One of the things I have always believed in when it comes to building a successful business model is that; If purpose and vision is the why and the what of your company, then strategy is the how and the when.
It’s always rooted in the leaders thinking about what matters most. In other words, an effective leader must be able to distinguish between the urgent and the important so that the organization can rise above the immediate. One has to be able to step back from the minutiae and see the bigger picture or to put it another way; take the macro lens off of what is right in front of you and move up to a 35,000 foot level so that you can see the broader landscape.
At that level you can pull forward in time to see the future and it’s opportunities rather than just focusing on the moment.
If you move away from an archaic formulaic business strategy and zero in on the human elements such as how a leader must think and act, then the importance of cohesion and coherence, combined with communication at every level and juncture help to foster alignment. At that point one can develop a longer term view with an emphasis on an enduring strategy that has far more potential than just hitting monthly or quarterly targets.
A good strategy transforms a compelling vision into concrete outcomes.
It’s all about excellence in planning and execution. Vision isn’t as much about what can be imagined…it’s about what can actually be delivered. However, never underestimate the potential for uncertainty, fear, mistrust and ambiguity to derail even the best strategies.
A leader has to let go of his own ego and focus on what is best for the entire team, not just himself. It is always more important to GET the answer right versus being right. A leader that doesn’t understand the industry and tries to run a business as usual model versus a modern model that disrupts mediocrity has failed to realize that, just because you were right once before, doesn’t mean you’re right about how to conduct business 20 years later in a different world altogether. Apathy is mediocrities weapon of choice. Leaders who have fallen prey to the slow seduction of the status quo have condemned their teams and organization to mediocrity.
Leadership today exists to disrupt the status quo.
An effective, strategy takes into account customer needs, organizational capabilities, competitive challenges and differentiation, while creating value for stakeholders.
90% of strategy is execution 90% of organizations are very bad at it.
One of the most important elements of executing an effective strategy is to realize that you cannot move the organization at a pace that is faster than the people can handle and the organization can absorb. The finesse of strategic leadership is actually in the pace and velocity, matched with the culture and readiness.
You must be developing or adding the strategic competencies at both the individual and the organizational levels to realize a shared vision of success.
Execution requires clarity about what must happen at the intersection of how and when. The thing that always hampers strategic thinking is to assume that the future will always look like the past.
As a leader, one has to develop the ability, at the leadership level to move the lens through which we currently see the world really far up to scan the horizon on both a content level and temporal level with a forward future focus because to go somewhere new…you have to go somewhere you haven’t been before.
In the 80’s and 90’s, when I was building my marketing and my recruiting companies and teams, I always lived by a mantra, that I was less afraid of being proven wrong…than I was of thinking I was right, when in fact I wrong. Maybe I wasn’t the Gordon Gecko type business man, but I was always more concerned that we are not skating to where the puck was going to be, rather than riding the wave of temporary success and short term monetary gains.
As a Fleet Manager you want to avoid becoming the leader of the inevitable, who allows the future to simply determine itself. Don’t measure yourself by what you have accomplished or are currently accomplishing, but by what you could accomplish with your abilities and proper measurement and real-time management technology.
Vincent Rush, Vice President of Lynx Telematics