1. How Purposing, Positioning,
Performing and aPPraising create
strategic clarity and impact

2.  Strategy is the intent
and requisite effort
required for shaping
the future of
individuals and
organizations
 A diamond is a
substance developed
under heat and
pressure and refined
through a process
that achieves clarity
(design) and brilliance
(cut).

3.  The four elements of the strategy
diamond are mutually interactive
with each element shaping the
others and fluid with each being refashioned over
time and circumstances.
The strategic aim is for the elements to be mutually
supportive and continuously realigned – in reality, we
would always expect some degree of disharmony and
non-alignment.
In organizations the disharmony/non-alignment can
be amplified due to different people/groups being
involved in different elements of the strategic
diamond.

4.  Provides an answer
to two key
questions:
◦ What do I/we want to
achieve (results and
impact)?
◦ What do I/we want to
be AND be known for
(values and
character?
 PURPOSING –
Establishing a clear,
compelling, and
competitive vision at
individual,
interpersonal
AND/OR
institutional levels

5.  Organizations and individuals
pursue a variety of goals and
values. This requires
prioritizing and tradeoffs.
 Goals and values may change over time.
 Goals and values become more substantive
as they are communicated with clarity and
made compelling (meaningful) through
rewards and celebrations.
 Strategic purposing makes goals and values
clear, near and dear.

6.  POSITIONING –
Developing the pool of
human, financial,
production and
servicing capabilities
that will place the
company or individual
in a position to achieve
its purposes in a
challenging and
competitive
environment
 Provides an answer to
two key questions:
◦ What do I/we need to
have or have access to
achieve our/my desired
goals and values?
◦ What is the gap between
our/my present resource
pool and our/my needed
resource pool?

7.  Organizations and individuals
need a variety of resources in
order to achieve their desired
goals and values.
 Resources may be owned or accessed via
“outside” connections.
 In a competitive world it is necessary to
recognize the resources competitors may have
 Resources may be substantive (skill, machinery,
cash) or subjective (reputation, brand, morale).

8.  PERFORMING –
Committing the time
and talent needed to
transform resources
into results, and
intentions into
initiatives by making
choices that
demonstrate
persistence, resilience
and excellence
 Provides an answer
to two key questions:
◦ What do I/we need to
do to achieve results
consistent with our/my
plans?
◦ What do we need to do
to adapt to the
unplanned and
unexpected?

9.  Organizations and individuals
need to make choices, take
actions and then resiliently
respond to unexpected results.
 Performance needs to be strategically mindful
(what would success look like) and tactically
opportunistic (given the realities we now face
how do we maneuver effectively and efficiently).
 Performance needs to be sustained over time
and circumstances to achieve our goals and
values.

10.  PERFORMING –
Committing the time
and talent needed to
transform resources
into results, and
intentions into
initiatives by making
choices that
demonstrate
persistence, resilience
and excellence
 Provides an answer
to two key questions:
◦ What do I/we need to
do to achieve results
consistent with our/my
plans?
◦ What do we need to do
to adapt to the
unplanned and
unexpected?

11.  Organizations and individuals
need a variety of resources in
order to achieve their desired
goals and values.
 Resources may be owned or accessed via
“outside” connections.
 In a competitive world it is necessary to
recognize the resources competitors may have
 Resources may be substantive (skill, machinery,
cash) or subjective (reputation, brand, morale).

12.  aPPRAISNG–
Committing the time
and talent needed to
transform resources
into results, and
intentions into
initiatives by making
choices that
demonstrate
persistence, resilience
and excellence
 Provides an answer to
two key questions:
◦ How can be best gather
the evidence that will
allow us to honestly know
the results we have
achieved?
◦ How do we mindfully
(thoughtfully and
thoroughly) understand
what has happened and
why it happened?

13.  Organizations and individuals
are surprisingly resistant to
honestly and constructively
assessing and responding to actual results.
 Strategic thinking seeks to identify WHAT
happened, WHAT we can learn from those
results, and which elements we need to
change for future success: our purposing,
our positioning and/or our performing.