A Day In The Future: Accelerating Solutions to Security Threats

Are we moving quickly enough to combat global security threats? Worthy goals are being set, but they are not being achieved with sufficient velocity.

Are we moving quickly enough to combat global security threats? Worthy goals are being set, but they are NOT being achieved with sufficient velocity.

The ecological disaster in the Gulf of Mexico is a reminder of our many challenges as national and global citizens. Lest we forget, the future is not an optional event. Everyone will attend.

Are we doing what we need to do to secure a safe and prosperous future and are we doing it fast enough?

A couple of years ago I was engaged by the EastWest Institute, a global ‘think and do tank’, to design a special one-day horizon thinking event for their annual Worldwide Security Conference. It was held in Brussels, Belgium and was co-sponsored by Ministry of Foreign Affairs of Japan and World Customs Organization.

As a part of my work in shaping the third day of the conference, I co-authored with Dr. Greg Austin, the Director of the Global Security program at The EastWest Institute, a white paper that set the context for “A Day In The Future.” Below is a summary. Click here for the complete article.

A Day In The Future

The human security environment of the future will be shaped by transnational threats evolving from wars, violent extremism, natural disasters, pandemics, and unaddressed systemic problems—including poverty, organized crime, and environmental degradation. Technology will remain a force-multiplier for violent extremists, not only for higher levels of lethality, but for propaganda dissemination. Real-time, global communication will exacerbate the psychological impact of potential threats and the aftermath of incidents.

Are the leadership groups in the global community moving quickly enough to successfully combat these nascent threats? In many instances, worthy goals are being set, but they are not being achieved with sufficient velocity. As Prime Minister Singh noted in 2005: “the international community is generous in setting goals, but parsimonious in pursuing them.”

The Status Quo Is Not An Option

An icon in global business leadership, Jack Welch, has cautioned, “Face reality as it is, not as it was or as you wish it would be.” The hard reality of security for humankind is that we are witnessing the dawn of a dynamic, multi-threat environment that has never before existed. In this environment, the leadership challenge is no longer a stream of single point security threats. Rather, it has become a raging river of interdependent, often ambiguous signals that require fast, smart analysis, rapid and robust action plans, and well-orchestrated, cross-boundary responses. It will take a new breed of leadership to accomplish this.

Another hard reality for global leadership is that the tempo of change and interdependence is accelerating exponentially and many of the governmental structures and political process paradigms that worked in the past are outdated. As a result, individual states cannot act unilaterally to ensure their homeland security. In fact, global and regional security challenges cannot be adequately addressed by states working together at the intergovernmental level without NGO and private sector support. Even the major powers and the United Nations system acting in perfect harmony could not provide the scale and speed of response required.

Given these and many other hard realities, accepting the status quo or delaying action on the obvious leadership challenges is no longer a reasonable option. Where do we begin?

The EastWest Institute has identified three opportunity areas for leadership action, which collectively can accelerate solutions to security threats:

  • Strategic Collaboration
  • ‘Think and Do’ Networks
  • Cross-Boundary Leadership

Click here for the complete article on “A Day In The Future: Accelerating Solutions to Security Threats”.

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Strategic Leadership: The New Normal and the Rise of Networks

Strategic Leadership - The New Normal and Networks

If the world is fundamentally different, are there new rules for strategic leadership? What does the rise of networks mean for strategic leadership?

Recently, we’ve been hearing a lot about “The New Normal” and “networks”. Over the past year we’ve given the strategic leadership implications of these issues a lot of thought and we’ve  just published an article entitled, ”Strategic Leadership: The New Normal and the Rise of Networks.” Below is a summary. Click here for the complete article.

Summary

A New Normal environment has arrived and every organization must come to grips with a fundamental strategic leadership issue: how to respond to the compounding rate of complexity and change, which is being driven by intersecting arrays of global change forces. One solution is “Leveraging Network Power.”

The secret to “Leveraging Network Power” is viewing networks through a strategic leadership lens—a point of view that illuminates the many formal and informal human channels through which most of the value-producing work, leadership communication and learning gets done in an organization—and then look for creative ways to leverage new technologies and new models of group interaction. The goal is to reduce workflow bottlenecks and communication silos and accelerate strategic leadership action agendas.

From a strategic leadership perspective, networks offer organizations new communication channels that can be efficiently and effectively leveraged to:

  • Quickly disseminate information across geographic and organizational boundaries
  • Rapidly tap the intelligence of diverse groups to quickly solve complex problems
  • Sustain common purpose and collaborative action on strategic initiatives

Click here for the complete article on “Strategic Leadership: The New Normal and the Rise of Networks”.

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Three Leadership Mindsets for Achieving Excellence In Execution

Leadership-Three Mindsets for Achieving Excellence In Execution Leadership

Your mindsets drive interpretations of information and your leadership actions.

Whether you are a seasoned leader at the top or an emerging leader on the way up, you’ve probably found that executing effectively in today’s enviroment can be a challenge… and you’re not alone. A wide range of research reveals that 70 to 90% of organizations are failing to execute effectively.

It’s not surprising that, when an international research group asked CEOs from 40 countries to rate their greatest concerns from a list of 121 different challenges, “Execution Excellence” was ranked number one.

What does it take to achieve “Execution Excellence”?

A proven formula emerged from our research and hands-on Execution work with leaders in the Fortune 500, non-profit sector, government agencies and the military. An especially useful source has been the Desert Storm air campaign—one of the most successful campaigns in military history. Because of its size and complexity and the fact that it was such a rapid victory, it contains valuable lessons for leaders everywhere. We presented what we learned about Desert Storm in the book Winning In FastTime®, which I co-authored with Colonel John Warden, the architect of the air campaign.

During one of our writing sessions, I asked Colonel Warden a seminal question, “How would you describe the success formula of Desert Storm?” He paused for a moment and then crisply replied, “Think Strategically, Focus Sharply, and Move Quickly.”

This sums up in six words three critical leadership mindsets for Excellence In Execution that has been acknowledged as highly effective by leaders in many well-known forward-leaning organizations. The benefits of applying these mindsets are faster, better results in the three interdependent phases of Execution: strategic thinking, planning and implementation.

Below is a brief overview of  the mindsets “Think Strategically, Focus Sharply, and Move Quickly.

  • Leadership Mindset I – Think Strategically: Organizations that consistently win in the New Normal have one thing in common—committed proactive leadership that thinks strategically about the organization’s challenges and opportunities and act accordingly.
  • Leadership Mindset IIFocus Sharply: To have maximum strategic impact with available resources and significantly increase your probability of success, sharply focus resources on key Leverage Points and affect a critical mass of them in the right way at the right time.
  • Leadership Mindset IIIMove Quickly: Laggards lose. Organizations need speed, and the speed of leadership determines the speed of the organization.  The world’s most successful companies have leadership that moves quickly to spot new opportunities, mobilize resources and bring new products and services to market in a flash.

Together, these leadership mindsets provide a comprehensive mental model for Excellence In Execution.

Click here to see the complete article on the “Three Mindsets for Achieving Excellence In Execution“.

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Nine Leadership Principles for Achieving Excellence In Execution

By practicing these nine proven principles for Excellence In Execution Leadership, leaders translate the three mindsets of Leadership In FastTime® into action.

“Principle” refers to an important underlying law or assumption required in a system of leadership thought.

The three mindsets for Excellence In Execution Leadership—Think Strategically, Focus Sharply, Move Quickly—provide a comprehensive mental model for winning in the 21st century: Leadership In FastTime®

By practicing nine proven principles, a leader can translate these Leadership In FastTime® mindsets into action.

Before we review the principles, let’s clarify our defintions of “practice” and “principle.”

“Practice” refers to an established, effective way of performing a leadership function that has developed through experience and knowledge. “Practicing” means following the effective leadership practice repeatedly in order to improve performance.

“Principle” refers to an important underlying law or assumption required in a system of leadership thought. It is presented as a concise statement of a fundamental truth about leadership within a specific context.

Guidelines for Leadership Success

The nine principles provide guidelines for ensuring leadership success with each of the three mindsets.   These guidelines target the common obstacles to achieving Excellence in Execution Leadership.

Leadership Principles for “Think Strategically”

  • Leadership Principle One, See The Big Picture, is an antidote for the narrow perspectives and blind spots that can lead to bad decisions, missed opportunities and unintended consequences. It provides leadership guidelines for developing realistic situational awareness.
  • Leadership Principle Two, Design Your Future Picture, is an antidote for the knee-jerk solutions that compound current problems and fail to move you in a strategically smart direction. It provides leadership guidelines for setting stretch objectives and shaping effective strategies and measures.
  • Leadership Principle Three, Adopt Winning Behaviors is an antidote for the status quo ways of doing things that are often counterproductive. It provides leadership guidelines for defining and practicing the behaviors and cultural norms that will support success.

Leadership Principles for “Focus Sharply”

  • Leadership Principle Four, Understand The System, is an antidote for underestimating what it takes to overcome the inertia of the status quo. It provides leadership guidelines for building a shared understanding of the key Leverage Points of the organizational and market system in which you are executing.
  • Leadership Principle Five, Create Good Enough Plans, is an antidote for allowing the desire for perfection to be the enemy of the good. It provides leadership guidelines for shaping Action Roadmaps that allow you to move forward quickly and build momentum when implementing plans.
  • Leadership Principle Six, Organize for Rapid Success, is an antidote for the tendency to maintain outdated structures and processes because they are difficult to change or politically expedient to maintain. It provides leadership guidelines for organizing your resources to support fast-cycle implementation of your “good enough” plans.

Leadership Principles for “Move Quickly”

  • Leadership Principle Seven, Orchestrate Parallel Actions, is an antidote for lack of implementation speed and the potentail to have your strategy derailed by a single point failure. It provides leadership guidelines for implementing multiple, aligned Action Roadmaps that affect a critical mass of Leverage Points concurrently.
  • Leadership Principle Eight, Improve While You Move, is an antidote for the failure to quickly learn from mistakes and rapidly course correct. It provides leadership guidelines for continuously assessing Execution outcomes with a singular focus on getting better faster Execution results.
  • Leadership Principle Nine, Lead The Transitions, is an antidote for the weak beginnings and endings that waste valuable time and resources. It provides leadership guidelines for starting initiatives and projects in a smart way and finishing them with finnesse to maximize results.

Click here to see the complete article on the nine leadership principles.

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