I really enjoyed reading thisarticle because it the basic idea revolves around strategic decision-makingskills.
I realized that possessing a strategic sense is not just about comingup with a workable solution or to be able to perceive or resolve a matterquickly, but its horizon spreads far beyond. For instance, in this article, theAuthors says that in order to become a successful strategic leader, one needsto attain six core abilities namely the ability to anticipate, challenge,interpret, decide, align and to learn. I personally think all these sixabilities are important and one needs to comprehend all of them in order tobecome a successful strategic leader. Therefore, if someone who possess allthese abilities, have a potential to cope with any given situation.
Ability to anticipate is a skill to detect suchthreats and opportunities that are uncertain in nature and hence difficult toforesee. One must have a vision of foreseeing and should also be able to knowdecipher the anticipated results that may come its way. One must furtherunderstand their competitor’s perspective and also of their own corporatesituation and accordingly, be able to predict what could possibly happen thenext. With the next type of ability, that is the Ability to challenge, theleader would be to have an open mindedness who is willing to take feedback andaccept the criticism, rather than getting affected by it. The most essentialpart here is, to never jump to any conclusion or to hold a preconceived notion,without viewing the problem through different aspects. Sometimes, the more wethink about a problem, the more confusing it gets.
Asking another person who isneutral to the concerning problem, is one of the good solutions because themanner in which such a person may approach a problem would be independent andunbiased, so they might have a better idea or solution corresponding to thesame. Next is the Ability to interpret which is a skill that states that aleader should possess good observing talent and accordingly, be able tosummarize the whole situation. Such a leader should carefully look at asituation, identify with it clearly, before the leader decides to take anyactions upon it. Such a leader should further believe in one’s own consciencerather than blindly believing into what others have to opine the leader with.The article, with respect to the last two abilities, refers to thedecision-making skills which another very significant skill that a leader shouldhave. In this regard, there should be various alternatives available before theleader for consideration. Thereafter, the leader should utilize the otherability which the ability to challenge and to look at a bigger picture, therebydetermining the best one out of the available alternatives and thence beingable to predict the result with more conviction. Ability to learn is anotherimportant skill, as per the article that demonstrates that one has to valueone’s failure as well along with the success.
It is essential that with everyfailure, there is a learning also attached to the same. The failure needs to bestudied and accordingly, the causes of the same is examined so that it forms abase to rectify expected errors in the days ahead. This ensures lack ofrepetition of the mistakes once again.In the end, this article urges that all theabove discussed abilities are equally important. It is not possible to achievethe milestones in the career life by only mastering in one of the abilitieswhile neglecting the others, in order to master oneself as a successfulstrategic leader. Each of the skills has its own unique characteristics butalso goes hand in hand with each other, hence complementary. However, I ampersonally also in the opinion that each of these abilities, if needed toworked together upon, can though help in achieving the benefits in thelong-term with its definite focus, but in the short-term, if the leader wishesto achieve the results at a quicker pace, these abilities would be rather bothersomeif one decides to work on all of them together.
At the US Bank, our group having a difficulttime with “Aligning” everybody’s interests. A lot of members in our group oftensay “no one asks me” or “no one ever told me”. Some people usually assume ifthey understand something, so would the others in the group but such may not bethe case. Especially in our case where we have a lot of new people in the groupwho have not been provided with a training process which is consistent withthat of the older ones in the group. As a result, our group is prone to lot ofmistakes because lack of common basis of knowledge and understanding among thegroup-mates. Our managers change their processes without notice, every now andthen, but fail to intimate the teammates with their plans and this results intoconfusion about the procedures and thereby the teammates are unable tocomprehend what is expected out of them in terms of processing of the tasks.
We, as a team, are very good at communicating.We try to connect with other departments effectively as well as with othergroups in order to have a better understanding of a given situation. However,with the fact that our Organization is a large Organization, there are attimes, the scope of miscommunication. But we attempt to mitigate the same toextent possible. We further have quarterly meetings to forecast our futurestrategic activities. Here, in our Organization, Ability to learn is also arelevant skill that we apply every day. We attempt to make everyone such a’Think-pot’ in themselves that if need be, we could back upon them. We furtherhave regular training activity wherein once a certain colleague has masteredupon the processes of his profile, we impart them training to learn the otherjob profiles too.
In a situation where we commit mistakes, our team leadersrather encourage us by saying that is how one learns. In this regard, ourmembers in the group keep on encouraging each other. It helps us become moreattentive thereby lessening our chances of committing any more mistakes. Wethink twice before taking an action.I am not quite sure about the challenge becausefor everything, we do follow a rubric although sometimes we try our hands ofdifferent things, but most of the time we find ourselves going back andsticking with actual set of rules. However, lately, we’ve been thinking aboutchanging some of the procedures that could save us time.
As of now, in spite oflot of discussions, no action is yet taken but I believe our leader is stilltrying to figure out the process to ensure it runs smoothly.In terms of decision, we follow the rules anddo not do anything without seeking a proper approval. In fact, we believe ingetting our activities checked twice and even thrice. Often, I fear of takingdecision all on my own since should such a decision go wrong, I would have toface the CEO because we engage ourselves into certain tasks that are verysensitive and thus even our managers would have to refer to their seniors toexecute the same. However, there are also such situations wherein quickresponses are expected and in that case, our group undertakes a quickdiscussion to arrive upon the best solution to the issue and accordingly put itinto action. Of course, even for such an action, each of us are jointly andindividually responsible as well.
Thus, to conclude, although this article formsa good guideline but in certain situation, I cannot relate myself in. I do notfind myself or the leaders in my team applying all of the them. These arerather subjective to the situation our team is in and not all are applicable atthe same time. I believe, for a long-term vision, these abilities are relevant,but unless the leader has mastered all these skills, it shall be otherwisedifficult to act upon it quickly and hence since in our Department, actions arerather expected to be at a quicker pace, all these six abilities hardly applyto us.