PrimeGenesis partner Rob Gregory has a rare way of reducing complexity to a couple of pieces of common sense that most can understand.  He was the first to make me see the importance of working on strategic, organizational and operational processes separately and together.  They are critical to ongoing management of almost enterprise.  Jumpstarting them is the focus of our onboarding work over a new leaders' first 100 days and the key to team acceleration.

Strategic Process

There are so many different definitions of strategy that it is often difficult to understand what any individual really means when they use the word.  I define it as the creation and allocation of resources to the right place in the right way at the right time over time.  It is all about choices:  where you play, what matters, and how are you going to win.  (Not surprisingly, these are the first three questions dealt with in the BRAVE Leadership model.) Because the world around you is always changing, your strategies need to be constantly evolving.

When onboarding into a new role, it is important to jumpstart the strategic process.  The strategic imperative tool in The New Leader's 100-Day Action Plan provides one good way to do this.

Organizational Process

The organizational process is about making sure the right people are in the right roles with the right support over time.  We have been using an ADEPT model for this, thinking about people in terms of Acquiring, Developing, Encouraging, Planning and Transitioning them over time.  In many ways, the organizational process is all about connecting people and connecting people – the fourth BRAVE question.

When onboarding into a new role, it is important to jumpstart the organizational process.  The role sort tool in The New Leader's 100-Day Action Plan provides a good way to do this.

Operational Process

If the strategic process is about fundamental choices regarding where to play, what matters and how to win, and the organizational process is about how to connect, the operational process is about moving from theory to reality and behaviors and impact – the fifth BRAVE question.  It is about making sure the right things get done in the right way at the right time.  Generally, this is more likely to happen if someone has clear accountability for making them happen.

When onboarding into a new role, it is important to jumpstart the operational process.  The milestone and early win tools in The New Leader's 100-Day Action Plan provide good ways to do this.

Three-legged Stool

The three-legged stool analogy works for these three processes because you have to have all three or the stool falls down.  Strategic choices help the enterprise move from random action to focused impact.  You have to have an ADEPT organization in place to deliver. And neither of these are useful without the operational discipline essential for successful execution.

Three core processes: strategic, organizational, operational.

Five BRAVE leadership questions: Where play?  What matters?  How win?  How connect?  What impact?

They are all related.


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