by Peter A. Arthur-Smith, Leadership Solutions, Inc.®

“…companies have abandoned whatever common sense they once had in favor if systems and processes that a two-week-old golden retriever would find dumb.” Martin Lindstrom, author book ‘Ministry of Common Sense

In essence, there are three things they should come to terms with:
Every leader is challenged to think ahead – to think about ongoing strategies. Without doing this they won’t be perceived as leaders. They will only be perceived as managing today at the expense of tomorrow. Despite this realization, so many executives find themselves struggling to devote sufficient time to where their organization or team is going. They do it “on the fly” or by the “seat of their pants.” They hope their good fortune will prevail. How do they resolve this real temptation?

• What is the timeline and scope of my current role?
• Do I have the team and resources to succeed?
• Am I naturally cut-out to be a Strategist?

Let’s take these three issues in turn and clarify what’s necessary:

» Based upon the adjacent schematic, the Visionist/CEO for a company of more than $10M ought to be envisioning/  positioning their firm at least 1-3 years ahead (Strategy). They should then be focused on execution in terms of engage people/collaborate with others/orchestrate performance during their current year. (NOTE: For less than $10M, the Visionist should act more as a Strategist)Timeline and Scope of Current Role?

» For Strategists/Executives, they envision/position their domains for up to 1 year ahead and are focused on their Operational requirements for their current quarter – engage their people/collaborate with others/orchestrate performance.  

» For Team Leaders/Supervisors, they envision and position events for up to 1 quarter ahead and then focus on Operational requirements for their current month – engage their team/collaborate with colleagues/orchestrate team performance.

» For Contributors/Workers, they envision and position events for up to 1 month ahead and then focus on their Operational activities over their current week to meet commitments.

• Team and Resources Required? – All too often, executives, team leaders or contributors don’t have the team around them or the resources – quality people, equipment, facilities, support, knowledgecapabilities, finance, time, and so on – to accomplish what’s required. This places them at a disadvantage from the outset. (NOTE: Your team can also be a virtual one – customers, immediate colleagues, colleagues from other teams, family, friends, etc…you are seldom completely alone.)                                                                                                       Too often they count on such resources being available to them, although their own leader is often not inclined to help them find or give such requirements sufficient attention. By allowing yourself to be placed into an inadequately resourced box is not a good idea and should be negotiated.

• Am I Cut-Out for this Role? – Unfortunately too many executives, managers or team leaders are placed in roles where they don’t have the required talents, training or expertise. In particular, they don’t have the necessary strategic capability, education or experience to fulfill such a role. By not owning up to this issue, beside the rewards and perks that often go with key roles, you may not be doing yourself, your team or your organization any favors. It’s okay to say: “I’m not ready for this step.” Some solid introspection and understanding needs to occur at such moments before pursuing a more enhanced role: “Is this really my calling?”

 Once you have contemplated these three questions, then it comes down to having the discipline and fortitude to meet your strategic obligations. One of the best moves you can make is to set aside “strategy-time” for either a full or half-day every month or six weeks. Mondays can be good days for starters.

Try to take long weekend beforehand starting-out with either a full or half-day on the Friday beforehand to start unwinding. Your Saturday and Sunday will allow you to decompress with family and/or friends and restore a thinking mind. By Monday you’ll be good-to-go for strategy-time in a quiet spot for a half or full day. That Monday will be marked in your calendar for weeks beforehand, so you can jot strategic issues into that bucket for consideration when the time comes. You will accomplish a great deal with such advance notations.

When you return to your office or place of work, you will be full-of-beans to share your thinking with your own leader and team members. They can now contribute, adjust your thoughts and take ownership of your ideas. They will likely be impressed with your leader-thinking. Refreshed once more, you will be ready to orchestrate events accordingly. It will quickly become a decisive habit, reinforced by the endorsements of those around you. “Strategy-time” will now become your leadership mantra.

To learn more about envision and decision clarity, talk with Peter A. Arthur-Smith – peter@ileadershipsolutions.com