ADVISORY COLUMN: Why strategic thinkers leave leaders stranded
IN TODAY’S turbulent financial and economic environment, there’s no doubt that companies need strategic thinkers at all levels. However, most do little to develop employees who have this skill, leaving it to chance. What should your firm do differently to prepare itself to face real challenges that possibly threaten its very existence?
Most Jamaican companies are led by strong personalities who are, on average, quicker in mind and speech than their colleagues. The corporate model is summarised as ‘follow the gifted leader’.
This tactic works ... for a while.
Perhaps, unlike others, your company is interested in sustainable growth, handing over a healthy, thriving concern to the next generation. If so, it’s likely to be led by a young employee who shows the right potential for strategic thinking.
Unfortunately, your company may not realise that such skills are missing until it’s too late. By the time the recession hits, competitors enter or new technology disrupts, the game is over. In preceding years, you failed to take the small steps needed to develop talent in strategic thinking.
I find it challenging to convince leaders that a gap is developing. They can’t empathise, because they came to prominence at a time when they stood out by leading from the front in a decisive manner.
In fact, they make things worse. Now, by hogging all the attention, they crowd out others who show potential. Consequently, some leave, others adapt, but the result is the same. When no one is left to challenge your strategic thinking, all you have left is one opportunity after another to prove that you are ‘right’. Every. Single. Time.
ORGANISATION LOSES
When you win each argument and outsmart others in each power struggle, you suppress talents you don’t have, or even recognise. You emerge as the champion strategist, but the organisation loses.
I have met only a few local executives who actively restrain their tendencies to be the alpha dog. They are sensitive to the excesses of the power they yield, admitting that personal winning can lead to corporate losing. Instead, they focus their efforts on uncovering talent at all levels, nurturing it along. According to the article ‘10 Principles of Strategic Leadership’ published in the journal strategy+business, here are the clues they look for to discover the next generation of strategic leaders: They tend to be rare and also female. Ten per cent of employees with these skills are women, while only seven per cent are men; They tend to be easier to spot when they are older than 45; They have developed the skill of challenging without being bitter or cynical; and They can see the small and big picture at the same time, showing a willingness to change course whenever needed. Unfortunately, these strategic leaders often create trouble for managers who are threatened by their skills. But don’t trust my
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