The Leader of A Firm
Great leaders use their personal strengths to focus an organization.
At right is a classic leadership model
used to describe the interaction of three critical skills for the leader of a firm.
- works with people and understand the customer,
- aligns the team, get folks to perform and
- formulates a strategy to position the firm and explain that vision
Most successful leaders of an organization are strong in at least two of these three skills.
The Stragtegic Planning Team
The Leaders in the Firm - Their Roles
The model I use as a facilitator to help strategic planning team members, who
are leaders in the firm, understand their role in the strategy formulation process evolves from the leadership
Positioners formulate strategy, adapters work well with customers and understand the customer's needs,
and aligners focus on the efficiency and focus of the business — they get the work done.
triangle is inverted because the aligners constrain positioners and adapters options. There is a continous
balancing act to keep the firm focused.
Aligners comprise most
of the key players in a firm. They are responsible to get work done. They enforce the culture. Most folks
are aligners and they seek a balance from the positioners and adapters on a practical approach they can carry
There are necessary tensions between the three perspectives: profitable growth, cost containment and innovation
that I will discuss next.
The website focuses on blending the three perspectives to benefit the customer, make a sustainable profit
and efficiently sharing assets.
The Process chapters - positioners and adapters
The Process chapters are going to help you with strategy formulation and show you how to quickly grasp the
The How To chapters - the aligners
The "how to" chapters offer practical advice that hundreds
of my seminar participants have agreed will help you work with people.
Schools of Thought - positoin, adapt or align
The Tensions: growth, costs, innovation