MORE IDEAS FROM THE ARTICLE
An executive needs those she leads to translate strategic insights into choices that drive results. For people to commit to carrying out an executive’s strategic thinking, they have to both understand and believe in it. But repeated explanations don’t necessarily increase people’s understanding and ownership of strategy. Making them discuss the pros and cons of it make it so the problem is better understood and flaws are identified and fixed increasing ownership for success.
When someone is promoted into a function that requires strategic leadership it’s easy to spend time fixing what was wrong in their previous function but that often isn’t what the strategic leadership position requires. So, identify the strategic requirements of your job and focus on them.
Once a strategic plan is set, resources must be aligned to focus on that contribution. Great strategic executives know how to use data to generate new insights about how they and their industries make money. Examining patterns of performance over time — financial, operational, customer, and competitive data — will reveal critical foresight about future opportunities and risks and allow proper resource management.
Strategic thinkers understand and dig deeper when analyzing processes, developing and applying performance metrics, collecting data and producing analytics for better decision-making. They challenge the involved to consider answers for important questions.
Many managers and leaders focus obsessively on their current jobs. They don't believe they can be successful without that single focus.
However, most realize that to advance your career, especially to the C-suite, you need diverse experiences in a variety of functions, industries, and geographies.