What are the fastest ways to develop your strategic leadership skills?

- Create an environment where people don’t fear to give feedback or provide their opinions. - Take feedback on what I could improve in my working and what is already being done well. - This will not only help you to improve but, it creates an environment of trust and excellence in the organization.

I don’t disagree but in my experience the most important aspect of being a successful strategic leader is to be part of the team, close to their concerns, understand their strengths and weaknesses and able to deploy the right resources. This will allow the leader to align the priorities of the organization with the goals and objectives of its employees. Without being a good team player you can never be a strategic leader.

Strategic skills start with business model skills. You must become an expert in terms of the different levers at your disposal and the impact that each one has. Strategy flows from in depth understanding. Then the ability to explain it in very simple terms. Finally trust. Your people must trust you and you must trust them. Otherwise it remain a plan without execution.

Assume you have a knowledge gap. If you are a business leader in an innovative company assume your team members know more than you. Learning from them will improve your knowledge, build trust with your team and inform you as to where the organization needs and most importantly, wants leadership.

Leaders who want to develop their strategic thinking skills must start by knowing themselves. To do this, they should conduct a self-assessment exercise to identify their strengths and weaknesses, solicit feedback from their colleagues and mentors, and participate in professional development activities that allow them to acquire new skills. Once leaders have a clear understanding of their own strengths and weaknesses, they can begin to implement a framework aligned with their unique profile.

It’s super important to understand your leadership style and lean into what I consider your core zone of genius. While this can take some trial and error in practical terms there’s resources you can leverage to help along the way. I would suggest using the Myers-Briggs® framework to understand your style of leadership, critical thinking, and decision making skills. This self-assessment tool will help to understand yourself but also to see how your leadership style fits into your leadership role. There’s folks that are paid MB certified interpreters that can have you understand your analysis. I highly recommend taking this if you haven’t done so already.

The fastest way to develop strategic skills may not necessarily be the safest way - Take up an audacious project - a very complex, a high risk , high reward assignment and plunge into it headlong. You will go through a roller coaster of emotions and realize the need to draw from one's own knowledge, skills, energies and also take collaborate and take help of others to become successful in the project. One such project can elevate your competencies and strategic skills in months, what typically will take years!!

Follow these sequential steps: 1) Know the end goal - Nirvana stage for the org 2) Identify current stage and critically evaluate the gap to goal 3) Break down the distance into measurable, practical phases - 2 to 3 phases is good chunking 4) Start with what is immediately possible - there is always room for streamlining what you do. Start with that 5) Parallely start putting together foundations for Phase 2 and 3 6) Move from 1 phase to the next in a structured planned manner- to reach Nirvana 7) Don’t rest there - have the next Nirvana cloud envisioned and keep at it! Clear communication of the vision and rationale of your strategy, shared goals and constant reviews of plan vs reality can take the org where you want it to go.

Very early on in your strategic leadership journey, be open to feedback, choose a mentor and learn from peers and colleagues. Don’t hesitate to ask for help. This will definitely get you faster to where you want to be. Don’t isolate yourself by thinking you know it all, or as a leader asking for feedback and help makes you weaker.

One of the first ways to strengthen our strategic leadership skills is to start with self-assessment. What are your natural strengths? What do you bring to others as a leader? What is your “why”? What challenges are you working through and how do you get better everyday? Tools like the Cliffton StrengthsFinder or the Insights Assessment are a great start to begin the journey of self discovery. Once you feel you have a strong understanding of where you lean as a leader, it’s time to look at relationships. I recommend the book “Surrounded by Idiots” to explore how best to work with others. Different personalities require a different approach. Recognizing that everyone has a diverse style and background has made me a stronger leader.

While reading and listening to industry experts is valuable, occasionally step out of your comfort zone and explore insights from unrelated fields. Diverse thinking can foster unexpected strategic breakthroughs.

Strategic leadership demands effective time management and the ability to prioritize tasks. Use time management techniques such as the Eisenhower Matrix or the Pomodoro Technique to maximize productivity. By allocating your time wisely, you can focus on strategic thinking and decision-making.

A few key elements that have kept me good stead through the years: 1. Mentorship: Seek guidance from experienced leaders. Their insights are invaluable for growth. 2. Continuous Learning: Stay updated on industry trends. Dedicate time to ongoing education and skill development. 3. Practice: Apply strategic thinking at work. Learning through real-world application is key to becoming an effective strategic leader.

The quickest way any of us learn is from peers and from first-hand experience. Find peers and business mentors who can share lessons and observations with you to accelerate learning.

Books, articles, podcasts, and blogs: There is a wealth of information available on business strategy, both online and in print. I recommend to make an effort to stay up-to-date on the latest trends and insights by reading from a variety of sources. Other strategic leaders: Learning from other strategic leaders is a great way to gain new perspectives and insights. Be curious and open-minded: Strategic leaders are constantly seeking out new information and perspectives. Don't be afraid to challenge the status quo. Strategic leaders are unafraid to think outside the box and challenge the status quo. Be reflective and intentional. Strategic leaders take the time to reflect on their learning and experiences.

As most people know, I sold my company last year but still visit the offices from time to time and still help out when required. What I have particularly noticed is that with the massive uptick in the remote working, many employees are taking disadvantage of this type of work. By this I mean that they are trying to work at home when in reality many face to face businesses need to have an office presence to interact with the public. Personally I am getting more and more frustrated that when visiting businesses, the people that I need to talk to are simply not there - working from home. In my own office I have noted that there is a lack of "atmosphere" - the camaraderie is lacking. You cannot motivate staff when half of them are not there.

Simply reading/ listening/ observing is a small part of the equation. IF we are simply consuming content, that is a surface level understanding. I take this approach: read/ listen once for context and general understanding. Re-read/ Re-listen and annotate how you will implement the learnings or how does it apply in our own business or with our own teams. Take action. With this approach, we combine the consumption of content with the implementation practice and can enhance retention and understanding on a deeper level. Practically, this looks like setting aside 15 min for consumption of the material and a following 15 min for integration and implementation. With 30 minutes a day, it is possible to practically apply and grow.

Many of us make the mistake of turning off our curiosity and learning in corporate life. Fresh ideas stand out & move things forward. Make sure no matter how busy you get you make space for 3 things to stand out as a Strategic Leader: 1. Read regularly to gather new ideas - it’s okay not to finish the book - most of the ideas are in the first chapters 2. Be careful to meet new and varied people - startup founders, customers, competitors - so you have a wide perspective to share and guide you 3. Never crowd out time to think and reflect - you can’t be strategic or even think - if you are back to back every day and collapse on the coach at the end of the day Remember the job of a Strategic Leader is not to Do - It’s to See!

- I think having a coach or a mentor is a great idea. This helps you discuss and reflect your views and visions and take constructive feedback. - There is no destination on you learning path, it is a journey through your life. - We keep improving our leadership through working on new challenges, observing other successful leaders and their leadership styles and reading.

Remember, not every challenge will result in success. Yet, failures often offer the richest lessons, so view them as an integral part of the strategic learning journey, not setbacks.

The true test of strategic leadership happens at the marketplace where lots of players are competing to win customer's business. Participating in marketing and sales gives a closer view of the battlefield and sharper sense around how different players have honed their value proposition to be more attractive to customers. Setting win ambition, where to play and how to win can sharpen strategic skills considerably.

How real do these challenges need to be to derive value from practicing with them? When you practice with real challenges, learning can be very expensive when it doesn’t work out as expected. You can also learn a lot by picking up a Financial Times newspaper, select an article about any company and imagine how you would deal with their challenges if you were the CEO. Alternatively, make it a habit to frequently ask strategic ‘what if…?’ over coffee or lunch with colleagues. It’s a great way to practice and strengthen your strategic leadership skills.

Exemplify the behaviors and values you expect from your team. Leading by example instills trust and respect, fostering a positive working environment. As a strategic leader, your actions should align with your strategic vision, setting the tone for your organization.

and be comfortable with non knowing all the answers. Leverage all four key stances of leadership - Visionary, Architect, Coach, and Catalyst to co-create or sometimes even facilitate the solutions with and for employees, customers, stakeholders, and broader society.

A great practical application involves your contingency plan. Going through your contingency planning or crisis management plan with these concepts allows the skillset to be developed for the highest probability pivots that can occur - essentially killing two birds with one stone. We are able to develop the contingency plan more fully whilst working the strategic leadership muscles in a manner that will benefit your business or business unit practically.

A few years ago I joined an NGO board - and was able to practice strategy development away from the core of my business and my startup. It was a great way to build strategic muscle and frameworks. It was very rewarding and allowed me to learn from a very diverse board.

Nothing injures organisations more than decisions. Since change is inevitable, it in paramount to be prepared for the uncertainty that comes with it so as to make the right decisions for the future. Therefore it is of utmost importance to toggle between offensive and defensive realisms facing the organization, and finding the balance between reducing exposure to risks and seek growth opportunities, rather than rent seeking on past successes.

Reflection shouldn't be a solitary exercise. Sharing reflections with trusted peers can provide alternate perspectives, adding depth to your insights and potential improvements.

By reflecting and refining your strategic approach you can better identify opportunities, adjust to changing market conditions, and take advantage of new technologies. Your goals should be focused on continually improving yourself and the organization. Regularly assess your progress against these objectives to ensure that you are achieving results and making progress towards your goals. Additionally, don’t forget to solicit feedback from team members!

An effective strategy should be flexible and adaptable. Leaders should be willing to review their strategy regularly and make the necessary adjustments to ensure it remains effective, the review of the strategy should be a continuous process. Leaders should be attentive to changes in the environment and feedback from customers, employees, and other stakeholders. They should also be willing to make changes to the strategy if necessary. By reviewing their strategy regularly and making the necessary adjustments, leaders can increase the chances of success.

Reflection tools: Reflection tools, such as journals, diaries, or portfolios, can help leaders to document their learnings, insights, and achievements. This will identify patterns and trends in leadership and reflect on strengths and weaknesses. Refinement tools: Refinement tools, such as action plans, goals, or habits, can help leaders to implement their learnings, improve their skills, and track progress. Be honest with yourself. When reflecting on your experiences, be honest with yourself about your strengths and weaknesses. Seek feedback from others. In addition to reflecting on your own experiences, it is also important to seek feedback from others. Be open to change: Be willing to adapt your leadership style as needed.

Strategic leaders excel not only in cognitive skills but also in emotional intelligence. This includes understanding your emotions and those of others, managing interpersonal relationships, and demonstrating empathy. Developing emotional intelligence enhances your ability to inspire and influence others, a crucial aspect of strategic leadership.

1. Make a plan: Identify your goals and create a plan to achieve them. This will help you stay focused and motivated. 2. Be passionate: Passion is contagious and can inspire others to follow your lead. When you are passionate about your work, it shows in your attitude and actions. 3. Model great leadership for others: Lead by example and model the behavior you want to see in others. This will help you build trust and respect with your team. 4. Don’t ignore your strengths: Identify your strengths and use them to your advantage. This will help you build confidence and credibility with your team. 5. **Set concrete goals and execute them**: Set specific, measurable goals and create a plan to achieve them.

I would add key performance questions and key performance indicators to this process. We have metrics in other areas of business and developing strategic leadership skills is an excellent area of personal and professional growth where the same principals apply. I recommend bouncing these results and reflections off mentors and coaches in order to gain external objective perspective in the process, or at very least solicit peer to peer review of reflections.

It’s is critical for Strategic Leaders to make space for reflection. Your mind can only be strategic with space. Nature, Exercise, Time Away … You have to pause to let clarity and priorities become clear. … At least 30 to 60 mins a day If you are in meetings, doing all day, you will become a manager or administrator. Your Strategic perspective and insights will gradually exhaust - if you don’t make space for ideas or new inputs.

A strategy document should be a living document, constantly revised as new knowledge dictates. Good strategy is a process, not an end goal.

Having crafted your vision and strategy, it becomes time to implement it. Clear communication is critical to achieving and maintaining alignment of your team. A helpful tool is to create a concise "north star" document for your organisation, stating the core vision, strategies, tactics and metrics. Then collaborate with each division's leaders (e.g. Product, Ops, Sales, Marketing, etc) to do the same for their division. Ensure that job descriptions and performance review criteria are aligned with these divisional documents. Step your team, and all new hires, through these on a regular basis. The higher levels of vision and strategy shouldn't require frequent change, but lower levels such as tactics will. Re-align the team regularly.

Collaboration tools: Collaboration tools, such as meetings, workshops, or platforms, can help leaders engage their team in the strategic process, solicit their input and feedback, and goal alignment. Influence tools: Influence tools, such as stories, data, or emotions, can help leaders to persuade, inspire, and motivate others to support and execute their strategy. Be inclusive: When collaborating with others will help to ensure that you get a diverse range of perspectives and that your strategy is supported by a broad range of people. Be transparent: Being transparent with your team will help to build trust and confidence, and to get their buy-in. Be persuasive: Use stories, data, or emotions to make your case.

One of the best collaboration and influence exercises I experienced as a manager was when we had two teams at the office competing for a fundraising activity. The vision and actions had a good purpose, we had brainstorming meetings to evaluate the best activities to raise funds, and in the end everybody collaborated and got alligned with the tasks proposed. During the weeks of fundraising we experienced a better working environment where the ideas and actions of everybody were appreciated and working towards the same goal.

Strategies should be around how a leader can be the fulcrum of the team in a way that even if the best seek greater destinations outside, the leader can keep nurturing new talents who make substantial contributions to the organization. A leader should be adept at keeping their ego aside in a conflict and do what seems best for the team/organization. This will significantly help in building a positive environment for result-oriented collaboration.

Crafting a compelling story can breathe life into your strategic vision, making it relatable, memorable, and emotionally captivating. Frame your strategy as a journey, battle, game, or quest to ignite the imagination, courage, competition, purpose, and passion. Using data can also strengthen your strategic case with credible evidence. Debunk myths, challenge assumptions, highlight trends, reveal insights, and guide decisions with clear and compelling information. Lastly, using emotions can touch hearts, shift attitudes, and change behaviors. By showing empathy, enthusiasm, or urgency, you can build trust, boost morale, and drive action. Remember, people may forget what you say, but they never forget how you make them feel.

Engaging in mentorship and leveraging real-world experiences is also a good step as this ensures that one stays adaptable to different and dynamic situations.

Seek Feedback and Act on It Constructive feedback is invaluable for growth. Actively solicit feedback from colleagues, mentors, and supervisors. Ask for specific examples of your strengths and areas needing improvement. Once you receive feedback, take action to address the identified areas for growth. Continuous improvement is a hallmark of effective strategic leaders.

Transparency in leadership is key in today's world if we want an engaged, productive team. Our role as strategic leaders is to articulate the vision, what's in it for our team/ stakeholders/partners, and get them excited about where we are going. Once we have them engaged and buying into the vision, opening the conversation for input and feedback is a more productive process. Leading by example and opening the transparent conversation allows us to inspire and influence without an authoritative approach and when our teams feel heard and know they are a part of the process - and what they get out of being a part of it (ie meeting their growth goals and ambitions), we have greater support and execution.

Deliberately map out all of your obvious and non-obvious stakeholders - in a Stakeholder Map. Consider the styles and objectives of each stakeholder. - Then be intentional about planning how to engage and deeper your relationship. - Flex your styles and don’t be cookie cutter, to find what works for each - Give first, and cut through the superficial It’s time consuming, but the role of a Strategic Leader is not to just Do - but to orchestrate & choreograph. Your relationships with stakeholders will power your success and reputation - don’t short change it. Beware the Urgent instead of the Important Trap!

Just like developing an organizational strategy you need to include discussions with all levels of those you have influence over. I prefer a bottom up approach meaning I like to seek the input first of those on the entry level of my team. Gather their ideas and suggestions for improvement, what challenges are they dealing with that I may have the ability to make changes to. This group is often over looked, but often has the biggest role in executing the leadership vision with clients. I would then continue to move up with each position directly in my leadership scope. Gather all the feedback and analyze the results to determine next steps. Being open to constructive critique from all levels is a great way to build trust and success.

Blindspots can be the undoing of any great strategy. Remaining vigilent to changing external and internal conditions can be the difference between a highly effective strategy and one that is outdated and weak. Keep your strategic plan relevant; it's not a one-time exercise.

The ability to unlearn outdated strategies is just as important as learning new ones. Stay nimble and be prepared to let go of past successes to embrace future opportunities.

Build Emotional Intelligence Strategic leaders excel not only in cognitive skills but also in emotional intelligence. This includes understanding your emotions and those of others, managing interpersonal relationships, and demonstrating empathy. Developing emotional intelligence enhances your ability to inspire and influence others, a crucial aspect of strategic leadership.

Situational Awareness is key To know what game your playing - you have to keep your head up surveying and ears open. Connect widely with stakeholders and listen. Keep asking your stakeholders for their objectives - and don’t be surprised if they shift & change. Humans change their mind, and Corporate Life is a game of politics & personalities. Don’t neglect the coffee catch-ups. Remember people won’t say what they really think in an email or short chat. Insight takes times. Never be too proud or stubborn to listen and change. The act of listening and being open is remembered and valuable.

When it comes to innovation, don't shy away from trying new approaches. Utilize techniques such as brainstorming or scenario planning to generate fresh ideas. Prototyping can help you test these ideas in a controlled environment before you fully commit. This way, you can validate your assumptions and mitigate risk. Remember, the key to successful strategic leadership is to remain flexible and open-minded. Change is inevitable, and the ability to adapt and innovate will set you apart from the competition.

The tech company, after launching the smart home device line, continuously monitored market trends and customer feedback. When they identified a shift towards voice-activated devices, they pivoted their strategy to incorporate this feature. They experimented with different voice recognition technologies and evaluated their impact through controlled releases before fully scaling the innovation. This adaptability not only closed the gap in their product offering but also positioned them as a front-runner in the smart home industry.

The real value start when you use your strenghts to create value for the masses. Within each gap lies opportunity to create something that is valuable for others or consumers.

The final step in honing your strategic leadership skills is to continually adapt and innovate. Utilize tools like monitoring and evaluation to regularly assess the performance and impact of your strategy. Be ready to pivot and adjust as needed, based on internal and external changes. Employ innovation tools such as experimentation, prototyping, or scaling to test new ideas, validate assumptions, and create value. This approach of constant adaptation and innovation ensures that your strategy remains relevant and effective, even in a rapidly changing business environment.

In my opinion as a strategist, there are no shortcuts or fastest ways to develop your strategic leadership skills? Strategic leadership is developed over a period of time, over the years by applying and practicing the basic tenets of strategy. It involves setting of goals and priorities, determining actions to achieve the goals, and mobilizing resources to execute the actions. Its core being the end-results accomplishment with limited resources. Any number of tools, simulation, models, etc can only provide you with certain references and knowledge, they can sometimes help with experimentation - but they do not make up for first-hand exposure to strategic thinking, strategic planning and implementation.

Respect the culture of different countries and religions, AND people with lots of local knowledge to share with you. MAYBE just maybe they do know something you do not. Most of my job scope is bringing western companies into South East Asian markets, starting from Singapore where is the best place for regulated terms and most foreign company friendly place can be. What I experienced was The company would shouting on the top of their lungs saying localization localization, but their action wise is zero OR sometimes even impacting negatively, means making the situation actually worse. Again how to lead? Not by shouting 1000 times, but ACTION speaks louder. Execution, execution execution.

When creating your strategic plan, don't forget to document your assumptions; these form your baseline. Consider the rate of change within your industry and the magnitude of changes that are likely to occur in the future. Many of my clients find it useful to create a 'thesis of the future'. Together we develop a best-guess future state, assess the risks, and revisit it frequently to check for shifts.

Joining a peer group or mastermind which simulates case studies or has real world scenarios is an excellent way to hone skillsets. I am a huge fan of hiring a coach or mentor who can give an external perspective in leadership growth. This allows a safe space to ask questions and receive support and accountability through the process.

The fastest way to develop leadership skills is through a proactive approach. - Seek out mentorship from experienced leaders, both inside and outside your organization, and actively learn from their experiences. - Embrace challenges and take on projects that require you to lead, even if on a small scale. Prioritize effective communication, empathy, and adaptability. -Continuously refine your decision-making abilities and problem-solving skills. Join leadership development programs and workshops to gain insights and tools. -Lastly, cultivate a growth mindset, be open to feedback, and never stop learning. Leadership is a journey of continuous improvement, and your commitment to growth will expedite your development.

Self-awareness is the KEY! 1. Reassess: your strengths and weaknesses as a leader. Reflect on your values and leadership style. 2. Set clear goals: Define what leadership skills you want to develop and create a plan to achieve them. 3. Learn from others: Seek mentors or role models in leadership positions. Observe their behaviors and ask for guidance. 4. Take on leadership roles: Volunteer for leadership opportunities at work, in clubs, or through community involvement. 5. Communicate with understanding: Enhance your EQ and develop empathy and the ability to understand and manage emotions, both yours and others.

Further to the amazing insights highlighted above, strategic leadership will progress immensely with being more intentional with certain soft skills. Such soft skills will include effective communication, problem-solving, creativeness & innovativeness, time management, and emotional intelligence. It's instructive to note that most, if not all, of these soft skills are encapsulated one way or the other in Steven Covey's Seven Habits of Highly Effective People. For example, one habit of note is Beginning with the End in Mind. A strategic leader starts by developing the big picture first and resolving the jigsaw puzzle of the components that add up to the big picture. This takes problem-solving, critical thinking, and emotional intelligence.

Simulations and Case Studies Participating in business simulations and analyzing real-world case studies can provide hands-on experience in strategic decision-making. Many business schools offer courses that involve these exercises. Simulations allow you to test different strategies in a risk-free environment, helping you hone your skills and learn from your mistakes.

It is critical to assess the context very well. Context includes political, environmental, social, technological, ecological, and legal situations around the business problem statement. At the same time one needs to be super focused on the objectives. Now the strategy is sum total of efforts to be on course for the objective in light of the context. One who can keep focus on these two parameters will develop immense skills in strategic leadership.

It's super important to understand the team dynamics before all else. Spend some time to know the people you are working with. Everyone is fighting their own battle. You might not necessarily be a solution to their problems, but you definitely will be a hope. This opens the door not only to understand the grey area but also identify the motive of your colleagues. Knowing what drives them, your team, and what pulls them back should be on page one of your diary. Once the problem is known, the solution will follow. Short - your team makes you a better leader in most of the cases