Based on my experience, training, and leadership background, my assessment is leaders must apply strategic leadership to effectively manage organizations, especially as change is implemented. Strategic leadership is defined as the process of using well-considered tactics to communicate a vision and it typically manages, motivates and persuades staff to share that same vision, and can be a tool for implementing change. (Strategic Leadership, n.d.).
Purpose
Shoemaker, Krupp, and Howland’s (2013) purpose was to outline six skills that allow leaders to think strategically, which they identified through research at the Wharton School and at consulting firms working with more than 20,000 executives. It is critical in my leadership role to apply strategic planning and leadership to successfully manage short-and long-term goals to plan for future budgetary constraints and higher operating costs. My organization consistently assesses staffing, customer needs, and operations for quality and efficiency, especially as we downside in staffing through attrition and automation and change is a constant factor, which explains my interest in selecting this article. The six strategic leadership skills outlined by Schoemaker, et al., (2013) are as follows: • Anticipate: Assess and identify threats and opportunities. It is critical to know what is coming in the future to identify impact, either positive or negative. • Challenge: Challenge existing practices and yours and others’ assumptions while encouraging opposite views. Ask questions to provoke thought and discussion with a goal to identify undiscovered issues or opportunities. • Interpret: Prompt complicated information from others and interpret the information. The process will ensure a walkthrough for an understanding of the information. • Decide: Follow an organized process that balances consistency with speed, considers trade-offs, and considers short-and long-term goals. It is critical for a leader to make decisions based on a well-thought out and informed process. • Align: Identify common ground and gain buy-in from key stakeholders with different views and agendas. Success is achieved when those impacted are cooperative. • Learn: Promote inquiry and identify lessons learned when results are positive and negative. Leaders must promote and adopt ongoing learning for growth of individuals and the organization. The skills described reflect a leader who applies strategy, critical thinking, and confidence. In applying these skills, a leader is consistently thinking …show more content…
Schoemaker, et al., (2013) conclude that becoming a strategic leader means identifying weaknesses in the six skills and improving them, as it is critical to optimize all skills because strength in one cannot compensate a deficit in another skill. The supporting evidence presented for each skill is outlined in the form of case studies for various companies; however, there is a lack of information to support the statement made by Schoemaker, et al, (2013) that all six skills must be optimized for a leader’s success. Supporting evidence was not presented in the form of a case study involving a leader effectively utilizing all six skills to satisfy the …show more content…
However, my assessment of the article is disagreement with the conclusion that an individual must master all six skills for success (Schoemaker, et al., 2013). In my experience, identifying a weakness is the first step and the next may include leveraging others on the team to execute on a specific skill, which also supports a skill for a strategic leader. Overall, the skills outlined confirm the importance for leaders to understand the skills for strategic planning and leadership and an insight is to build on the skills identified as personal weaknesses as a result of taking the test
Purpose
Shoemaker, Krupp, and Howland’s (2013) purpose was to outline six skills that allow leaders to think strategically, which they identified through research at the Wharton School and at consulting firms working with more than 20,000 executives. It is critical in my leadership role to apply strategic planning and leadership to successfully manage short-and long-term goals to plan for future budgetary constraints and higher operating costs. My organization consistently assesses staffing, customer needs, and operations for quality and efficiency, especially as we downside in staffing through attrition and automation and change is a constant factor, which explains my interest in selecting this article. The six strategic leadership skills outlined by Schoemaker, et al., (2013) are as follows: • Anticipate: Assess and identify threats and opportunities. It is critical to know what is coming in the future to identify impact, either positive or negative. • Challenge: Challenge existing practices and yours and others’ assumptions while encouraging opposite views. Ask questions to provoke thought and discussion with a goal to identify undiscovered issues or opportunities. • Interpret: Prompt complicated information from others and interpret the information. The process will ensure a walkthrough for an understanding of the information. • Decide: Follow an organized process that balances consistency with speed, considers trade-offs, and considers short-and long-term goals. It is critical for a leader to make decisions based on a well-thought out and informed process. • Align: Identify common ground and gain buy-in from key stakeholders with different views and agendas. Success is achieved when those impacted are cooperative. • Learn: Promote inquiry and identify lessons learned when results are positive and negative. Leaders must promote and adopt ongoing learning for growth of individuals and the organization. The skills described reflect a leader who applies strategy, critical thinking, and confidence. In applying these skills, a leader is consistently thinking …show more content…
Schoemaker, et al., (2013) conclude that becoming a strategic leader means identifying weaknesses in the six skills and improving them, as it is critical to optimize all skills because strength in one cannot compensate a deficit in another skill. The supporting evidence presented for each skill is outlined in the form of case studies for various companies; however, there is a lack of information to support the statement made by Schoemaker, et al, (2013) that all six skills must be optimized for a leader’s success. Supporting evidence was not presented in the form of a case study involving a leader effectively utilizing all six skills to satisfy the …show more content…
However, my assessment of the article is disagreement with the conclusion that an individual must master all six skills for success (Schoemaker, et al., 2013). In my experience, identifying a weakness is the first step and the next may include leveraging others on the team to execute on a specific skill, which also supports a skill for a strategic leader. Overall, the skills outlined confirm the importance for leaders to understand the skills for strategic planning and leadership and an insight is to build on the skills identified as personal weaknesses as a result of taking the test