Strategic Intelligence – Motivating and Partnering

Five core elements
For Michael MacCoby, ‘strategic intelligence’ requires foresight, systems thinking, visioning, motivating and partnering. (See the first three under Strategic Intelligence And Visionary Leadership.)

You might think of visioning as the pivotal element. Visioning combines foresight and systems thinking into a holistic view of the position you’re aiming for within the market place.  And then uses the last two elements, motivating and partnering, to make the vision happen.

Motivating
Engaging your team.  The ability to sell the Vision by understanding what combination of reasons, rewards, relationships and responsibilities will motivate the different people on your team. And …

• Hiring people with the competence and values needed to achieve the vision.
• Understanding what customers and other stakeholders value.

Partnering
Forming strategic alliances with those who share your values.

• Building relationships inside and outside the organization, to further your own and others’ goals.
• Requires trust, responsiveness, and a willingness to hear hard truths from partners.

Soft skills or real world skills?
Remember that MacCoby uses these terms – soft skills and real world skills – interchangeably. So you could be wondering why soft skills are so often left in the dust during uncertain or unstable times. Why so called hard skills are valued more than the ability to build relationships where trust and cooperation can flourish?
 

The missing link?
Studies by The Center for Creative Leadership found that leaders with soft skills were more able “to strike a balance between the bottom-line goals of the business and providing the support and direction that employees needed during periods of uncertainty.” 

And more, “Effective leaders seem better at blending the softer leadership skills – trust, empathy and genuine communication – with the tough skills needed to keep an organization afloat during difficult times.” More on the study

MacCoby reminds us that all of these skills can be acquired – either learned personally, or by forming a partnership with someone who will balance your own attributes and bring missing skills to the table.

In my own experience, many Innergize clients seek out coaching and attend NLP programs because they are looking for ways to strengthen those real world skills. 
 

More About …
Michael MacCoby is an anthropologist, psychotherapist, coach, consultant and author of several books including The Gamesmen, Why We Work and The Productive Narcissist. Over the years he has advised and studied CEOs at numerous organizations including SAS, Harmon Industries, AT&T, CP, Hewlett-Packard, IBM, Asea Brown Boveri (ABB), Southwest Air, Volvo, Swedbank and The World Bank.

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Strategic Intelligence And Visionary Leadership

An overview of Strategic Intelligence
The last post on visionary leadership introduced Michael MacCoby’s Strategic Intelligence and his five core elements: Foresight, Systems Thinking, Visioning, Motivating and Partnering. Here’s a brief overview of the first three.

Foresight
The ability to identify trends and opportunities – the winds of change – based on deep knowledge and intuition.

• Trusting your unconscious to process and make meaning of the knowledge you’ve built up.
• And then following through on those instincts. Creating value and capitalizing on ‘what doesn’t exist now, but will in the future.’

For example:

• Henry Ford took the idea of a car – initially perceived as a toy for the rich – and saw the potential for universal ownership. If he could bring the price within reach of the average consumer. He realized his vision by using mass production to achieve an affordable price.

Foresight is having the ability to see ‘down the road and round the corner’ over time. And most visionary leaders have this critical element – it’s often why we call them visionary.

Who had the foresight here?
Did you know that audio cassette technology was developed by engineers at Philips Electronics? Or so the story goes … and for whatever reasons, the company decided the cassette technology wasn’t worth keeping. So they sold it to Sony!

One can only guess why
Perhaps their audio and home entertainment division was focused on high end, quality sound reproduction? Could Philips have passed the technology to another of their own divisions? Did their ‘portable products’ division exist at the time? 

Sony had the foresight in this story. Some would credit the cassette technology and the products developed around it  – from boom box to Walkmans™ – with making Sony a household name. And when you think about foresight, you might wonder if Sony’s leaders were seeing ‘down the street and around the corner’ quite literally!

Yet foresight is only one of the elements MacCoby believes are needed to sustain long term growth.  The real challenges come into play when the other elements are missing.

Systems Thinking
Standard business thinking tends deal with complexity by dividing things –dynamic systems – into parts for the purpose of making them easier to manage and control.

As an illustration, take the question “How do you eat an elephant?” And the classic answer “One bite at a time.” That’s one bit, or bite at a time thinking.

Systems thinkers look at integrated (whole) systems, seeing and evaluating inter-dependent parts by how well they serve the overall purpose of the system. Focusing on the relationships between the parts that make a system function well, or not so well.

Back to the elephant …
Systems thinkers would ask questions like:

• What’s our purpose for eating the elephant?
• What critical events led up to the elephant? 
• What relationships can we see between those events and other behaviors overtime? And how did they affect each other to create the elephant? 
• What/who else is going to be affected by how we eat the elephant?
• What happens to everyone if we make changes to anything?

System Thinking ‘Tools’ provide processes and archetypes for scenerio planning, managing change, innovating and problem solving. And equally important, avoiding unintended consequences, or fixes that fail. More on Systems Thinking.
 

Visioning
Combining Foresight and Systems Thinking into a holistic vision that uniquely positions your organization in the marketplace. And making it happen in the real world by selling the vision to others, while you constantly re-vision and adapt to changing circumstances.
Here’s a simple example …

• Henry Ford’s Vision of ‘one model, one colour, one size’ worked initially. Yet it was a vision that failed to grow and adapt! It stopped working as soon as the competition matched Ford’s mass production techniques … and then forged ahead to meet the market demand for colors and other options.

On the other hand …

• Microsoft’s Vision evolved from ‛a computer in every home’ pre 1999, to ‛empowering people through software, anytime, anyplace’ and in 2002, ‛to enable people and businesses throughout the world to realize their full potential.’ So far, Microsoft continues testing, evolving and adapting new ideas.   

Up next …
Motivating and Partnering. 

Visionary Leadership – the missing link

What can a ‘psychoanalyst’ tell us …
About leadership, change and creating long term success? Quite a lot it seems, especially if the ‘psychoanalyst’ has over 30 years experience coaching and advising CEOs and their teams, for multi-nationals.

And if you knew the same qualities could multiply your own career success, would you be interested?

Why visionaries fail
Have you noticed how often ‛glory stories’ in the business media seem to precede a fall from grace, a dramatic slide in the fortunes of organizations and their leaders?

From his personal vantage point Michael MacCoby, PhD., identified five core skills that are …

• practiced by leaders who drive innovation and change to create long term success,
• and missing in others, namely the visionary leaders who crash and burn just as they seem to approach the pinnacle of achievement.

The missing link
MacCoby defines the missing link as Strategic Intelligence, a combination of Foresight, Systems Thinking, Visioning, Motivating and Partnering.

He believes many leaders and entrepreneurs master the hard intelligence skills of Foresight and Systems Thinking, the numbers and technology. Yet far fewer develop what MacCoby calls the ‘real world’ skills of Visioning, Motivating and Partnering.
 

‘Real world’ skills 
Curious about this finding, I began reflecting on why Innergize clients seek out coaching and attend NLP programs. It’s usually because they are looking for ways to strengthen those ‘real world’ skills. Interestingly, MacCoby uses the term ‘real world’ skills interchangeably with soft skills.

NLP together with Systems Thinking, provides a great set of tools for developing and strengthening Strategic Intelligence – for living, leading and thriving in a changing world.

Next up, a closer look at MacCoby’s Strategic Intelligence, element by element.