Given all the uncertainties today, from global economic growth to geopolitical tensions, leaders need to concern themselves with more than just plotting out a course once a year on a static road map. Speed is the leader’s prerogative, but the pace of change cannot be dictated in a vacuum. Getting the pace and scope of the strategy right is so important, I consider it to be a foundational element of leadership—or one of the “absolutes” as I call them.
Sally Blount, dean of Northwestern University’s Kellogg School of Management, one of the top business schools in the world, observes that a good strategy transforms a compelling vision into concrete outcomes. “There are two challenges; one is finding a plan that makes sense, and the other is execution, taking it from a concept to actually making it happen.”
Feedback from the team is essential, particularly to determine if people are blocking the strategy and why.
Do they have a problem with the substance of the plan (in which case they could be right), or do they feel that they have not been heard (and therefore engaging them may help bring them on board)?
Often the problem is the pace, not the change itself (in which case the leader may be pushing the organization beyond its limits).Page 2 of 5 | Prev Page | Next Page