Abstract: Most business leaders can develop a business strategy, but usually neglect what is equally important, a leadership strategy. A leadership strategy that focuses on people who must implement the business strategy become cause leaders who take ardent action for the success of the strategy.
During World War II, Winston Churchill had written a framed on his desk that said: "It is not enough to say that we are doing our best. We need to do what is necessary".
The world demands results. Good intentions and promises do not need it. And one of the best ways for any leader to get results is to apply a strategy which is a plan, method or series of actions for Obtaining a specific purpose or outcome. No matter what job you have or how many people you are bringing, if you will not be faced with the challenges of developing and implementing strategies, you're limiting your ability to get results.
In a sense, the strategies are promissory notes, payment due upon demand. One reason for their less worthy of race is not supported by a leadership strategy.
Leadership strategy - you've heard? I bet you do not have. First, it is not taught in business schools. And for another, even in the unlikely event that you have heard and know what is, probably do not know how to make it happen.
This article will show you what a leadership strategy and how to establish it. Can be much more important to your business strategy standards.
Whereas a company's strategy to marshal an organization's functions around central, organizing concepts, a leadership strategy, on the other hand, seeks to obtain, organize and direct the heartfelt commitment of those who must carry out its business strategy.
The business strategy is the sail, the Leadership Strategy the ballast. Without a leadership strategy, business strategies capsize more.
To understand what a leadership strategy is, let's look at your past leadership activities.
Divide a single sheet of paper into two columns labeled A & B. At the top of the column of a business writing (or organizational) strategies. " On top of column B write, "Leadership Strategies" - in other words, what strategies were used to obtain commitments hearts of the people to carry out business strategies?
Think about the strategies the organization has developed in recent years. Could be the product strategies, service strategies, growth strategies, sales strategies, marketing strategies. No need to explain it in detail, just give each strategy of a tag and write the tag.
Maybe the ads in column A match the ads in column B? There were ads all in column B? This gap between what was in column A and what was in column B is a gap killer. This means that business strategies were not increased by Leadership Strategies. And when this happens, the results suffer.
I do not care if you bring three people or three thousand three hundred and more. I do not care if you are in sales, are a central supervisor, manager or marketing, COO, CFO or CEO. You're going to need a leadership strategy.
And if I do not think you need any kind of strategy, think again. Whatever job you're doing takes strategic thinking. In fact, getting into the habit of watching everything you do in strategic terms gives you a great advantage in your career.
The roots of the word "strategy" comes from two German words, understood as the first encamped or spread out army and then second word meaning "to drive." In other words, a strategy sets a direction, organization and strength of an organization otherwise missing.
Most corporate executives are a good business strategy development. Are taught in business schools. But I bet that 9,999 out of 10,000 managers do not know what is a strategy of leadership, not to mention as part of a corporate strategy.
Leadership strategies not taught in business schools, because these strategies do not find their meaning in abstract formulations or case studies, but what can not be taught but must be lived, process and report.
And if you have not thought of a leadership strategy as before, start thinking about it now, Because you can boost your career in many ways.
Most leaders develop their strategies in bunkers, without taking into account those outside the bunker who have to implement it. Unwittingly, they buy the "fallacy of automatic reciprocity" - the belief that their devotion to the cause is automatically reciprocated by the people they lead. It 's a mistake because reciprocity is not automatic. Can not be ordered. Must be cultivated and won.
Here, then, are five steps to developing a leadership strategy.
(1) Understand your business strategy. There are many books and courses on developing business strategies. I do not want to reinvent the wheel. Suffice it to say that you should clearly develop this strategy.
(2) Identify the dream (s) of the leading causes.
Why do I say "dreams"? Far from being fluff, the stuff that dreams are hard, are made of measured results.
Look at it this way: Leadership is motivational or stumbling in the dark. The best leaders do not order people to do a job, the best leaders motivate people to want to do the job.
The problem is that the vast majority of managers do not deepen the profound aspects of human motivation and thus are not able to effectively motivate people.
Drill down through goals and aims and aspirations and ambitions and press the foundation of motivation, the dream. Many leaders fail to heed.
Dreams are not goals and objectives. The objectives are the result toward which efforts are directed. The realization of a dream that may contain targets, which may be milestones on the road to dreams. But the achievement of a goal does not necessarily achieve a dream.
For example, Martin Luther King did not say, "I have a goal." Or "I have a goal." The power of his speech was "I have a dream".
Dreams are not aspirations and ambitions. Aspirations and ambitions are strong desires to achieve something. King said he had no aspiration or ambition that ".... one day this nation will rise up and live out the true meaning of its creed: 'We hold these truths to be self evident, that all men are created equal. '"He said he had a dream.
If you are a leader speaks to people's aspirations and ambitions, we are talking about something that motivates them, yes, but not necessarily draw the heartwood of their motivation.
After all, you may aspire or be ambitious to achieve a dream. But the aspiration and ambition may also be connected to things of lesser importance than a dream.
A dream embraces our most cherished desires. It embodies our very identity. We often do not feel fulfilled as human beings until we realize our dreams.
If leaders are avoiding people's dreams, if leaders are simply setting goals (as important as goals are), they miss the best opportunity to help those people to act to achieve great results burning.
I teach leaders to get their organizations into the realm to achieve "results faster, continually." To do so, please take the trouble to understand the dreams of the people they lead.
(3) Creating a shared dream. If your vision of where you want to go to the organization and their dream of where they want to go are shared, is called a shared dream. In addition, you can not take the next step if you have not developed a shared dream.
Look at it this way: The crucial issue of leadership strategy is not the motivation of leaders. As a leader, you must be motivated. If you're not motivated, you should not be an advantage. The crucial question is: can you transfer your motivation to people so that they are as motivated as you?
(By the way, the dream is not shared "win / win." As we shall see, is much deeper and richer than the relationship of self-restraint "win / win" for the difference in a win / win ", the shared dream is a process of ongoing relationship from which flow mutually beneficial expectations and solutions.)
(4) Turn the dream into a strategy of shared leadership. The leadership strategy is the dream shared shows with an action plan.
The Action Plan, outlining the steps that lead to shared dream. The first stage can be a comprehensive, rigorous identification of the needs of leaders involved and how those needs dovetail in business strategy. (Remember, you can use this process with any number of animals involved. Just scale up the number.)
Churchill was right, "... we have to do what is necessary".
And one of the best ways for any leader to get people to be able to do what is necessary is to combine a business strategy to a strategy Leadership.
2005 © The Filson Leadership Group, Inc. All rights reserved.
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