The Importance of Being Strategic

There is a reason I call myself a Leadership Strategist. Leaders cannot afford to NOT be strategic. Too much is riding on your decisions. Your customers, employees and the world at large can all be affected by a Chief Executive Officer’s decisions. In a perfect world these decisions are based on data, “the facts,” and a thorough analysis that has been vetted by your management team and Board of Directors.

If we find ourselves making decisions in a reactionary mode, it is fair to assume that these decisions will not be consistent with our personal and our corporate values. If this occurs, it is safe to predict that the decision comes with risk that has not been properly assessed. In addition, the probability of having significant, negative, unintended consequences is high.

In order to be Strategic Leaders, we must know our own values. We must continually look for ways to align our personal values with our corporate values and our decisions. When we make the daily effort to build in “think time,” we can remember what is most important. This provides the opportunity to take responsibility for driving thoughtful decision making. Chaos and confusion can be eliminated, and risks can be mitigated. Over time we will find that our people are most often on-strategy with their plans and goals. Our companies will be more profitable, have a greater market share and retain the best and brightest in talent. In addition, we will sleep better at night.

Reflection

Strategic Leaders are always strategic. Here are three questions for your 'think time.'

1. How often do I find my team members to be “off-strategy?”
2. What direct or indirect responsibility do I own when they are allowed to be “off-strategy?”
3. What processes do we have in place to support my team and me in making well thought out, strategic decisions?