Strategic thinkers are important for the success of
organizations as well as the nation. When influential power, strategic thinking,
and resources are aligned the possibilities and potential solutions to complex
problems are endless. Through the Wharton school and consulting practices the researchers
Schoemaker, Krupp & Howland have identified six
leadership skills that apply to any leader that wants to capitalize on
uncertainty (2013). Their conclusions state
that strategic leadership, based upon 20,000 executives, is a result of the
abilities to anticipate, challenge, interpret, decide, align and learn.
Anticipation:
It is the ability of leaders to see the market and the possible changes and
challenges the organization will face in the future. They do this through
staying ahead of market trends, learning about market adaptations, and
connecting with those who are leading the field. The majority of leaders are
poor at understanding ambiguous threats and challenges around the periphery of
their businesses.
Challenge: Strategic leaders are not happy with the status
quo. They challenge their assumptions and the assumptions of others. They use a
multitude of various theoretical lenses and personal understandings to see
opportunities and threats. They challenge the status quo and take concerted
action when they become knowledgeable about the events and factors.
Interpret: Leaders who seek to gain knowledge try and
interpret problems from multiple vantage points and angles. They seek out
complex and often conflicting information in order to make a greater
understanding of the problem. They are not locked into a particular vantage
point or perspective that limits their ability to understand and solve
problems.
Decide:
Once they have the necessary information strategic leaders will come to a conclusion and make a decision. They seek out as many possible options as they make
their way to the most viable solution. They avoid simple proposals that limit their position
where they can not adjust if new information changes the circumstances. They
weigh and balance each of these options for greater clarity.
Align:
Strategic decision makers must pull people to a common ground when implementing
their vision and strategy. Such leaders reach out to others, articulate their
visions, and find common ground. This alignment offers an opportunity for the
strategy to draw in as many supporters and resources as possible which improves
their chance of success.
Learn:
Strategic leaders never stop learning and encouraging others to learn. Not all
solutions come in a simple ready-made can. They know that learning is a process
of understanding and applying solutions to problems. They encourage others to
learn, succeed and fail so they can take all of the information and make the
solution better. They are open-minded and critical of information being
presented.
Strategic thinking entails the ability to take a
solid and in-depth look at the environment, come to conclusions based upon
multiple sides of an issue, and then enact a plan that maintains the
greatest pathways to success. Such leaders are known to continually learn about
themselves, their environment, and other people. They are visionaries in the
sense that they help others see possibilities and encourage them to try,
experiment, and succeed. Yet even when failure occurs it is seen through a
process of improvement.
Schoemaker, P., Krupp, S. & Howland, S. (2013).
Strategic leadership: The essential skills. Harvard Business Review, 91 (1).
