Alvin Toffler, former associate editor of Fortune and bestselling author of books such as Future Shock, The Third Wave, and Powershift advises, “You’ve got to think about ‘big things’ while you’re doing small things, so that all the small things go in the right direction.”
This is an update of ancient wisdom from the Roman philosopher, Seneca the Younger, “When a sailor does not know what harbour he is making for, no wind is the right wind.”
Strategic vision is one of the most crucial competencies for effective leaders to possess. Interestingly, it is one of the most often quoted weaknesses.
Some of the most common comments we hear about a person’s area of weakness are, “This person is not strategic. This person is not perceived as looking at the longer term, the broader view of the organization’s vision and mission. They are stuck in the same way of getting things done. They are not skillful in helping others to understand the vision so that it can be translated into challenging and meaningful goals. They are not able to connect the big picture to tactics and short-term goals.” This is a problem.
Jack Zenger and Joe Folkman provided a complimentary webinar that will answer the questions:
- How many leaders with strategic vision does an organization need?
- How do you go about developing that vision?
- What does strategic vision do for the firm and the individual?
- What does an individual need in order to truly execute well for their organization?
- What is required to coach leaders on strategic direction and vision?
Watch to learn the eight proven companion behaviors that most strategic leaders possess and how you can develop them. Click here to view now.