You already have the tools you need to help your team succeed your strategic thinking skills. Here's how to put them to use.
Here is a checklist from a panel of brilliant minds for what you and your team can do now to raise their strategic thinking capacity:
❂ YOUR PEOPLE
1. Connect your people with what matters....
2. Focus on competencies not job skills....
3. Build them with projects they don’t keep...
❂ THE TEAM'S PRACTICES
4. Create think time. Every expert acknowledged the tension between day-to-day demands and time to think...
5. Put up the periscope. A critical habit of highly strategic teams is "putting up your periscope." ...
6. Avoid outsourcing your thinking. The quick fix to solving strategic challenges is to bring in outside consultants...
❂ THE RIGHT TOOLS
Finally, you want to arm your people with the right tools to perform the practices. They key is to give them clarity.
7. The North Star. As Jessica Amortegui, director of global talent development at VMware told: "The formal top-down approach where strategy is rolled down to execute no longer works in this [fast-paced] environment." ...
8. The winning formula. Gerber advocates that finding a repeatable formula produces predictable results, the way McDonald’s has a proven operating manual for a successful restaurant...
9. The vocabulary. The words you use are tools that will shape your organization...
“robust correlations between student involvement in a subset of educational activities and positive outcomes of student academic achievement, satisfaction and social engagement” (Astin, 1984,1993; Berger and Milem, 1999; ...
This is why we so often have seen the critical importance of a worker's relationship to a manager, as an indicator of engagement and retention. That's all well and good for management, but any computer ...
The 5 Principles of No-Regrets Leading and Living Forbes By shifting our focus from time management to energy leadership, we can discover our own unique formula for sustained energy and resilience that incorporates all domains of our lives:...
Resiliency is about handling stress, uncertainty and setbacks well — in other words, maintaining equilibrium under pressure.
And in our modern lives, whether we are at school, at work, or at home, there is no shortage of pressure.
Maintaining our equilibrium is something, it seems, we all need these days.
There is something you can do — everyday if you would like — to help build your resilience, your capacity to weather stressful events.
Keeping a journal can foster resiliency.
CCL recommends using "learning journals" or "reflection journals" as tools for gaining insight into your leadership experiences.
The process of writing and reflection builds self-awareness, encourages learning and opens the door to adaptability.
The form and content of your journal is a matter of individual choice. However, when you do sit down to make a journal entry about an experience that has challenged your equilibrium, we recommend it have three parts:
✤ The event or experience.
Describe what occurred as objectively as possible.
Don't use judgmental language.
Stick to the facts.
Who was involved?
When did it happen?
Where did it happen?
✤ Your reaction.
Describe your reaction to the event as factually and objectively as possible.
What did you want to do in response to the event?
What did you actually do?
What were your thoughts?
What were your feelings?
✤ The lessons.
Think about the experience and your reaction to it.
What did you learn from the event and from your reaction to it?
Did the event suggest a development need you should address?
Do you see a pattern in your reactions?
Did you react differently than in the past during similar experiences and does that suggest you are making progress or backsliding on a valuable leadership competency?
So remember, capture the event or experience in objective language, describe your reaction, then note the lessons you might get from it.
CCL uses journaling as part of almost all our leadership development program experiences and we emphasize with our participants that learning doesn't come from the "doing" but in the "reflecting on the doing."
The economy, the way people want to live and work, and a whole host of other factors are changing the way work gets done. Some companies are adapting right along with the changes, but many are having difficulties....
Productivity: Write This Down Business 2 Community Harvard Business School research director Teresa Amabile has discovered that people feel more engaged, more productive, and have a greater sense of meaning in their work when they record even the...
Profit From the Positive: 5 Strategies for Success at Work Huffington Post On certain projects she felt that she simply wasn't good enough to be working on them (this is one of the 10 mindsets I've discovered that often undercut happiness and...
BedTimes Magazine 11 ways to create real employee engagement from the ground up BedTimes Magazine After bringing new employees on board, don't stop with job-specific orientation training and a quick tour of the office.
"Resilience begins with beliefs. If you believe in the capacity of all individuals to demonstrate resilience, you won't give up on them. Your actions, words, and behaviors will project that message and will awaken and foster resilience in your students."
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