{"id":346,"date":"2019-09-28T23:08:51","date_gmt":"2019-09-28T23:08:51","guid":{"rendered":"https:\/\/blog.ims-online.com\/?p=346"},"modified":"2019-10-14T02:47:27","modified_gmt":"2019-10-14T02:47:27","slug":"becoming-a-strategic-leader","status":"publish","type":"post","link":"https:\/\/blog.ims-online.com\/index.php\/2019\/09\/28\/becoming-a-strategic-leader\/","title":{"rendered":"BECOMING A STRATEGIC LEADER"},"content":{"rendered":"\n

Aspiring young leaders often ask me, \u201cHow can I learn\nto think and lead strategically?\u201d \nNormally, I smile and reply, \u201cHow do you get to Carnegie Hall?\u201d  The answer is, of course, practice.  Lots and lots of practice.  That\u2019s how you get to Carnegie Hall, and\nthat\u2019s how you learn to think and lead strategically. <\/p>\n\n\n\n

Strategic leadership is a form of leadership that is future-oriented and broad in scope. It emphasizes building the organizational capabilities and culture that strengthen a firm\u2019s competitiveness and its ability to create customer and economic value on a sustainable basis. Strategic leaders speak a language of growth and value creation, rather than cost-cutting and downsizing. <\/p>\n\n\n\n

Role of Strategic Thinking<\/h3>\n\n\n\n

Strategic thinking is the engine room of strategic leadership. It\u2019s impossible to lead strategically without the ability to think strategically. They are two sides of the same coin. Strategic leaders have an innate ability to recognize patterns and seize emerging growth opportunities in dynamic market environments and tend to have strong conceptual skills and immense creative capacity that is fueled by an insatiable curiosity, openness to new experiences, a vivid imagination, and eclectic interests. <\/p>\n\n\n\n

Many leaders struggle with strategic thinking and\nregard it as an inborn trait possessed by members of the lucky gene club rather\nthan a cognitive capability\u2014a mind-set and muscle\u2014that can be developed.  It\u2019s is my belief, however, that with the\nright development experiences, working under the watchful eye of a master\nteacher\/coach with expertise in enterprise-level strategic thinking and\ntransformation, operationally oriented managers can develop the capacity to\nthink and lead strategically in dynamic market environments that are undergoing\nprofound change. I have watched scores of operationally oriented managers\ndevelop the capacity to think and lead strategically in my executive\ndevelopment programs. <\/p>\n\n\n\n

Building Your Strategic Muscle<\/strong><\/h3>\n\n\n\n

Here are some tips and development activities for\ndeveloping your capacity to think and lead strategically.  <\/p>\n\n\n\n

Read Business Journals to Develop a Repertoire of Patterns<\/h3>\n\n\n\n

Strategic thinkers are expert pattern recognizers. A leader learns how to think strategically one pattern at a time. Commonly recurring patterns in business include a disruptive threat from a new entrant, organizational decline and renewal, growth spurts and growth stalls, industry maturation and commoditization, and price wars that create a death spiral. <\/p>\n\n\n\n

A great way to develop a\nrepertoire of patterns is through reading business journals and case examples\nin business books. Most of the strategic leaders that I have worked with are\nvoracious readers and lifelong learners. Reading periodicals like Businessweek<\/em>\nor the Wall Street Journal<\/em> is a great way to develop broad, cross-industry\nbusiness acumen and a repertoire of patterns. <\/p>\n\n\n\n

Develop Eclectic Interests<\/h3>\n\n\n\n

It\u2019s also important to develop eclectic interests outside of your work environment to develop your creative capacity. It doesn\u2019t matter what you pursue, whether it be music, art, or birdwatching. The key is to pursue an interesting activity outside of work that brings your innate creativity out of hibernation and allows you to look at the world from different perspectives. <\/p>\n\n\n\n

Develop Networks Outside Your Industry<\/h3>\n\n\n\n

It\u2019s also vital to cultivate professional relationships outside your industry in order to develop a broad, cross-industry perspective. Thinking outside the box requires spending time with people in different boxes. Industries become inbred over time, so it\u2019s important to connect with \u201cswitched on\u201d leaders outside your industry to gain fresh perspectives that you can apply to your organization. <\/p>\n\n\n\n

Participate in Strategic Projects<\/h3>\n\n\n\n

Experience is by far our best teacher. One of the best ways to develop your strategic thinking skills is by participating in enterprise-level strategy projects at your organization. You can also ask a senior-level mentor to shadow and\/or support he or she on a shorter-term strategic project. During my doctoral studies, I worked with a retired CEO on strategy projects in an apprenticeship-type arrangement to hone my strategic thinking skills. The experience accelerated my development immeasurably and continues to bear fruit. <\/p>\n\n\n\n

Maintain a Strategic Thinking Journal<\/h3>\n\n\n\n

Finally, it\u2019s a good idea to\nmaintain a strategic thinking journey to capture your insights, observations,\nand reflections.  Nearly all the\nexecutives I have worked with over the years maintain a journal to capture key\ninsights. <\/p>\n\n\n\n

Enhancing your capacity to think and lead strategically is clearly within your grasp provided you have the passion and drive and are willing to invest the time to hone your craft. \u00a0There are no shortcuts in life. <\/p>\n\n\n\n

You have to practice, practice, practice!  That\u2019s how you get to Carnegie Hall!<\/p>\n\n\n\n

About Dr. Jeffrey Kuhn<\/h3>\n\n\n\n

Dr. Jeffrey Kuhn is a distinguished thinker, author, strategy advisor, and educator with expertise positioned at the intersection of strategy, innovation, growth, and organizational renewal and vitality\u2014the work of strategic leadership. His work centers on helping senior business leaders develop the capacity to think and lead strategically in dynamic market environments undergoing profound change. He holds a doctorate from Columbia University and has served on the faculty of Columbia Business School and Teachers College, Columbia University. He is a founding member of the Strategic Management Forum and is a Fellow at the Royal Society of Arts. In 2017, Dr. Kuhn was inducted into Marshall Goldsmith 100 Coaches. <\/p>\n\n\n\n

Dr. Kuhn is doing four IMS programs in October. Learn more about them HERE<\/a>. <\/p>\n","protected":false},"excerpt":{"rendered":"

Enhancing your capacity to think and lead strategically is within your grasp provided invest the time to hone your craft.Continue Reading<\/a><\/span><\/p>\n","protected":false},"author":18,"featured_media":352,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[72,48,74,121,120],"tags":[76,125,124,122,123],"yoast_head":"\nBECOMING A STRATEGIC LEADER<\/title>\n<meta name=\"description\" content=\"Enhancing your capacity to think and lead strategically is within your grasp provided invest the time to hone your craft.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/blog.ims-online.com\/index.php\/2019\/09\/28\/becoming-a-strategic-leader\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"BECOMING A STRATEGIC 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