Strategic

Leadership in
Government

DR. RAMIR B. UYTICO, CESO IV

“Every institution is vulnerable, no matter
how great. No matter how much you’ve
achieved, no matter how far you’ve gone,
no matter how much power you’ve
garnered, you are vulnerable to decline.
There is no law of nature that the most
powerful will inevitably remain at the top.
Anyone can fall and most eventually do.”

-Jim Collins-
Strategic Leadership

 It is a multi-functional work that involves

working through others.

 It considers the entire enterprise rather than

just a sub-unit.

 It is a managerial frame of reference.

Strategic Leadership

 It is the ability to influence others in the

organization to voluntarily make day-to-day
decisions that lead to the organization’s
long-term growth and survival, and maintain
its short-term financial health.

 It emphasizes shared values and a clear

vision, both of which will enable and allow
employees to make decisions with minimal
formal monitoring or control mechanisms.
Strategic Leadership

 Good strategic leadership is about having your radar

“always on” identifying emergent changes in your
macro environment or industry environment and
altering your course in response to those identified
environmental changes.

 On the run, your planning or revisiting your strategic

decisions normally results in subtle changes in your
business direction. Very occasionally you will be
required to make whole scale changes to your
chosen direction.
Strategic Leadership

 Strategic leadership is about continuously

completing all four steps of the strategic
process concurrently.

 That is continually refreshing your SWOT

analysis, generating options and making
choices, continually implementing strategic
decisions and reviewing the effectiveness of
these decisions.
Strategic Leadership

 Strategic leaders model the path to success.

They “raise” future strategic leaders. They
are servant leaders who position, equip,
train, and supervise their people for success.
“Liberate the leader in everyone, and extraordinary
things happen.” 
James Kouzes & Barry Posner, The Leadership
Challenge
What Does a Strategic
Leader Do?
 The key difference between a leader and a
strategic leader is that the strategic leader
has a well-defined vision for the future.
 The vision gives strategic leadership a
strong sense of purpose every day.
 A strategic leader needs to be able to
communicate the vision in order for
others to sign up for the journey and
understand their role in it.
Coca-Cola’s Vision

To be the best beverage sales and customer

service company.
Strategic Priorities

 Grow value of existing brands and expand

our product portfolio responsibly.
 Transform our go‑to‑market model to
improve efficiency and effectiveness.
 Attract, develop and retain a highly
talented and diverse workforce.
Coca-Cola’s Values

 Accountable: We do what we say we will

do.
 Customer‑focused: We succeed only
when we exceed the expectations of our
customers.
 Team‑driven: We win as a team, and do it
the right way.
Starbucks Coffee Mission
and Vision Statement
To inspire and nurture the human spirit –
one person, one cup and one
neighborhood at a time.
Six Key Elements
 Coffee – high quality has always been the passion
and hard work has been done to maintain and
improve that
 Partners – everyone who works is considered a
partner (shared passion)
 Customers – human connection
 Stores – haven for people
 Neighborhood – part of the community
 Shareholders- reward everyone involved in the
company
DepED Vision
We dream of Filipinos
who passionately love their country
and whose values and competencies
enable them to realize their full potential
and contribute meaningfully to building
the nation.

As a learner-centered public institution,

the Department of Education
continuously improves itself
to better serve its stakeholders.
What Does a Strategic
Leader Do?
 Another key point to remember is that
strategic leadership works best when the
leader is able to use influence, not
dominance, to rally the troops.
 The responsibility of a strategic leader is
to be able to manage through tough times
as well as good times.
 The ability to anticipate and manage
through chaos is of prime importance.
Are you a strategic leader?

 Do you have good access to important

information about your company and the
marketplace?
 Do you have a clear vision for the future of
your company and a plan to get there?
 Do you run your company according to that
plan, investing appropriately, hiring the right
skill sets for tomorrow and upgrading
technology? In other words, do you budget to
a plan or plan a budget?
Are you a strategic leader?

 Do you have the right people to get you

there?
 Do you spend as much time on the future as
today?
 Do you limit your tomorrow by your success
today? In other words, do you limit change
due to current success, even though
tomorrow’s world may be different?
Are you a strategic leader?

 Are you able to identify risks and minimize

them with contingency planning or are you
risk adverse?
 Do you fear change? And are you able to lead
change?
 Have you adequately communicated your
vision and expectations of others?
 Do you have measures in place that will show
you moving toward your vision one step at a
time?
Effective strategic leaders are
characterized by the way in which
they help their teams to be
successful. They:
 Create a focus.
 Communicate their strategy.
 Implement their strategies through
projects.
 Get each project team to develop a
project plan.
 Get their teams to plan for success.
They ask their teams:
 What support will you need from me, or from
others, to implement the project successfully?
 How will your priorities need to change to give
you the space to achieve on this project?
 What barriers exist in the team or the
organization that could prevent us from
achieving success in both our normal jobs
and our projects?
They ask their teams:
 What can we do to remove these barriers?
 How can we work together better as a team, to
make it easier for all of us to achieve?

 By providing their team with focus, discipline

and support, they help their teams to be
successful. In turn, they are seen as effective and
successful leaders.
DR. RAMIR B. UYTICO, CESO IV
Schools Division Superintendent
- Focuses on the utilization of indigenous culture and arts in
the development and enhancement of academic and
artistic talents of the learners.
Enriched the prescribed curriculum by contextualizing
the subjects within the local cultural and artistic
heritage of the community
Improved instruction through indigenized pedagogical
interventions
Designed prototype K to 12 assessment materials
Decreased dropout rate and increased participation rate
- Generates data of each employee so that grant of benefits
could be tracked and given on time.

Timely and speedy release of employee benefits

Easy access to employees’ records

- Saves the Students at Risk of Dropping Out ( SARDOs) by
giving them the opportunity to stay with nurturing foster
families who could provide them with financial, moral, and
academic assistance, thereby giving them the chance to
live with dignity and pride.

Accomplishment:
For two consecutive school years, all beneficiaries
were saved.
For school year 2014-2015, it involves 105 SARDOs.

Negros Oriental State University has adopted the project

since school year 2013-2014.
- Addresses the apparent indifference of learners toward
reading and improves their reading comprehension skills
through the institution of reading circles.

Maximized utilization of the library hub

Revived learners’ love for reading

- A Storytelling in Cebuano on air in support of the
implementation of Mother Tongue-Based Multi-Lingual
Education (MTB-MLE).

- It is aried over three (3) radio stations in Dumaguete City

every Sunday which is sponsored by Congressman George
P. Arnaiz, City Mayor Manuel T. Sagarbarria, Manila Bulletin
and Asia United Bank.
- Passionate execution of a vision has to be part of an
organization’s culture, driving the behavior of all leaders at
all levels.
The heart of execution lies in three core processes:
people process
strategy process
operation process

Execution is the missing link between aspirations and results.

www.depeddumaguete.com.ph