Not Just a Leader: An Effective, Strategic Leader

A strategic challenge is a leadership challenge — and one that top-level managers and executives can’t ignore.

Studies suggest that the ability to lead strategically is essential for success in senior roles, and in a way that is different from other management levels – CCL’s Stephanie Trovas.

Consider two findings from Management Research Group (MRG). In one study, 94 percent of senior executives indicated strategic leadership was the most critical behavior for their organization’s success. A second study found that effective senior executives scored an average of 15 percentage points higher in “strategic thinking” than effective managers.

So what does it take to be an effective strategic leader? How do vice presidents and directors and CEOs learn strategic leadership skills? In CCL’s Leading Strategically program, we break it down into 11 skills in five key areas that participants learn, practice and apply to their personal strategic leadership challenge.

Strategic Learning. Senior leaders must have a firm grasp of the business. This is the “nuts and bolts” of strategy that are commonly taught and talked about. Specifically, leaders must:

  • Have a business perspective: Understand the perspectives of different functional areas in the organization and the external conditions that affect the organization.
  • Be strategic planners: Develop long-term objectives and strategies; translate vision into realistic business strategies.
  • Master organizational decision-making: Make timely decisions; readily understand complex issues; develop solutions that effectively address problems.

Leverage Polarities. Senior leaders constantly wrestle with the strategic and practical implications of priorities that appear to be in conflict. They debate the merits of global vs. regional, rewarding the team vs. rewarding individuals, centralized vs. decentralized. To be successful in today’s environment, leaders must leverage the value of each, rather than viewing them as “either/or.” This requires the ability to:

  • Manage conflicting perspectives: Recognize that every decision has conflicting interests and constituencies; balance short-term pay-offs with long-term improvement.
  • Act systemically: Understand the political nature of the organization and work within it; establish relationships and alliances throughout the organization.

Spanning Boundaries. Leaders of functions and divisions have the essential role of creating Direction, Alignment and Commitment (DAC) across boundaries. They must learn to work across vertical, horizontal, stakeholder, demographic and geographic boundaries — and support other groups and managers to do the same. Boundary spanning requires leaders who are able to:

  • Influence across the organization: Inspire; promote a vision; persuade and motivate others; influence superiors; delegate effectively.
  • Build collaborative relationships: Build productive working relationships with coworkers and external parties.

Leading Change. Senior leaders are responsible for managing change, but also for understanding and leading their organization through the cognitive and emotional dimensions of change. They need to:

  • Promote organizational transition: Support strategies that facilitate organizational change initiatives and position the business for the future.
  • Adapt to new conditions: Show agility within changing business conditions and openness to new ideas and new methods.

Shaping Culture. Organizational culture affects strategy. Senior leaders must work within current culture and, at the same time, influence culture change for greater performance potential. Leaders will need to:

  • Initiate organizational innovation: Seize new opportunities and consistently generate new ideas; introduce and create needed change even in the face of opposition.
  • Demonstrate vision: Understand, communicate and stay focused on the organization’s vision.

“There’s a lot out there about strategy and how to be a strategic leader,” Trovas notes. “But frankly, senior leaders and executives don’t get a lot of opportunities to learn new strategic leadership skills, practice them, and work with a coach and peers to apply them.

Read more from the Center for Creative Leadership here.

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Center for Creative Leadership

The Center for Creative Leadership (CCL®) offers what no one else can: an exclusive focus on leadership education and research and unparalleled expertise in solving the leadership challenges of individuals and organizations everywhere. We equip clients around the world with the skills and insight to achieve more than they thought possible through creative leadership.

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What say you? Leave a comment!

Tere Jackson — 09/06/13 10:06 pm

I can say Houston Methodist West Hospital has one one the greatest leaders! Wayne Voss is a role model in our organization and he has the time to apply everything we are thought! He is the ICARE values, the heart of Houston Methodist Hospital System. I am so blessed to be part of this amazing organization!

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comment_post_ID); ?> I am a senior citizen who has lived in many areas of the US, the farthest south being Virginia DC area. There are several church plants in the area--some failed, some doing well. One of the sadist failures was a plant in NW Washington near a large Presbyterian Church (I had been an elder in the church, so I knew the area) where changes in church doctrine was driving many away from the PCUSA churches. There were many mature Christians who lived in the area who were very willing to participate and give generously to the church. Its failure was a loss. The pastor and his wife lived in a VA suburb, wanted something that would appeal to their tastes, which included "praise music". There was a professional piano teacher and several people who had sung in choirs in the area. Their suggestions were completely ignored. Forget that there was joyous participation in singing hymns and silence by many for the praise music. The experienced church leaders that were attending were expected to seek the wisdom of the pastor who did not live in the area rather than have any role in leadership. There is another church plant in Northern Virginia that seems to be going the same way. My take: the pastors should get past their high-school and college days culture and get to know and appreciate the people of the community. Do not try to reproduce Intervarsity or Campus Crusade. Hymns are not a sin and "uneducated" (never graduated from college) should not be ignored as uninformed or stupid. People who have served in and/or live in the area are needed in leadership and not just to serve coffee and give. We all need to pray together and serve God in the community in which there is to be a plant. Glenna Hendricks
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comment_post_ID); ?> I like it Mac and do agree with your opinions on the matter. Thanks much
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comment_post_ID); ?> In this era, we have the opportunity of professional church staff today who utilize their gifting to shape the image and atmosphere of the church organization. But the 100% real impact on the church visitors is genuine evidence of changed lives by the gospel and the active growing discipleship (just as it was in the first century church). One demonstration is financially rich believers ministering equally together with poor believers (how odd, and incredibly miraculous; all humble and bow at the foot of the cross.). It is the awesome contrast of church members vocations, race, gender, age, maturity, gifting, humility that demonstrates to visitors "there is a Spirit in the place". That first-time guest list of 10 are "physical excuses", not spiritual excuses. Those don't tell the story. The condition of facilities and publicly greeting people have zero to do with it. The power of God in and through believers lives dedicated to impact other people with their relationship bridge-building of acceptance of the lost around them. Empowered believers are infectious, loving, helpful, giving, self-less, dynamic, compelling, bold, Christ-filled. As I have been in many church settings domestically and internationally, the facilities can be poor, and yet the fellowship can still be rich. We need to operate with first church humility. People come to Christ on His terms, not on our human abilities of hospitality. A huge catastrophe in a community, disaster relief brings lots of people into churches – many come to the church in those terrible conditions no matter the physical condition of the local church. Off the condition of facility, and onto the condition of God's people (living stones).... and everything else will grow.... and the other physical issues will be corrected by the staff.
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