To be an influential leader and manager, you have to be a champion of the “grand corporate strategy" as well as your own individual job strategy. However, the problem with implementation of most corporate strategy is that managers and team members alike are not linked or aligned with it. In many cases, it is difficult for team members to see how they can participate in it or how they can personally contribute to the organization strategy. Yet, with the help of a “strategy road map" everyone can connect and contribute to the grand strategy. This means going beyond just “feeling" connected. It means a real, concrete connection so there is personal ownership for the unique strategic contribution each member makes. This also means more than being involved with or having a grand strategy communicated to you it is about being a champion of your personal or own strategic leadership (http://www.cmoe.com/strategic-leadership.htm) role in the organization and keeping your eyes on the strategic radar screen.
There are two important parts of an individual strategic radar screen. The first part looks at the strategic targets that support the organization’s strategy or what we like to call “the upward targets". In some cases it may be easy for people to see how they can align with the broad strategy. But in most cases, managers and employees will need to sort through the organization’s strategy and determine how they fit in. The key is not waiting around for someone to come and tell you what to do. A strategic leader will step out and take the time to figure out how they can play a role in the organizations future. This can be accomplished by carefully studying the strategy and understanding the underlying issues and corresponding initiatives. To really gain a full understanding of what is there, you may have to do some careful research, discovery, and seek out some guidance from others. At this point you should then be able to uncover the specific aspects of the organization’s strategy that you can build your strategic targets around. These targets should be things that you have control over and can be focused on. Be careful that you are selecting targets that are truly strategic and aligned with the organization, versus routine operational tasks. Once you have decided how you can contribute and align with the organization’s strategy, build up some excitement, and launch your personal initiatives. If you really want it to be a strategic leadership force, you will need to be deeply committed to your personal strategic contribution and believe in yourself.
The second part of the strategic leadership (http://www.cmoe.com/strategic-leadership.htm) radar screen consists of the targets that are unique to you alone. These may be completely independent of the overall organizational strategy. These are targets based on something that you can be or do differently in the future. Your individual strategy should focus on efforts that will make you and your work sustainable, distinctive, and extremely value added. The difference between these two strategies is that the 2nd type will shape the future that you want to create. Individual strategic targets can be very personal and private, yet will improve your position and give you a distinctive edge. It is one thing to have ideas about what you want to accomplish, and another to find strategic success through utilizing a clear strategic roadmap or plan of your own. Your own roadmap will take you through the process of defining your target areas and get you moving towards them. It simply is not enough to just have a goal in the back of your mind, you must address it. As Basil S. Walsh, a recognized American Author said: “If you don’t know where you are going, how can you expect to get there?" This applies for your independent strategy and for your strategy linked to the organization.
With an army of strategic managers and employees pushing forward into the future, organizations will find a way to outpace competitors, ward off threats, and take on future opportunities. To learn more about the strategic leadership (http://www.cmoe.com/strategic-leadership.htm) and the process, tools, and skills to become more strategic, please contact a CMOE representative at (888)262-2499 or visit our website (http://www.cmoe.com)
Stephanie Mead is the Director of Operations for CMOE (http://www.cmoe.com). Stephanie has been assisting organizations in the areas of strategic leadership (http://www.cmoe.com/strategic-leadership.htm), coaching, leadership development, and curriculum design. She has served clients such as Pfizer, Barclays Global Investors, Cargill, Bureau of ATF and many others.
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