide make a concerted effort to transform your hundreds of thoughts each day to the highest level of thinking as possible.

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  • Zoom Out is a quick abstracted idea similar to gut instinct.
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  • Zoom Out is a quick abstracted idea.
  • Zoom In corresponds to the power of knowledge where one can make a quick, snap judgement based on extensive facts & expertise.
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  • Zoom Deep & Wide is a process that is deliberate and not fast. It involves reflective thinking of all possibilities.
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The promise of a better future is what gets board members and volunteer leaders engaged and unleashes their motivation

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The simple truth is that the future won’t be any different from the way things are now if you and your board continue to do the same things in the same way.

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If the internal rate of change does not exceed the external rate of change, you will lose.

If the internal rate of change does not exceed the external rate of change, you will lose.

To win, you, you board and its leaders need to anticipate what’s coming and invest in the future now.

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Strategic boards think, prepare and act on challenges and opportunities that lie ahead because they care about the future.

Strategic boards know they can play an important role in creating their stakeholders' future.

Jeff Hurt

Haiku Deck Pro User