Just quickly, let me make a few comments and then we are going to do a deep dive down into
the case study in just a second but just maybe set the record straight a little bit- strategy
versus tactics.
Let me ask you this question with your learning partner and so is an interesting question.
Do you see strategy as two ends of kind of one skillset or continuum?
Strategy here, tactics here, they are kind of connect a line.
Or are they kind of two separate continuums, two separate competencies with capabilities?
Talk about it with your partner for just a minute or so.
I am not going to give you a long time on this.
Time is precious.
But just give me a reaction- do you think they are just kind of opposite ends of one
thing or two separate things entirely?
Just a minute or two with your learning partner, go to it and let me see what you get......
All right ladies and gentlemen, are we talking one continuum or are we talking two continuums?
Two?
One?
This morning I was more of a consensus of one, some of you have said two.
I think there are two kinds of sets of capabilities here.
Uh, one skill set is being strategically minded and strategically able and have a strategic
acting.
And another one is having good execution act, good tactical, good operation acting.
I think they are kinda two skill sets.
I always thought it was like if you do one, you've got to give up the other one.
I don't think it works that way.
Take a look at this for a second.
In your organization you probably have, maybe in your own team, people who I would call
executors.
Do any of you have any of these kinds of folks on your team who they knock the cover off
the ball in terms of punch list?
You know what I mean?
They just get in and they get it done, and I have got some people on my team who are
exactly the same way and I value them.
It's sweet having some of those on your team because they are always going, their heads
kind of in for all but they go and they go.
Now do some of you have these folks in your organization?
You have a few out there.
Sometimes, these people who have a kind of thinking with their heads in the cloud, you
know they are out there in the outer space a long way and you know what, they are great
visionary people.
And I think again, we need some of those people too are kind of nice but again carried to
an extreme complained your organization and not make you able to give your customers your
client, your participant, your plan that edged what they are looking for.
Too much of that.
Any of these types out there?
You have some?
You have a name for those types?
What's that?
Define it?
These are the folks that are not doing either very well; they are not doing it the job as
a hobby.
You have some of those folks?
Now I have some clients who actually use this term, it's a little bit abrupt.
I chose not to put it up there.
Anyway, they call him the broken people.
Broken people!
That's a little bit abrupt but how about this?
Now you got a few superstars Jackie kind of referred to that, now that's a nice deal.
These are folks who they do it all and I was telling Matt this morning, I had one of the
first workshops we ever did ahead of a gentleman by the name of Jarred Gilligan.
Jared was a star; he got it, he understood it, he'd already been doing this most of this
life.
He was up there on both ends.
This is a young leader who is going to go long way early on in his career.
Here is what I think I am looking for in an organization.
Take a look at this: I am looking for people who are flexible and adaptable.
They are tactical when they need to be, they are strategic when they need to be, they read
the situations and they make a choice.
That's what I need is flexible, adaptable change agents in the organization strategic
change agents who can read