1 00:00:00,005 --> 00:00:02,004 - [Narrator] Remember, many of the videos in our course 2 00:00:02,004 --> 00:00:06,002 have discussion prompts and exercise output handouts. 3 00:00:06,002 --> 00:00:08,007 Be sure to download these before watching the videos, 4 00:00:08,007 --> 00:00:10,006 since you might want to take some notes on them 5 00:00:10,006 --> 00:00:12,000 and refer to them, 6 00:00:12,000 --> 00:00:15,006 or the solutions we'll cover as you go through the course 7 00:00:15,006 --> 00:00:17,006 and in later videos. 8 00:00:17,006 --> 00:00:19,004 Let's think though about the roles 9 00:00:19,004 --> 00:00:21,009 that people have in organizations. 10 00:00:21,009 --> 00:00:24,002 As you see in this chart, at the top, 11 00:00:24,002 --> 00:00:27,006 there's the individual contributor, or professional. 12 00:00:27,006 --> 00:00:31,003 Here, success is achieved by being able to do the work 13 00:00:31,003 --> 00:00:33,000 and to have the skills necessary 14 00:00:33,000 --> 00:00:36,003 to make one a successful individual contributor. 15 00:00:36,003 --> 00:00:38,001 While a team member demonstrates 16 00:00:38,001 --> 00:00:40,008 solid individual task success, 17 00:00:40,008 --> 00:00:43,006 they'll eventually be promoted to manager. 18 00:00:43,006 --> 00:00:45,008 In this role, the individual has authority 19 00:00:45,008 --> 00:00:49,000 based on their position in the organization. 20 00:00:49,000 --> 00:00:51,002 This transition can sometimes be difficult 21 00:00:51,002 --> 00:00:54,001 because a manager moves from managing tasks 22 00:00:54,001 --> 00:00:55,008 to managing people. 23 00:00:55,008 --> 00:00:57,007 Micromanagement is a common mistake 24 00:00:57,007 --> 00:00:59,008 that first time managers will make, 25 00:00:59,008 --> 00:01:02,001 as well as not delegating effectively 26 00:01:02,001 --> 00:01:04,008 or trying to take on too much of the workload 27 00:01:04,008 --> 00:01:06,009 that the team should be handling. 28 00:01:06,009 --> 00:01:08,003 Eventually, though, 29 00:01:08,003 --> 00:01:11,000 if a manager is successful managing a team 30 00:01:11,000 --> 00:01:15,002 or multiple teams, they might be promoted to being a leader 31 00:01:15,002 --> 00:01:16,008 in the organization. 32 00:01:16,008 --> 00:01:18,005 This, again, is a very different role 33 00:01:18,005 --> 00:01:22,003 because power comes not from task expertise, 34 00:01:22,003 --> 00:01:25,008 like professionals, or from positional authority, 35 00:01:25,008 --> 00:01:29,004 like managers, but from a leader's ability to create 36 00:01:29,004 --> 00:01:33,001 and to manage relationships with diverse individuals, teams, 37 00:01:33,001 --> 00:01:35,006 and other managers and leaders. 38 00:01:35,006 --> 00:01:38,002 In this way, leaders are more likely to be followed 39 00:01:38,002 --> 00:01:40,007 based on their relationships with others. 40 00:01:40,007 --> 00:01:43,003 Their power actually comes less from positions 41 00:01:43,003 --> 00:01:45,005 and skills than from their abilities 42 00:01:45,005 --> 00:01:49,002 to maintain relationships across teams and organizations 43 00:01:49,002 --> 00:01:52,005 and to extract value from those relationships. 44 00:01:52,005 --> 00:01:55,002 Regardless of level in an organization though, 45 00:01:55,002 --> 00:01:57,003 the key strategic challenges that you face 46 00:01:57,003 --> 00:01:59,008 can be summarized as follows. 47 00:01:59,008 --> 00:02:03,006 You need to take your big ideas here, in the upper left, 48 00:02:03,006 --> 00:02:05,003 combine them with the capabilities 49 00:02:05,003 --> 00:02:07,006 that you have, in the upper right, 50 00:02:07,006 --> 00:02:10,006 and then put them together inside your context 51 00:02:10,006 --> 00:02:14,006 or your ecosystem in order to achieve results. 52 00:02:14,006 --> 00:02:18,000 This combination of idea, or concept, 53 00:02:18,000 --> 00:02:20,004 capabilities that you have or need 54 00:02:20,004 --> 00:02:23,001 and the context in which you're trying to execute 55 00:02:23,001 --> 00:02:26,003 your big idea will hopefully lead to results. 56 00:02:26,003 --> 00:02:30,003 But you need to find pathways to get to those results 57 00:02:30,003 --> 00:02:32,004 that best utilize your skills, 58 00:02:32,004 --> 00:02:34,009 realizing that others are out there trying 59 00:02:34,009 --> 00:02:37,005 to do possibly the same thing. 60 00:02:37,005 --> 00:02:39,008 Jim Collins, one of the co-authors 61 00:02:39,008 --> 00:02:43,003 of a classic business text called "Built to Last," 62 00:02:43,003 --> 00:02:46,003 suggested in a 2001 Harvard Business Review article 63 00:02:46,003 --> 00:02:49,008 called "Level 5 Leadership," that the greatest firms 64 00:02:49,008 --> 00:02:53,000 are led by so-called Level 5 leaders, 65 00:02:53,000 --> 00:02:56,001 leaders who lead not by authority or position, 66 00:02:56,001 --> 00:02:58,001 but by being personally humble 67 00:02:58,001 --> 00:03:00,002 and getting others to follow them 68 00:03:00,002 --> 00:03:02,008 through their professional will. 69 00:03:02,008 --> 00:03:05,005 If you look at this chart of five levels, 70 00:03:05,005 --> 00:03:08,004 notice that Collins says that everybody is a leader 71 00:03:08,004 --> 00:03:11,009 in some way, even the Level 1 professionals, 72 00:03:11,009 --> 00:03:14,002 as they become contributing team members, 73 00:03:14,002 --> 00:03:16,005 eventually promoted to managers, 74 00:03:16,005 --> 00:03:19,005 leaders who help achieve other people's visions, 75 00:03:19,005 --> 00:03:21,007 and then those personally humble 76 00:03:21,007 --> 00:03:26,007 and willful leaders that establish the vision for a company 77 00:03:26,007 --> 00:03:28,007 or for a team's future. 78 00:03:28,007 --> 00:03:30,005 So as a data scientist, 79 00:03:30,005 --> 00:03:32,009 where are you on this leadership spectrum? 80 00:03:32,009 --> 00:03:34,006 Where is your boss? 81 00:03:34,006 --> 00:03:36,009 Where does your team think about you, 82 00:03:36,009 --> 00:03:40,000 in terms of what level they think you are? 83 00:03:40,000 --> 00:03:42,002 How likely are you to move to the next level? 84 00:03:42,002 --> 00:03:43,005 And, quite frankly, 85 00:03:43,005 --> 00:03:46,009 who are the Level 5 leaders in your view? 86 00:03:46,009 --> 00:03:50,007 Who do you look up to as the epitome of leadership? 87 00:03:50,007 --> 00:03:53,007 Pause the video here and write down some of your answers 88 00:03:53,007 --> 00:03:57,004 to these questions in the Notes area of our course. 89 00:03:57,004 --> 00:03:58,009 But why do you, 90 00:03:58,009 --> 00:04:03,001 or why does your firm, even need strategy, per se? 91 00:04:03,001 --> 00:04:04,005 Let's dive into this question 92 00:04:04,005 --> 00:04:07,000 of, "Why strategy?" in our next video.