Getting Seat At The Table
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The document discusses strategies for advancing in your career. It explains that there are two types of decisions - tactical and strategic. Tactical decisions have known means and ends with short-term commitments, while strategic decisions require discovering unknown means and ends with long-term organizational changes. The document provides tips for strategic decision making, including seeing issues from different perspectives, listening openly to new ideas, embracing uncertainty, and basing decisions on values rather than just facts. It emphasizes that the skills required change as you take on higher level roles in an organization.
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Getting Seat At The Table
- 1. Seat at the Table Nilofer Merchant, CEO Prepared for ABI | October 2007 ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
- 2. About Rubicon • Help high tech organizations win markets through business and market strategy – Since 1999 – Practices: define, deliver, defend, optimize ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 2
- 3. Looking In ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 3
- 4. What to Expect Guide / • Common Beliefs / Reality 30 Min • Strategic Decision Framework 30 Min Q&A through-out ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 4
- 5. Some thoughts about sucking up ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 5
- 6. Common Beliefs or Top 10 Myths State • #10: Do more, get promoted • #9: It’s about who you know • #8: Prove I’m Smarter. Smarter = better. There’s got to be an answer • #7: • #6: Challenging the boss = bad idea Check • #5: No need to sell a good idea • #4: I won’t tell you bad news, cause it’ll hurt • #3: Down playing reality /positive news is crucial • #2: When everyone likes me, I’ll get promoted Think • #1: I know more; they know more ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
- 7. ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
- 8. two types What if there are of decisions, and I only see one? ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 8
- 9. Great Tactics Take You Up the Ladder • Work hard, analyze data, formulate plan • Decision making based on expertise and data – Make decisions about stuff we know – Think about it – Devise a “strategy” for what to do ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 9
- 10. Tactical Decisions • Means and ends known • Largely rational • Commitments = 1 year or less • Investments known • Made by people who want to get closure • Low barriers to action (money, resources) Example: Relationship marketing program ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 10
- 11. Strategic Decisions • Means and ends must be discovered • Intuitive / holistic type decision • Discovery is transforming • Typically mired in adversity • Organizational program and human condition must change Example: Entering new market or acquisition ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 11
- 12. The Game Changes as You Rise in the Organization Corporate strategic thinking Expert tactical execution ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 12
- 13. Know Which Toolkit to Use • Decisions change as move up the food chain • Know what kind of decision • Need to refresh toolkit ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 13
- 14. Entering Requires Advanced Tools • See • Listen • Sort • Apply values ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 14
- 15. See • Clear, factual, unbounded – Reach outside own dataset – Broaden what you know – See what is today – Inquire into what is possible – Seek to know more, confirm, test ideas ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 15
- 16. Listen • Approach change with openness – The world keeps changing – Beliefs about world may be uncertain • Change the way you listen – Become a generative listener ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 16
- 17. Sort • Most decisions – Most of how we think is designed to work with complete information – Facts can be added, but not deleted • Strategic decisions involve incomplete or changing information – Embrace uncertainty and alternatives ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 17
- 18. Values • EQ • Requires psychological and spiritual maturity • Have to give something up ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 18
- 19. Some Resources • A Whole New Mind by Daniel Pink • Six Hats by Edward DeBono • Faces of Innovation by Tom Kelly • Emotional Intelligence by Daniel Goldman • HBR: Managing Uncertainty ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 19
- 20. Wrapping Up • Looking in to getting in • Dispel myths • Know what kind of decision needed • One final tip… – CEO business goals… ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 20
- 21. Q&A
- 22. Win Markets Trusted Advisors to high-tech firms seeking to transform their visions into strategies, strategies into plans, and plans into results. Practices: Define / Design / Defend / Optimize BAPTIE ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 22