Be More Strategic in Business - Diana Thomas

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most important for today’s leaders of strategic organizations. As you look through these, consider the following:

      •Where do you see areas for your own improvement?

      •Do you see yourself acting like Taylor when you should be more like Sam?

      •What are one or two things you could add to your own current development plan in order to get your journey started?

      These core behaviors apply across any function. When you build your own development plan, don’t forget to drill down into your own discipline for function-specific competencies.

      1.Plan and act strategically. Develop a clear and compelling vision, strategy, or action plan that is aligned with your organization’s goals and possesses a clear view of the future of the company. Having better industry and cultural knowledge enables you to anticipate market and economic trends. Take a longer-term view of the business and the market, and translate the business strategy into meaningful goals and objectives for your department.

      Strategic Sam behaviors

      •Evaluates and pursues opportunities based on their fit with the broader organization

      •Helps others understand how they impact measures of business performance and the organization’s overall business success

      •Creates a long-term vision for the organization that clearly defines how it will achieve maximum and sustainable competitive advantage

      •Ensures business plans and investments consider future needs and global/industry trends

      •Creates a solid plan, and then act upon that plan

      •Makes informed decisions based on the best data available

      Tactical Taylor behaviors

      •Has little or no understanding of or interest in the vision/strategy of the business or of how individual or team goals connect to it

      •Stays focused on their own initial objectives and priorities, even when the business circumstances change

      •Spends excessive time on elements too tactical for her job level

      •Does not keep apprised of industry trends and changes

      •Is often seen as working in a silo

      •Does not build professional networks across the organization

      •Is excited to jump into doing without a clear plan or understanding of the purpose

      2.Customer and stakeholder focus and understanding. Understand your customers’ and stakeholders’ needs, concerns, and problems. Strive to deliver high-quality products and superior services that exceed the expectations of your internal and external customers.

      Strategic Sam behaviors

      •Stays in touch and listens to internal and external customer feedback

      •Focuses the organization on maximizing key customer offerings and efforts that enhance loyalty and commitment

      •Enhances colleagues’ understanding and appreciation of a diverse customer base

      •Monitors the external environment to identify long-term implications of change, e.g., the market or customer behavior

      Tactical Taylor behaviors

      •Does not approach issues with a customer-first mindset

      •Does not truly listen to her customers’ and colleagues’ needs

      •Reacts instinctively and jumps on a quick solution

      •Fail to recognize opportunities and the potential impact on the customer

      •Not taking time for customer and stakeholder contact

      •Assume that all customers’ and stakeholders’ needs are the same and/or cannot change

      3.Develop and lead engaged and committed teams. Build a highly engaged and committed team. Leverage the skills and commitment of your team to accomplish stretch goals and objectives. Build and leverage your talent base by seeking out high performers, helping others develop and grow, rewarding high achievement, and supporting diversity of thought and perspective. Make your teams the most desirable place to work in the company.

      Strategic Sam behaviors

      •Holds self and others accountable for developing people

      •Identifies and develops talent pools that reflect workforce demographics and business needs

      •Creates an environment that retains talented people by addressing critical workplace issues, e.g., career development, work environment, and life balance

      •Leverages diversity to drive superior performance

      •Ensures that she and her direct reports have clear, specific performance objectives in writing

      Tactical Taylor behaviors

      •Overemphasizes proving oneself and fails to give credit to others

      •Fails to give others constructive performance feedback

      •Does not let go of tasks that should be accomplished by others

      •Does not apply consistent criteria and standards when making decisions about the people on her team

      4.Lead through influence. Positively influence others and collaborate in ways that inspire others to take action and/or change their perspectives.

      Strategic Sam behaviors

      •Creates new and uses existing coalitions to achieve organizational results

      •Builds a broad base of support and influences key internal and external leaders

      •Ensures leaders are motivating their employees with minimal reliance on authority

      •Inspires passion and excitement in others by appealing to their values and goals

      •Hires the best people who are motivated to support the vision

      Tactical Taylor behaviors

      •Often fails to get support for ideas and projects

      •Fails to energize others

      •Does not make others feel as though their point of view has been heard

      •Is only able to get things accomplished through a directive leadership style

      •Hires people who can be micromanaged so they will produce more work

      5.Lead change and innovation. Identify the changing needs of customers, employees, and the system as a whole, and successfully lead innovation that improves the business.

      Strategic Sam behaviors

      •Champions ideas and best practices from both within and outside of the organization

      •Leads change in strategic directions for the organization in response to customer or system needs

      •Develops strategies for large-scale change initiatives

      •Creates a culture that fosters innovation

      Tactical Taylor behaviors

      •Stays fixed on how things have always been done

      •Resists new ideas

      •Avoids taking risks

      •Applies old solutions to new problems

      •Generates ideas that are not suitable for the needs of the business

      6.Continual learning. Continual learning is an attribute that reflects your ability and willingness to change and gain from experiences and to apply learning effectively across diverse situations. Assess and recognize your own strengths and opportunities and pursue self-development as needed. Leading research supports the understanding that learning orientation is an indicator of success in future

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