Strategic Leadership

STRATEGIC LEADERSHIP
PRESENTATION
Semi nar Go lf
PART I PRESENTATION
Sequence of Presentation
Introduction
Strategic Leadership
Strategic Vision
Strategic Culture
Strategic Leader Competencies
Strategic Leadership Tasks
The Strategic Leader & the Human
Dimension of Combat
INTRODUCTION
STRATEGIC LEADERSHIP PRIMER, 1st Edition
Ø written/ published 1997 & 1998

ØDr Magee et al
Øbasic overview of strategic leadership
Ø orientation of students of Army War College with
background primarily in tactical & operational field
environment
INTRODUCTION
STRATEGIC LEADERSHIP PRIMER, 2nd Edition
Ø COL STEPHEN A SHAMBACK, author

Ø written/ published 2004
Ø Significant Change:
§ Annex A was change from a list of strategic leader competencies

to a lengthy discussion of competencies based primarily on a
Strategic Studies Institute Monograph “ Strategic Leadership
INTRODUCTION
Ø intended for greater understanding and more in dept

study of leadership at the top level--- the context,
challenges, characteristics and requirements of
strategic leadership.
INTRODUCTION

An effective strategic leader – GEN. G. C. MARSHALL
Ø persuasion of influential people and organizations,
both internal and external to the environment.
Ø employment of their efforts in behalf of his vision of
winning war time strategy.
Ø mobilization of the army to make the strategy a reality.
Ø translate uncertain future into a visionary but
achievable future through a strategy.
INTRODUCTION

In effective strategic leadership – GEN. G. C. MARSHALL
Strategic leader & staff;
Ø understand the nations strategic vision.
Ø understand strategy formulation process.
Ø appreciate the culture & environment they operate.
Ø competencies they must develop & task they must
perform.
q Beyond direct and organizational level is the 3rd level of
leadership - the STRATEGIC LEVEL.
INTRODUCTION
It became clear to me that at the age of 58 I would have to

learn new tricks that were not taught in the military manuals or
on the battle field. In this position I am a political soldier and will
have to put my training in rapping out orders and making snap
decisions on the back burner, and have to learn the arts of
persuasion and guile. I must become an expert in a whole new
set of skills.
GEORGE C MARSHALL
Chief of Staff, USA
End of Introduction
CHAPTER 1
STRATEGY AND STRATEGIC LEADERSHIP
SCOPE OF PRESENTATION
STRATEGY
EXECUTIVE LEADERSHIP
STRATEGIC ART
STRATEGY FORMULATION
THE SEARCH FOR GRAND STRATEGY
EVALUATION AND ANALYSIS
CONCLUSION
RECOMMENDATIONS
REFERENCES
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The Road Ahead: Visioning, Change, and Continuity
Two Important Points:
§Does Strategic Leadership

require a detailed or perfect road map
during periods of historic transformation?
§What difficulty is faced in articulating

Strategic Vision?
Good Strategy does not recognize the concept of

victory as a conclusion.
üThere is no such thing as absolute victory
üThe concept of national security strategy
üThe implication of the concept of victory as an
end state
üInterest based strategy VS threat based strategy

üThe key to the success of a strategy
üClauzewitzian Trinity and the challenge of
building consensus among the people
üAmerican post 9/11 situation and the later stages
of the Roman Empire
vNext: The Strategic Leadership Environment
The St rate gic Leadership
Chapt er 2
Semi nar Go lf
CHALLENGES TO LEADERSHIP
VUCA
ØInability to know everything about the current
ØExists when a decision maker does not understand
situation
Capacity for
§the -significance
System of atimely
complexity system
impacts
given event change.
onsituation
or Either
the capacity
of anticipate
leaders to or adapt to
formulate & environmental
execute effective
Ø change
Difficulty to
of maintain
predicting competitive
what the advantage
effects
Occurs when leaders have insufficient mentalof a
policy
Ø
proposed change today will be on the future
models
§ Cause- Accurate,
& effect comprehensive,
relationships areenvironmental
difficult to
Ø ØAlso
see scan
Arises
and because
assess,
occur when an decision-makers
when
eventthere are domany
can legitimatelynot
behave
good
interpreted
causes, “intelligence”
&inwhen
- Accurate moremany gathering
than one
articulation operations
waykey
divergent
of effects
values,existbeliefs
Leaders &must:
assumptions
§ Determination
ØStrategic
- Creativity of
to cause
leaders must be& effect
formulate new relationships
willing to take
options
is difficult;
measured uncertainty
Expect ambiguity
and aboutsituations
in complex
prudent risks; theable
be time in lag
to of
their
assess
- Tolerance
organizations
effects in complex of risk involved in new course
systems
risk accurately and develop risk management
strategies
Do a great deal of consensus building
VUCA
§ Coping with VUCA is the essence of
strategic leadership
§ If the Philippines is to aspire to
Southeast Asian leadership, VUCA
requires understanding different:
- Cultures
- Kinds of national objectives, &
- Means other nations employ to achieve
their objectives
§ The logic for working effectively with
nations in the region must include not
only competitive advantage for the
Philippines but “value added” for other
nations
External Environment Impact
THREATS
Increase civil wars, insurgencies, terrorism,
drug trafficking & weapons proliferation
Ensure organizations are ready to respond to

challenges across the range of military
operations
INTERNATIONAL
ALLIANCES
Understanding of Political, Economic
and Cultural factors that influence
decision making
Be aware of potential enemies, who

share common interest
NATIONAL CULTURE
Armed Forces cannot survive if they isolate
themselves from the society they serve
The Armed Forces that reflects the belief

and values of the society, will maintain the
respect & trust of that society
Environmental Factors
PUBLIC OPINION
§ Consistently examine their anticipated
decisions and action
§ Media attempts to provide a balance
view
§ Skilled in information operations and
strategic communications
§ Credibility is the leader greatest asset
§ Greatest aspect is the general
confidence of the public
FEDERAL BUDGET § Strongly influences decision making at the

strategic level
§ Competitions for scarce resources
§ Interests on the national debt
§ Advocates for the legitimate requirements
of the organizations
§ Provide assessments of the risks and
consequences of various programming
and budgeting alternatives
§ Effective in national system of resources
allocation
TECHNOLOGICAL FACTORS
§ Significant effects on the capability of
the Army to perform its various
missions
§ Significant advantage in networking,
command and control, situational
awareness, decisive combat power.
§ Increased the tempo of operations
§ Enhanced the ability of the Army to
effectively function.
§ Technology is a two-edged sword
FEDERAL GOVERNMENT
§ Military is subject to civilian
government control
§ Proactively involve with numerous
organizations and agencies
§ Plays a key advisory role in the
development in the national security
strategy
§ Develop necessary strategies, plans and
policies
§ Provide counsel to civilian executive
authorities
§ Development of un understanding and an
PRIVATE ORGANIZATIONS
§ NGO, PVO have become key
components
§ Frequently interact with these
organizations
§ Spell the difference in effectively
shaping change
THE INTERNAL ENVIRONMENT
§ Internal environment and the
military structure are just complex
and demanding as the external
environment
§ Impractical to describe all the
organizations
§ Practical to describe the multitude
of interlocking relationships
§ Effectively institutionalized both in
policy and in culture
SUMMARY
§ It is the strategic leaders that transcends the organization

§ The internal and external environments are Volatile, Uncertain,
Complex and Ambiguous.
§ Consequently, strategic leader must develop the networks
necessary to know what is happening within the environment.
§ Strategic leaders must continuously apply themselves to
building consensus among key stakeholders.
§ To be successful, the strategic leader must remain a perpetual
and constantly engage in the process of adapting that
environment.
The Str ategic Vis ion
Chapt er 3
Semi nar Go lf
Sequence
§Vision
- Definition
- Purpose
- Characteristics
§Samples
Vision
§What it is not?
- Not just a dream
- No religious connotations
- Not wishful fantasy
Nirvana
Vision
§What it is?
- Realistic, credible, attractive future for [an] organization
(Nanus, 1999)
- Provides a sense of ultimate purpose, direction and

motivation for all members and activities within an
organization (Strategic Leadership primer, 2004)
- ..a clear direction ahead (Strategic Leadership primer, 2004)
- Consists of a guiding philosophy and a tangible
image(Collins and Porras, 1999)
- View of your organization when it is performing at its
peak (Prof Lopez’s lecture notes)
Vision
§Vision from the standpoint of a follower
- A credible future that titillates you.. (Collins and Porras, 1999)
- A future-centric picture that aligns with your own

personal goals (Nanus 2002)
- Like a lighthouse that guides you even in the most

turbulent weather
Vision
§Purpose (Yukl,2002)
- Provides a sense of continuity for followers ..to a

vivid image of a better image of the future
- Provides for a better future and the faith that it will
be attained some day
- The first step in the development of strategies and
plans for change.. (Strategic Leadership primer, 2004)
- ..main tool for leaders use to lead from the front

- allows leaders to inspire, attract, align and energize
their followers (Nanus and Collins et al)
Vision
EMER GIN G CO NSEN SUS* ON STRA TEGI C PL ANN ING P ROCE SS FL OW IN PR ACTI CE :
VISION & VALUES

”BUSINESS” MODEL
MISSION & KEY RESULT AREAS
GOALS
”S.W.O.T.” ANALYSIS
STRATEGY CHOICE
OBJECTIVES
PROGRAMS & PROJECTS
OPERATIONAL/ACTION PLANNING
* TARGETS
* RESPONSIBILITIES & RESOURCES
* TIMELINES
* Corporate Planning Society of the Philippines, Inc.

Taken from Prof Lopez notes
Vision
§Characteristics
§Core element is visual image
§Idealistic yet realistic
§Inspires enthusiasm and encourages
commitment
§Well articulated and easily understood
§Ambitious
Vision
§Philippines 2000, Kaya Natin ito!
Photo taken from: http://en.wikepedia.org/wiki/File:Ramos_Pentagon.jpg

Vision
§PMA’s vision
by 2015, is “to be the country’s premier leadership
school producing military professionals of
character, dedicated to protect and help build the
nation.”
Pictures from:
www.PMA.ph
Vision
§CGSC vision
A world-class institution for
academic
excellence in higher military
Vision
Taken from the movie : Braveheart , 1995 Warner Brothers accessed via
www.youtube.com
References:
§ Strategic Leadership Primer,2nd ed

§ Yukl,Gary, Leadership in Organizations (5th ed),Prentice Hall,New
Jersey,2002.
§ Strategic Vision.downloaded from
www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html
(accessed 12 Sept)
§ www.youtube.com (accessed 13 Sept 2009)
§ www.pma.ph (accessed 13 Sept 2009)
§ www.wikepedia.com (accessed 13 Sept 2009)
§ Nankervis et al.Strategic Human Resource Management (2nd ed).
Prentice Hall, Sydney 2002.
§ Lecture Notes of Prof Mayo Lopez on Strategic Management to
CGSC #53 (14 Sept)
HOW VISION STATEMENTS ARE EXPRESS?
US ARMY VISION STATEMENT
COMPLEX VISION An Army at War: Relevant

CAN BE CAPTURED and Ready: A Campaign
IN FEW WORDS, Quality Army with a Joint
SENTENCE OR and Expeditionary Mindset
PARAGRAPH
IT INSPIRES AND GUIDES

LARGE ORGANIZATION
TOWARDS A GOAL
US ARMY VISION STATEMENT

Our Army is serving a nation at war. This war requires that all elements of our
national power be applied in a broad, unyielding, and relentless campaign. This
campaign will not be short; it will require deep and enduring commitment. Our Army
is a proud member of the Joint Force expertly serving our nation and its citizens as
we continuously strive toward new goals and improve performance. Our individual
and organizational approach to our duties and tasks must reflect the seriousness and
sense of urgency characteristic of an Army at war. Our Soldiers and our nation
deserve nothing less. This is not business as usual. . . The Army’s Way Ahead. . .
Explores how we will obtain a more relevant and ready campaign-quality Army with a
Joint and Expeditionary Mindset. My intent is to communicate the Army senior
leadership’s view of how the Army will fulfill its mission to provide necessary forces
and capabilities to the Combatant Commanders in support of the National Security
and Defense Strategies. . . Become familiar with the ideas presented here so that
you can contribute to improving our Army. Are you wearing your dog tags?
GEN PETER J SCHOOMAKER

US ARMY CHIEF OF STAFF
VISION STATEMENT
VISION STATEMENTS Our policy is directed not

ARE FLEXIBLE against any country or doctrine
but against hunger, poverty,
desperation, and chaos. Its
purpose should be the revival of
a working economy of the world
ENOUGH TO
ACCOMMODATE A RANGE
so as to permit the emergence of
OF PLAUSIBLE FUTURES political and social conditions in
AND CONTAINS VALUES which free institution exist.
THAT MAKE IT WORTHY OF
THE EFFORT REQUIRED TO
GEORGE CATLETT MARSHALL
ACHIEVE IT SECRETARY OF STATE
VISIONS Power and Access . . . .

STATEMENTS ARE From the Sea
EXPRESS IN BRIEF
- IT CAN CONVEY A
CONCEPTUAL IMAGE
BROAD AND POWERFUL
ENOUGH TO GIVE
AUTHORITY AND VALIDITY
- EASILY REMEMBERED
VISION STATEMENTS READY FOR IMPLEMENTATION
US NAVY VISION STATEMENT
A Networked, Jointly Integrated, Sea-based Power

Projection Force, Assuring Coalition and Joint Force
Access and Protecting America’s Interest Anywhere in
-DEPICTS THE the World
ORGANIZATIONAL
GOALS AND VALUES Emerging operational concepts, technologies,
processes, and organizations will transform the
-CONSISTENT WITH capability of America’s naval services of the 21st
century to conduct multi-dimensional joint, allied, and
REQUIREMENTS coalition warfare. The transforming U.S. Navy-Marine
Corps Team will be fully integrated into the Joint
-COMMUNICATES Team across the full expanse of a unified battlespace.
THE LEADER’S Naval forces will provide unique and complimentary
INTENT warfighting capabilities from the sea to joint force
commanders to support their ability to enhance
deterrence; secure swift, decisive military victory; and
strengthen the peace that follows in support of the
critical operational goals outlined in the 2001
Quadrennial Defense Review and the Secretary of
Defense’s Planning Guidance.
VISION AS STRATEGY FOR CHANGE
VISION WITHOUT ACTION IS

MERELY A DREAM
ACTION WITHOUT VISION JUST
PASSES THE TIME
VISION WITH ACTION CAN CHANGE
THE WORLD
Joel A Barker
VISION AS ELEMENT IN ORGANIZATIONAL PROCESS
PURPOSE:
DEVELOPMENT OF
TO SHAPE THE ORGANIZATIONAL CULTURE -
CULTURE CREATE, REVISE OR REAFFIRM
ORGANIZATIONAL PURPOSE, DIRECTION,
ENERGY, IDENTITY AND VALUES.
MANAGEMENT OF
CHANGE CREATE CHANGE - MOVE THE
ORGANIZATION TOWARD A MORE
EFFECTIVE FUTURE STATE.
INTERACTION WITH THE POSITIVELY INFLUENCE- SHAPE THE
ENVIRONMENT. ENVIRONMENT OF THE ORGANIZATION
LEADERS VISION-RELATED TASKS:
- WORK TO GAIN MEMBERS ACCEPTANCE

INTERNAL TASKS OF THE VISION
- APPEAL TO SHARED VALUES TO MAKE

THE VISION PERSONALLY RELEVANT TO
MEMBERS
EXTERNAL TASK - DEMONSTRATE ACTIONS THAT ARE

CONSISTENT WITH THE VISION
.
PROCESSES IN IMPLEMENTING A VISION
§ EXPRESSING THE VISION. THE LEADER TO PERFORM THE

SEQUENCE OF CAUSE AND EFFECT ACTIONS TO MAKE THE
VISION REAL
§ EXPLAINING A VISION. RESTATING THE ENDSTATE TO

UNDERSTAND HOW ACTIONS LINK TOGETHER TO ATTAIN
GOAL.
§ EXTENDING A VISION. APPLYING THE SEQUENCE OF

ACTIVITIES TO A VARIETY OF SITUATIONS SO THAT THE
VISION CAN BE IMPLEMENTED
§ EXPANDING THE VISION. APPLYING IN MANY DIFFERENT

WAYS IN A WIDE RANGE OF CIRCUMSTANCES.
APPROACH IN RADICAL CHANGE VISION
GEN MARSHALL SUCCESSFULLY AVOIDED

LEADERS SHOULD A RESISTANCE TO HIS VISION BY TAKING
ANTICIPATE THE AN INCREMENTAL APPROACH THAT
RESISTANCE AND SHOULD
FOCUS ON PREPARING THE
WORK TO OVERCOME IT.
ORGANIZATION FOR CHANGE.
MAKING SUCH A VISION

SHOULD BE APPROACHED
WITH CAUTION.
IN HIS VISION FOR THE ARMY AIR CORPS,
MARSHALL KEEP HIS INTENTION FAIRLY
CLOSE-HOLD, MAKING IT REALLY A SEMI-
HIDDEN ASPECT OF HIS STRATEGIC VISION.
GEORGE C MARSHALL
VISION CREATING PERMANENT CHANGE
§ x ABRAMS ON THE RESERVE COMPONENTS

GEN CREIGHTON ABRAMS
One of the most fateful decision of the war in Vietnam had been
Lyndon Johnson’s refusal to call up the reserves. All the Joint Chiefs,
but especially Harold K. Johnson, the Army Chief of Staff, had found
this traumatic thing; Johnson even coming close to resigning in protest
—and at the end of his life describing his failure to do so as his
greatest regret. Abrams as Vice Chief of Staff during the build up for
Vietnam had to cope with the disabilities induced by the lack of
mobilization. Now, as Chief of Staff, he appeared determine to ensure
that never again would a President be able to send the Army to war
without reserves maintained for such a contingency. The vehicle for
doing this was a revised force structure that integrated reserve and
active force elements so closely as to make the reserves virtually
inextricable from the whole.
VISION CREATING PERMANENT CHANGE
LEADERS PLAN THE WAYS § EXTERNAL TO THE ORGANIZATION,

AND MEANS NECESSARY LEADERS BUILD A CONSENSUS FOR
TO ACHIEVE THE THE VALIDITY OF THEIR
ENDSTATE OF THE VISION ORGANIZATIONAL VISION .
OTHERWISE, THE CHANGE § BY ACCEPTING THE ENVIRONMENT

WILL NOT SURVIVE THE ENHANCES THE SUCCESS OF THE
TENURE OF THE LEADER. ORGANIZATION
ENSURES THAT § INFLUENCIAL VISIONS ATTRACT

INSTITUTIONALIZING THE RESOURCES AND INTEREST.
VISION IN STRUCTURAL § THE VISION RELATES TO NATIONAL
CHANGE WILL ENDURE MILITARY STRATEGY AND THE
NATIONAL SECURITY STRATEGY AT
THE HIGHEST LEVEL OF MILITARY
ORGANIZATION.
SUMMARY
VISION IS THE LEADER-FOCUSED PROCESS THAT GIVES THE

ORGANIZATION SENSE OF PURPOSE, DIRECTION, ENERGY AND
IDENTITY.
EXIST AT EVERY LEVEL OF THE ORGANIZATION AND CONTAINS THE

DESIRED ENDSTATE.
ADDS VALUE BY PROVIDING THE MEANS TO ANITCIPATE AND MOVE

TOWARD THE FUTURE.
INCREASE IN COMPLEXITY AND EXTEND IN TIME FRAME AT HIGHER

LEVEL OF ORGANIZATIONS.
COMPETES FOR INFLUENCE AND RESOURCES IN THE DEVELOPMENT

OF NATIONAL STRATEGY.
Chapt er 4
St rategi c
Cu lture
Semi nar Go lf
Strategic Culture
Organizational Culture is a pattern of shared basic assumptions, values,

beliefs, and norms that the organization has learned over time and that
unite the members of an organization.
Edgar Schein
SCOPE OF PRESENTATION
CHAPTER 4 – STRATEGIC CULTURE
2. ORGANIZATIONAL CULTURE
3. CULTURE vs. CLIMATE
4. CULTURES AND SUBCULTURES
5. CULTURAL CHANGE
6. SUMMARY
CHAPTER 4 STRATEGIC CULTURE

Organizational Culture
_________________________________________________________________________________________________________
set of institutional, stated and operating values,

beliefs, and assumptions that people have about
their organization that are validated by experiences
over time.
Values
statements of what is important to an organization
What strategic leaders must do
_________________________________________________________________________________________________________
-Strategic leaders must be sensitive to the fact that

statement of values alone have little impact on
organizational culture unless the members internalize
them through a process that includes experience-
based validation.
-Strategic leaders must ensure institutional and stated

values are consistent with the values of both the larger
society and the needs of the organization and that
through policy, doctrine, regulations and implementing
procedures, they produce desired results
Cultural Values
define the boundaries of acceptable thought and behavior
Culture influences how individuals…

talk to each other
approach problems
anticipate and judge situations
develop expectations
determine right from wrong
establish priorities
and react to many other aspects of organizational and
interpersonal behavior
How is Culture conveyed or made visible?
professional journals
 historical and biographical publications
audiovisual media
ceremonies
folklore of the organization
Culture vs Climate
_________________________________________________________________________________________________________
Climate
 a short-term phenomenon created by the current
leadership
 the most important determiner of which is the
behavior of the leader
Culture
 long-term, complex phenomenon that generally

endures through multiple leaders
 affects the behavior and thought processes of the
leader
5. CULTURAL CHANGE
6. SUMMARY
Cultures or “the way we do

things” vary dramatically at
different locations.
Army cultures vs. Navy or Air
Force Cultures
Cultures differ in different
military units of different
“It is in the minds of the specialization.
commanders that the issue of
battle is really decided”
Sir Basil H. Liddell Hart
Thoughts on War (1944)
In multiple subcultures -
effective leaders focus not on
what separates but on what
unites them.
Value-laden end state : peace,
stability and individual rights
“It is in the minds of the

commanders that the issue of
battle is really decided”
Sir Basil H. Liddell Hart
Thoughts on War (1944)
4. CULTURAL CHANGE
Interdependence between current

culture and “desired” culture.
Cultural change – Strategic
Leader’s vision.
External influences – laws,
executive decisions, changes in
NMS, technological
advancement.
Culture cannot be managed in
the traditional sense.
4. CULTURAL CHANGE
Culture is influenced by what is paid

attention to, measured and controlled.
“The unit does well those things that the
boss checks.”
Allocation of resources can change or
influence culture.
Organizational structure also changes or
sustains the culture.
Criteria for rewards and sanctions
emphasize culturally desirable behavior
4. CULTURAL CHANGE
Leaders are role models.

Changing organizational culture is
difficult but not impossible.
Examples :
 DRMS (Budgeting Process)
 Change in Uniforms
 Women in the field
Whatever the reason behind them, far
reaching actions by a succession of
strategic leaders helped or will help,
bring about the desired cultural change.
SUMMARY
5. CULTURAL CHANGE
The Army reflects the culture of selfless
service
CHAPTER 4 STRATEGIC CULTURE

Effectiveness is most directly related to the core
leader competency of getting results.
Getting results is focused on structuring

what needs to be done so results are
consistently
produced.
End o f Cha pte r 4 – St rat egic Culture

Chapt er 5
Strate gic Leade rs hip

Com pete nc ies
Semi nar Go lf
~CIA WAS ALL TIME “EFFICIENT
AND EFFECTIVE”
~TERRORIST EXPLOITED THE

INTERNET FASTER THAN WHAT
THE AUTHORITIES FORESAW
~INFORMATIONS WERE
IGNORED BECAUSE IT DID NOT
“FIT ANY PATTERN”
Encarta Encyclopedia
CHAPTER 5-STRATEGIC LEADERSHIP COMPETENCIES

CHAPTER 5 – STRATEGIC LEADERSHIP COMPETENCIES
Volatility – Rate of environment

Thechange
challenge for Leaders is to
understand the dynamics of
change
Prepare,
Uncertainty that are
– prepare, nowof
prepare!
Unpredictability
VU CA occurring,
“well begun is
change & half
develop
done” the
clearest possible visualization
of the end
Complexity resultsof
– Intricacy
-Horace
ofkey
change,
decision factorslead time to
with enough
Ambiguity – Vagueness about the
current situation & potential
outcomes
CHAPTER 5-STRATEGIC
LEADERSHIP COMPETENCIES
 CO MPET ENCIE S
Frame Of Reference Deve lo pme nt

~Stu dy t he p ast;
 ~Se e the p at te rn of th e
pre sen t;
 ~Ex pa nd to fit, no t re duc e t o
fit
“Those who will not study the past
are bound to repeat it” 
pre con ceiv ed idea s
-Anonymous

CHAPTER 5-STRATEGIC
 ENV ISI ONI NG TH E F UTURE

To view t he or ga niz ation no t as it is
but
 ra th er as it s hou ld be
Foc use d o n sha ping t he o rg an iz at ion
 10 to 20 y ear s f ro m n ow
Co nt ing enc ies a re ac cur at ely
“Where there is no vision, the plan ne d
people perish”
-The Bible, Proverbs 29:18
CHAPTER 5-STRATEGIC
 PRO BLEM MANAG EM ENT

Dis ce rn what is imp ort an t
Re cog niz e mult iple pa th s t owar d th e
 sam e g oal
Ris k are a cce pt ed
“The key is not make a quick
decision, but to make timely
decision”
-Gen Colin Powell
Chairman, Joint Chiefs of Staff (1989-1993)
CHAPTER 5-STRATEGIC
Chapter 5 - Strategic Leader Competencies
Agenda
Competencies
Knowledge, skills, attributes and capacities which enable a
leader to perform his required task. (US Army Strategic Leadership Primer 2nd
edition, 2004, 37)
Technical Competencies
Interpersonal Competencies
Technical Competencies Understanding of organizational

Competencies that has a systems
knowledge of external,
political, economic and
cultural systems which have
Appreciation of functional
impact to the organization. relationship outside the
- US Army Strategic Leadership organization
Primer 2nd edition, 2004, 40-
Knowledge of the broader

political and social system
Interpersonal Consensus Building – process

Competencies of effective reasoning and logic.
Competencies that include
consensus building both Negotiation – ability to stand
inside and outside of the
organization having the firm with respect to other
capacity to communicate participants.
effectively.
- US Army Strategic Leadership Communicate – through a
Primer 2nd edition, 2004, 41-
variety of direct and indirect
means.
“Strategic leadership
requires appropriate
emphasis on leadership
and management [sic] to
achieve success.”
-International Council on
Management of Population
Programmes (ICOMP) (2006)-
-From International Council on Management

of Population Programmes (ICOMP) (2006)
ref: Bossidy, Larry and Ram Charan (2002)-
References
 Strategic Leader Competencies, Strategic Leadership Primer 2nd

Edition, US Army War College, 2004.
 Strategic Leadership, International Council on Management of

Population Programmes (ICOMP) Newsletter Issue No 1, July
2006.
STRATEGIC LEADERSHIP TASKS
Chapt er 6
Semi nar Go lf
ETHICAL REASONING
STRA TE GI C LEAD ERSH IP TAS KS
§ PR OVIDE VI SI ON
§ SH APE CULT URE
§ BU IL D & SHAP E
- JO INT
- INTER AGEN CY
- MULTI-N ATIONAL
- INTR A-AGEMCY RELAT ION SH IPS
§ BUILD & SHAPE NATIONAL-LEVEL RELATIONSHIP

§ REPRESENT THE ORGANIZATION
§ LEAD & MANAGE CHANGE
§ PRO VI DE VI SI ON
§ SHAP E CULTU RE
§ BUI LD & SHAP E
JOINT
INTERAGENCY
MULTINATIONAL
INTRA-AGEMCY RELATIONSHIPS
§ PRO VI DE VI SI ON
to create a vision for their organizations. The vision, which sets
the tone for the future of the organization,
Include future required operating capability
The strategic leader’s vision sets the long-term direction for an
organization.
The solutions to short-term requirements should be consistent
with the articulated vision.
Institutionalize strategy to implement the vision
§ SHA PE C UL TURE
Culture is built on va lue s deemed essential by the members of the
organization.
Related to the strategic visions
- communicated
- internalized
Structural changes and programs with distant completion dates that
must be institutionalized.
Commitment to train other leaders by picking the right people for the
right jobs.
Reward structure reinforces desired values and behaviors.
§ BU ILD & SHAPE
Develop and manage joint and combined lateral

relationships with strategic leaders of other Services, other
countries, and government agencies in both peace and
war.
§ BUILD & SHAPE TASKS:
Creating understanding and acceptance

Creating consensus
Maintaining the knowledge and resource base
§ BUILD & SHAPE
International perspective (pec)

Joint obligations
- Commitment to Joint/Combined Opns
Design internal policy & orgnl structure-meet

joint rqmts
Roles & Missions of Orgns (readiness)
 PROVIDE VISION
 SHAPE CULTURE
 BUILD & SHAPE
– JOINT
– INTERAGENCY
– MULTI-NATIONAL
– INTRA-AGEMCY RELATIONSHIPS
 BUILD & SHAPE NATIONAL-LEVEL RELATIONSHIP
 REPRESENT THE ORGANOZATION
 LEAD & MANAGE CHANGE
§ Build and Shape National Level Relationship
The Congress shall have the power To…provide for the common
Defense..of the United States;…To raise and support the Armies;…
To Provide and maintain a Navy; To make rules for the government
and regulations of the land and naval Forces
US Constitution, Article I, Section 8
The President shall be the Commander-in-Chief of the Army and

Navy of the United States.
US Constitution, Article II, Section 8

● Build and Shape National Level Relationship
vStrategic Leaders Responsibilities
1. Provide advice and counsel

2. Interpret national policies, guidelines and
direction.
3. Plan for the maintenance of military
capability
4. Present organizational requirements
5. Develop competitive strategies
6. Bridge the gap between political decisions
and individuals.
vStrategic Leader’s Major Roles:
1. Represent the Organization in its

relationship with the larger society.
2. Manage change in external and internal

environment.
ØRepresent the Organization
Responsibilities:
a. Regularly communicate with the Executive,

Judicial & Legislative Branches.
b. Act as spokesperson for the organization

with other Federal agencies, media etc.
c. Building and maintaining networks.

ØManagement of Change
Identifying necessary force capabilities to
accomplish National Military Strategy.
Identifying and assigning operational roles and

missions including priorities in allocating resources
Preparing strategies and plans in the unified, joint

Combined and interagency arenas.
ØManagement of Change
Create resource and sustain opn’l structures,
system and processes to include C4I system etc.
Developing & improving opn’l doctrine and training
methodologies.
Understanding and planning the effects for the
second-and-third order effects of actions to
implement change.
Maintain effective leader development program and
other human resource programs.
Chapter 6- Strategic Leadership Tasks
ØSUMMARY
Provide Vision and shape the culture of the
organization.
Influence and shape organizational culture to meet
the unified, joint, combined and interagency arenas.
Manage the organization’s relationship with all
national level agencies and organizations.
Represent the organizations to Congress, media
and other influential opinion groups.
Facilitate the management of change.
THE STRATEGIC LEADER AND
THE HUMAN DIMENSIONS
Chapt er 7
Semi nar Go lf
STRATEG IC LEAD ERSH IP
CHAPTER 7: THE STRATEGIC LEADER AND THE HUMAN

DIMENSIONS: Strategic Commander must
understand the human dimension of combat.
Combat stressors;
Ø fear of death or maiming

Ø trauma of witnessing violent death and destruction
Ø grief from the loss of comrades, and;
Ø deprivation of even the simplest of life’s needs.

Ø psychological impact of battle/ the trauma sustained in

battle/or even the prospect of war can have a dramatic
effect or influence the individual performance and the
units in which they are member of - its effect in the
attainment of the strategic goal & vision.

How can a strategic leader minimize the psychological impact

of battle?
Ø Understanding of the human dimension of combat;
§ the value system of the society & its military
§ how individual values are influenced or changed
§ psychological & physical manifestation of combat
stress
§ influences of training & conditioning in the prevention
& amelioration of combat stress.

Ø Implement/ ensure the following measures;
§ policies and resources for the enhancement of the

psychological staying power of the army in battle
are not constricted by any external and internal
influences.

Ø Implement/ ensure the following measures
§ individual and units of the organization must be

properly conditioned, supported and trained to
minimize the adverse effects of facing or participating
in a sustained combat.

Ø Implement/ ensure the following measures
§ That decisions made now or in the future must

consider its impact on the psychological staying
power of the soldier & units in the battle.
q Soldiers must always be psychologically prepared for

current and future conflicts.

DIMENSIONS
The trained American possesses qualities that are almost

unique. because of his initiative and resourcefulness, his
adaptability to change and his readiness to resort to the
expedient, he becomes, when he has attained a proficiency in all
the normal techniques of battle, a formidable soldier. yet, even he
has limits; the preservation of his individual and collective
strength is one of the greatest responsibilities of the leadership.
General Dwight D Eisenhower

CHAPTER 7: SUMMARY
Ø understanding and in dept study of leadership at the top

level--- the context, challenges, characteristics and
requirements of an effective strategic leadership
Ø qualities & characteristics of an effective strategic leader
and strategic leadership by GEN. G. C. MARSHALL.
Ø importance of understanding of the human dimension of
combat in the attainment of the strategic goal and
vision.
STR ATEGI C LEAD ERSH IP S UMMAR Y
IN SUMMARY;
This Strategic Leadership Primer, 2nd Edition
Ø understanding and in dept study of leadership at the top

level--- the context, challenges, characteristics and
requirements of an effective strategic leadership
Ø the process used by the strategic leader in leading a
large and complex organization in an environment
marked by; volatility, uncertainty, complexity, and
ambiguity marked by opportunities and threats in the
attainment of a desirable and clearly understood vision
IN SUMMARY;
This Strategic Leadership Primer, 2nd Edition
Ø Understanding of the human dimension of combat. How
to minimize the psychological impact of battle in order
for the individual and unit of the organization to be
psychologically prepared for current and future conflict.
Ø Strategic leadership tasks;
§ providing vision & well articulated organizational
values to influence & shape its culture.
§ ensuring it meets all requirements in the unified,
joint, combined & inter agency arenas.
SUMMARY
§ manage the organizations relationship with national
level agencies and organizations to gain their support
of the roles and mission, goals and objectives of the
organization in achieving its vision in the strategic
environment.
§ facilitating the management of change, guide the
organization today while molding it to meet future
challenges.

Strategic Leadership

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STRATEGIC LEADERSHIP

Strategic Leader Competencies

Strategic Leadership Tasks

The Strategic Leader & the Human

STRATEGIC LEADERSHIP PRIMER, 1st Edition

Ø written/ published 1997 & 1998

STRATEGIC LEADERSHIP PRIMER, 2nd Edition

Ø COL STEPHEN A SHAMBACK, author

§ Annex A was change from a list of strategic leader competencies

STRATEGIC LEADERSHIP PRIMER, 2nd Edition

Ø intended for greater understanding and more in dept

STRATEGIC LEADERSHIP PRIMER, 2nd Edition

STRATEGIC LEADERSHIP PRIMER, 2nd Edition

It became clear to me that at the age of 58 I would have to

Two Important Points:

§Does Strategic Leadership

§What difficulty is faced in articulating

Good Strategy does not recognize the concept of

üInterest based strategy VS threat based strategy

Ensure organizations are ready to respond to

Be aware of potential enemies, who

The Armed Forces that reflects the belief

FEDERAL BUDGET § Strongly influences decision making at the

§ It is the strategic leaders that transcends the organization

- Provides a sense of ultimate purpose, direction and

- A future-centric picture that aligns with your own

- Like a lighthouse that guides you even in the most

- Provides a sense of continuity for followers ..to a

- ..main tool for leaders use to lead from the front

VISION & VALUES

* Corporate Planning Society of the Philippines, Inc.

§Philippines 2000, Kaya Natin ito!

Photo taken from: http://en.wikepedia.org/wiki/File:Ramos_Pentagon.jpg

§ Strategic Leadership Primer,2nd ed

US ARMY VISION STATEMENT

COMPLEX VISION An Army at War: Relevant

IT INSPIRES AND GUIDES

US ARMY VISION STATEMENT

GEN PETER J SCHOOMAKER

VISION STATEMENTS Our policy is directed not

VISIONS Power and Access . . . .

US NAVY VISION STATEMENT

A Networked, Jointly Integrated, Sea-based Power

VISION WITHOUT ACTION IS

- WORK TO GAIN MEMBERS ACCEPTANCE

- APPEAL TO SHARED VALUES TO MAKE

EXTERNAL TASK - DEMONSTRATE ACTIONS THAT ARE

§ EXPRESSING THE VISION. THE LEADER TO PERFORM THE

§ EXPLAINING A VISION. RESTATING THE ENDSTATE TO

§ EXTENDING A VISION. APPLYING THE SEQUENCE OF

§ EXPANDING THE VISION. APPLYING IN MANY DIFFERENT

GEN MARSHALL SUCCESSFULLY AVOIDED

MAKING SUCH A VISION

§ x ABRAMS ON THE RESERVE COMPONENTS

LEADERS PLAN THE WAYS § EXTERNAL TO THE ORGANIZATION,

OTHERWISE, THE CHANGE § BY ACCEPTING THE ENVIRONMENT

ENSURES THAT § INFLUENCIAL VISIONS ATTRACT

VISION IS THE LEADER-FOCUSED PROCESS THAT GIVES THE

EXIST AT EVERY LEVEL OF THE ORGANIZATION AND CONTAINS THE

ADDS VALUE BY PROVIDING THE MEANS TO ANITCIPATE AND MOVE

INCREASE IN COMPLEXITY AND EXTEND IN TIME FRAME AT HIGHER

COMPETES FOR INFLUENCE AND RESOURCES IN THE DEVELOPMENT

Organizational Culture is a pattern of shared basic assumptions, values,