How clear is your organization's strategic plan?
I get it -- we've laid out a general path and some ideas of how to reach our goal but some parts are fuzzy. 44.54%
It's unclear -- we haven't articulated a straightforward path or a well-defined destination. 24.81%
Crystal clear -- we know exactly where we're going and how we'll get there. 16.00%
What strategy? We focus on the daily operations and "long term" means "next week." 14.66%
In search of direction: One of your key responsibilities as a leader is stepping back from the day-to-day and looking out on the horizon. Don't hesitate to do so even if you're not in the corporate strategy group or your title doesn't have three letters in it beginning with "C." Your team can handle the operational stuff. Let them do their jobs. Build some "think time" into your calendar to look down the road ahead and paint a picture of your destination. Ask the same of your leaders. Hold them accountable for doing their job of setting that broader direction. If they're not doing so, offer them your thoughts on what that direction could be. Every leader likes having someone on their team who can be a thought partner on strategic issues. Without a defined destination, you're simply making widgets and you may wake up one day to find the widget is obsolete because the strategic landscape around you changed while you were hunched over the widget machine. --Mike Figliuolo, managing director of ThoughtLeaders
I get it -- we've laid out a general path and some ideas of how to reach our goal but some parts are fuzzy. 44.54%
It's unclear -- we haven't articulated a straightforward path or a well-defined destination. 24.81%
Crystal clear -- we know exactly where we're going and how we'll get there. 16.00%
What strategy? We focus on the daily operations and "long term" means "next week." 14.66%
In search of direction: One of your key responsibilities as a leader is stepping back from the day-to-day and looking out on the horizon. Don't hesitate to do so even if you're not in the corporate strategy group or your title doesn't have three letters in it beginning with "C." Your team can handle the operational stuff. Let them do their jobs. Build some "think time" into your calendar to look down the road ahead and paint a picture of your destination. Ask the same of your leaders. Hold them accountable for doing their job of setting that broader direction. If they're not doing so, offer them your thoughts on what that direction could be. Every leader likes having someone on their team who can be a thought partner on strategic issues. Without a defined destination, you're simply making widgets and you may wake up one day to find the widget is obsolete because the strategic landscape around you changed while you were hunched over the widget machine. --Mike Figliuolo, managing director of ThoughtLeaders
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