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When to Be Strategic

Strategy 2

In due course of any given day, we are busy at work, knocking off the tasks on our to-do lists.

Yet, rarely do we stop and ask: Am I working on the right problem?

This is not meant to be a trivial or flippant observation. We may be very hard at work, and producing copious volumes of output.

But – are we actually doing the proper things that need to be done, or merely, those that are the most expedient? Are we cognizant of the Strategic, as well as the Tactical?

Why is this important?

Because everything you do in your organization begins – and ends – with your strategic initiatives. Every conversation. Every decision. Every assignment. Every project.

It is the superstructure that gives shape to your culture, to your management, and to your financial planning.

And yet – we are continually swamped with the immediate, with the needful now. We are daily disintermediated by the crisis of the hour – which leeches and robs us of our drive, focus, and energy needed to accomplish our ultimate goals and targets.

So – how do we keep the main thing, the main thing?

  • By communicating to our colleagues and direct reports, explicitly, our strategic initiatives;
  • By daily discriminating between what is tactically within our strategic objectives, and removing anything that detracts from our core mission;
  • And by constantly monitoring our activities, to insure we are holding true to our strategic plan.

Organizational politics, economics, and unforeseen crises will test your resolve.

It is incumbent upon you as a leader, manager, and educator to keep strategy front and center – at the water cooler, in the board room, and in the classroom.

Go, and be you.

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One thought on “When to Be Strategic

  1. davidjhinson says:

    Reblogged this on Logorrhea and commented:

    It is incumbent upon you as a leader, manager, and educator to keep strategy front and center – at the water cooler, in the board room, and in the classroom.

    Like

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