On being strategic...

One of the hallmarks of an accomplished leader is being strategic.  And that perspective is certainly reinforced with a number of leaders that I have engaged with whether they be a CEO with a long track record or a leader who is aspiring to advance up the corporate ladder.  Regardless of circumstance there is a desire, sometimes even bordering on a sense of urgency, to develop one's strategic outlook, capacity and skills.  There is a perceived risk that one's leadership career will stall for lack of developing strategic skills and outlook. While that may be true - and I believe one could argue that too many leaders are in significant positions without strategic skills - the first question to address is what does it mean to be strategic.

So what does it mean to be strategic?  I believe there a few key components or factors that define what it means to be strategic.  First, there is certainly some element of being visionary or anticipatory.  Strategic leaders are not just focused on what's directly in front of them.  Rather there is a willingness and an ability to look forward many years and consider a number of variables that might impact the business.  Make no mistake, the ability and willingness to look far beyond the horizon does not all equate to clarity of vision.  However, by keeping "eyes up" a leader permits themselves to see challenges and opportunities long before they become evident to everyone else.

Because the future view is cloudy being a strategic thinker requires another essential skill - the ability to critically evaluate all of the information coming at you.  Very often the varied sources of information can also be contradictory.  A strategic leaders has to be able to critically evaluate this disparate data stream to ensure that decisions taken in the short-term are a combination of reasoned and assertive.  Competitive advantage is not gained by being timid but nor is an organization successful if it responds to every twitch in the marketplace.

Both of the above factors also imply an ability of a strategic leader to be comfortable with ambiguity. Rarely - if ever - is the information available to a leader 100% accurate or complete.  I have often tried to get this message across to leaders through a weather analogy.  If there is a 60% chance of rain how do you prepare?  How is that different if there is a 10% chance versus an 80% chance?  When do you have enough information to act?  Waiting until you have 100% certainty is not strategic nor is likely to support development or maintenance of competitive advantage.

Ultimately, a vision is only worthwhile or a leader is only recognized as being visionary if action is attached to that vision.  Action without vision is a nightmare.  Vision without action is a dream.  Those leaders ultimately recognized as being strategic have the courage and the determination to see their vision through to conclusion.  Being strategic implies a necessary degree of courage (in the face of imperfect information noted above) and the fact that most of the people you have to work with as a leader may have a different view of the world than you do and/or are content with the world and their place in it as things currently are.  This latter point is particularly important if a business is in fact enjoying great success in the moment.  Why fix what isn't broken?  Why break something that has been working well? 

I've identified only a few elements of what I believe characterizes a strategic leader.  I could certainly add in more elements such as humility, ability to influence or communicate, and a commitment to continuous learning.  More importantly at this point what needs to be addressed - in my next post - is how does one develop those traits that distinguish a strategic leader from others.  What steps and actions can one undertake and engage in to develop one's strategic acumen?  I don't believe it's luck of the draw or "natural born" leadership.  

Strategic leadership also requires strategic planning and action on a personal level.   Concrete, intentional planning and action can help any leader further hone their skill in service of their career and business.  It's about leadership for self and others.
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Greg Hadubiak, MHSA, FACHE(R), CEC, PCC
President & Co-Founder
BreakPoint Solutions
www.breakpoint.solutions
gregh@breakpoint.solutions




Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.