Day One: Leadership Purpose and Essentiality

• The Five P’s of a Great Organization

  • We teach leaders how to focus on getting to the right questions, framing the story of the organization’s purpose and journey.

  • 5 P’s: Purpose, people, process, product and payoff.

  • We work to identify your personal goals and ambitions within the context of your organizational values and commitments.

  • How do we harness our leadership mindset to build a stronger, more resilient global economy and create social value? How do we create a resilient and sustainable strategy? 

Day One: Putting Your People First

• Developing a Leadership Culture of Ownership and Innovation 

  • Understanding that in the best organizations, the leaders serve the people who serve the customers. In order to implement a strategy that works, we must first understand the: 

• • 1. Core Behaviors: How to build engagement in the workplace.

    2. Company’s Aim and Ambition: How to create a strategy that factors in the company’s “Why” for KPIs and OKRs. 

Day Two: Strength to Lead into the Future

• Emergence: Finding the Future Today

• Thinking Short and Long

  • What is our long-term strategy and how do we communicate it? What key challenges do we need to tackle to achieve our long-term vision? What should our team be focused on building now? 

  • We will work on understanding what to say yes to, and what to say no to. Identifying our set of choices, or trade-offs, to build organizational resilience into the future. 

  • We will go through exercises that include moonshot thinking, futurecasting, retrocasting and prototyping. 

Day Two: Developing a Turnaround Strategy that Stakeholders (Including Yourself) Want

• Developing a strategic plan for implementation

  • For a successful implementation, your strategic plan will outline: 

• • 1. What are your goals and objectives? 

    2. What are the key projects and initiatives that will help you reach your measurement for success? 

    3. How does implementation (including the KPIs and OKRs) fit within your company vision, mission and focus areas? (Will you have executive buy-in?) 

    4. How does this implementation fit into your personal leadership journey? (Will you lead by example?) 

    5. Who are your competitors and what choices are they making? 

  • To facilitate strategic and innovative thinking, we will conduct: 

    1. Eliminate-Reduce-Raise-Create (ERRC) exercise: “If we are going to prioritize this new product or program, what are we doing to reduce or eliminate so that we can be industry leaders in our approach?” 

                Day Three: Executing Your Strategy for the Infinite Game:

We can’t choose the game. We can’t choose the rules. We can only choose
how we play.

o   
Just Cause – Does your organization offer your people a just
cause so that they will be willing themselves and their interest, to advance
that cause?

o   
Trusting Teams – Do you check in with your team and ask them how
they are? Do the people in your organization feel they can be themselves? How
do we create an environment in which our people can work in their natural
best? 

o   
Worthy Rival – What strengths in others have revealed the
weaknesses within yourselves? Abandoning the mindset of “winning”, you get to
choose the metrics. A worthy rival is another person in the game, is someone
that reveals the weaknesses within you, that is an opportunity for you to
improve on yourself. Are you hiding from any worthy rivals?

o   
Existential Flexibility – Are you staying in a comfort zone within your
organization? Did you ever have an idea or has anyone presented an idea to you
so far-fetched you thought it impossible? Or just not reasonable provided your
current planning?

o   
Courage to Lead – It is so hard to make a finite decision. Our
arbitrary goals sometimes become so important, that our decisions can even go
outside of our values. It is unbelievably difficult to make decisions, yet at
the end of the day, it is about human relationships. Are you building your
organization, so that future leaders are able to do it? Do people know the
cause? Can future leaders make the flex decision, even if you’ve never had to.
That’s the responsibility of leadership, to prepare the organization for the
next leaders.

1. Day Four: Navigating Disruption: Becoming An Undisruptable Leader
   Three hours.

Primary Instructor: Mark Lipton Co-instructor: Sergio Gutierrez

●        Cultivate leadership skills that will make you undisruptable.

▪          Discover the five key traits of undisruptable leaders—ambidexterity, a beginner’s mindset, disruptive jujitsu, end-user ethnography, and emotional fortitude—and analyze the way they apply these traits to lead their organizations through disruption.

▪          Explore the five practices of an undisruptable leader in a professional environment.

●        The Makings of an Undisruptable Leader

▪          The First Practice of Undisruptability: Ambidexterity

▪          Approaches to Ambidexterity

▪          Keys to the Kingdom: Essential Leadership Knowledge about Ambidexterity

▪          Building Ambidextrous Skills

▪          The Second Practice: The Beginner’s Mindset

▪          Applying and Approaches: What Leaders Need to Know About Beginner’s Mind-Set

▪          Cultivating and Growing a Beginner’s Mind-Set

▪          The Third Practice: Disruptive Jujitsu

▪          Strength and Defense: Disruptive Jujitsu

▪          Making a Jujitsu Move: Disruptive Jujitsu Within Organizations

▪          The Fourth Practice: End-User Ethnography

▪          Obsessing Over the Customer: End-User Ethnography 

▪          Approach Matters: Embracing the Value of the Customers’ Human Experience

▪          Leaders Leaning In: Applying End-User Ethnography to an Organization

▪          Friends and Foes: The Do’s and Don’ts of End-User Ethnography

▪          The Fifth Practice: Emotional Fortitude

▪          The Fortress Inside: Discovering Emotional Fortitude

▪          Becoming the Fortress: Approaches for Leaders

▪          Building From the Inside-Out: The Components of Emotional Fortitude

▪          Checks and Challenges: Identifying the Challenges of Emotional Fortitude

●        Completing the Undisruptable Puzzle

▪          Forces and Factors: The Causes of Disruption

▪          The Building Blocks: The Five Practices and the Undisruptable Leader

▪          Self-Assessment of Undisruptability: Methods for Leaders 

▪          Measuring the Marathon: Long-Term Methods of Undisruptable Leadership

●        Evaluating Why Leaders Need to be Undisruptable.

▪          Self-guided mindset hunt, journaling to a series of questions.

Day Five: Building to Last (Final Assignment)

• Complete the final workbook (final project) for your certification

  • Part 1:

• • 1. Building Relationships. 

• • 1. 1. Why do we have difficulty understanding one another? 

       2. The Triangulation Theory of Misunderstanding. 

       3. HAIL Practice. 

       4. To listen is to respond. 

  • Part 2: 

    1. Thinking Upstream. 

       1. The Trap of Reaction.

  • Part 3: 

    1. Leading in the Infinite Game. 

       1. How to turn around with 5 key principles.

          • Just Cause. 

          • Trusting Teams. 

          • Worthy Rival. 

          • Existential Flexibility. 

          • Courage to Lead.