The Need for Speed

Do you ever feel like the world is moving faster and faster, leaving you struggling to keep up? Frustrated with a sense you’re behind and can’t catch up? If you do, you’re not alone. 

The pace of change in today's business environment is relentless, making the conditions that prompted my 2012 book Managing Performance in Turbulent Times seem almost tame in comparison. We are truly in an accelerating VUCA world - one that is volatile, uncertain, complex, and ambiguous. Add in D for digital transformation if you really want the full measure of the challenge. 

Yet every day, there are some leaders successfully taking their organizations forward despite these shifts. To meet the pace of today’s business environment, clarity of vision, focus on delivering results, and speed of action are critical.  If you’re on a management team that’s not where it needs to be, there’s good news regarding how your leaders can overcome obstacles and start delivering results from your strategy efforts.

Leveraging my research and the work in my first book, I developed what I call the Strategy-thru-Results Process. It has five steps:

• Envision your future

• Plan the strategy

• Align your organization

• Execute strategy projects

• Adapt and course correct

In this blog series, I’ll dive into each of these steps and share useful frameworks and tools that busy leaders can use to drive results in their organizations. I’ve worked with many organizations using these very resources to improve their execution capabilities in my consulting engagements, professional training, and classroom teaching with hundreds of leaders. Now you can leverage them too.  

But this isn't just about sharing what I’ve learned—I want to hear from you regarding your own team’s experience. What challenges do you face in driving results from your strategy? What questions do you have? Share your thoughts and I’ll tailor this content to address your specific interests and needs.

You can join the conversation and connect with other strategic leaders in my LinkedIn group—Strategy Education. We can leverage the power of the group to navigate the complexities of today's business landscape and make real strategic change—and measurable results—a reality.

Do We Really Need More Strategic Leaders? Yes.

A few years ago, a colleague and I developed a high potential leadership program for a FORTUNE 50 company.  To inform our program design, we conducted interviews with about twenty senior leaders from across the organization. The group’s comments were insightful, but one stood out given how directly it targeted a skills gap related to up and coming leaders in the organization: “We just don’t have enough strategic thinkers around here.”  This comment struck me as odd given the groundbreaking work the company was, and still is, doing in terms of redefining its industry.  At least per this one senior manager, strategic thinking AND strategic leadership were lacking.

The comment is compelling, but is it true?  Do organizations really need more strategic leaders?

Based upon data for over 35,000 corporate leaders around the world who received feedback on the Leadership Versatility Index 360 in the past 10 years, a full 70% were rated as demonstrating “too little” strategic leadership. The data, which covered C-level executives down to director-level managers, indicate that fewer than one in three leaders are considered “strategic” by their colleagues.

It seems the senior leader I interviewed was right after all.

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The Need to Be More Strategic—More Common than You Might Think

Recently I coached a group of new partners in a well-known, global professional services firm. The engagement consisted of reviewing each person’s 360-degree feedback while working with them to identify areas where they wanted to change their behavior to transition smoothly into their new roles. As partners, they’d still need to lead high-level client work, but they’d also be developing new business and charting the course for the firm’s future with their senior colleagues.   

It’s important to note that each person I worked with was highly accomplished, very intelligent, and exceptionally capable in their work; as expected, their 360 ratings overall were well above the instrument’s average. What was unexpected—for me and them—was the consistent comment that they needed to be ‘more strategic’. When they first received this feedback, it was met with a mix of surprise and, in some instances, confusion. One partner went so far as to say he was ‘alarmed’ by the comment.   

What’s the point? If you’re someone who’s been given this feedback too, don’t despair, you’re in good company.  At very senior levels, in the most sophisticated firms, even accomplished leaders often need to be more strategic.

Strategic Leader Blog Introduction

Welcome and thanks for reading this post. If you’re exploring this blog for the first time, hopefully you’re looking for insights into the topic of strategic leadership. It’s certainly the case that there’s no shortage of writing on leadership in general—what it is, how to think about it, and how to become a better leader.  There’s less on the topic of strategic leadership. While vitally important, it isn’t an area that’s well understood. This blog aims to fill that gap. Which brings me to its purpose:  

To serve as a resource for leaders at all levels who want to think and act more strategically.

With that in mind, the posts that follow will delve into a variety of topics related to strategic leadership:  what it is, who strategic leaders are, as well as how they think and act. To accomplish this, the blog will provide definitions, delve into various models and frameworks, present cases with examples, and illustrate strategic leadership in action—all in the spirit of helping readers develop and hone their own approach to being strategic leaders both individually and in the processes they lead. This work should yield leaders who are more effective in one of the most critical aspect of their role.

Anyone who has been or is currently a leader knows it’s difficult work. Often the daily pressures associated with responding to emails, shoring up teams, scrambling to finish deliverables, and fighting fires in general get in the way of evaluating the future. In a world that’s evolving at an ever-increasing pace, this is perilous behavior.  Sooner or later, uncertainties regarding the future resolve—those leaders who haven’t spent time considering the potential impact will find themselves at the mercy of those who have. No effective, strategically-focused leader should ever find themselves in this situation.