CHAPTER 2: STRATEGIC LEADERSHIP FOR EFFECTIVE

ORGANIZATION
1. STRONG COMMUNICATION
by developing the ability to clearly describe what you want done and relate it to your
team, you will unite everyone's effort. more specifically, your team needs to be aligned
and on-board with your strategic objectives and goals to be successful.

2. GOOD LISTENING SKILLS

A leader who practices the art of listening gains the knowledge needed to solve
problems, improve products or services, and build a strong company culture.

3. PASSION ANG COMMITMENT

Enthusiasm for your mission or project will get others excited because they can see and
feel your dedication. Commitment is the ability to stay focused on what will make you
successful.

4. POSITIVITY
Positivity can take many forms in the workplace -- from providing snacks in the
communal kitchen to keeping an upbeat line in your internal emails. keep in mind that
some leaders conduct strategy review meetings and only focus on the problems -- i.e
the red and yellow items in their scorecard.

5. INNOVATION
being a strong leader requires practicality and realism, but just as importantly it requires
having an eye for innovation and the vision to execute on it. In other words, don't get
too comfortable. If an idea or process is foreign to you, asses it and look at the benefits
or implementing something new.

6. COLLABORATION
Collaboration leads to trust, and your team will be more likely to support your vision, if
you're not getting buy-in on that strategic plan you've created, it's not going to be
effective. People want to own what they help create.

7. HONESTY
When you're honest and transparent, it's easier to get everyone on the same page and
earn the trust of your employees and community when trying to achieve tour strategic
goals.

8. DIPLOMACY

diplomacy is a learned skill that helps leaders effectively manage conflict using
negotiation and sensitivity. it requires an unbiased, strategic approach to problem
solving. As Henry Kissinger defined it, diplomacy is "the art of restraining power."
 9. EMPHATY

try to understand your team's problems by walking in their shoes and seeing things from
their perspective.

10. HUMILITY
Humility is one of the most respected strategic leadership qualities. Humble leaders
admit their mistakes, apologize when necessary, and always share credit. This means
recognizing you don't know everything and some of the best strategy have flaws. By
being open to learning and leaving your ego at the door, you're poised to help your
organization adapt and improve.

STRATEGIC LEVELS OF DECISION-MAKING AUTHORITY

In traditional business structures, the managerial function iss usually split into three
different levels with each level enjoying a different degree of power and control.
generally, senior managers will develop the business strategy, middle managers will
execute the strategy and line managers will supervise staff as they perform their duties
on the ground. All managers have a certain amount of decision-making responsibility,
but the nature of those decisions changes markedly as you move down the ranks.

STRATEGIC PLANNING involves making long-term, big-picture decisions and

establishing that will impact the organization for at least the next five years. Examples
include:

• Launching new products

• becoming a market leader
• going international
• improving customer satisfaction
• developing the company's reputation as an ethical business reducing financial
waste

STRATEGIC DECISIONS give direction to the growth and development of a business

and are thus critical to its success or failure. There's a level of risk associated with these
decisions, and senior leaders will do a lot of financial modelling and situational analysis
to assess the risk based on predictions about future trading conditions.

TACTICAL DECISION MAKING middle managers are largely responsible for tactical
decision making. Their job is to translate the company's strategic goals into action plans
- for example, by specifying work process, cash levels, price points inventory levels and
manpower requirements. The focus is on using resources and creating performance
standards to achieve the objectives set out in the strategic plan. Examples of
managerial-level decision making at the tactical level include:

• Allocating budgets and resources

• manpower planning
 • designing jobs and work processes, including the automation of tasks
• specifying technology to improve production efficiency
• pricing decisions
• "make or buy" decisions
• developing preventive maintenance plans to ensure that production runs
smoothly.

OPERATIONAL-LEVEL PLANNING Operational decisions are routine decisions that

involve the day-to-day operations of a business and can be quantified in terms of time
and targets. These decisions are typically related to determining which machines or
resources to use, how many units of production are needed, and how often to reorder
stock. Although considered low-risk, operational decisions are crucial and can impact
employee satisfaction. Constraints on decision-making at this level can lead to
frustration, distrust, and undervaluation of employees, such as when engineers have to
wait for authorization to fix faults.

8 ELEMENTS OF HIGH-PERFORMANCE TEAMS

VIVRE FAT
• Is a simple reminder of what really matters in team excellence.
• It requires focus, energy, & work.
• Palpable progress can be made if you know how to pursue it.
1. VISION
• It syncs with the overall company vision yet is distinct to the team.
• It is not created and communicated by the team leader alone;
rather it reflects a core team effort, allowing all to feel ownership.
2. IDENTITY
• This sense of pride is due to the personal efforts that each team
member has invested in moving towards High Performance.
• It places the team first and knows that team effort is a key to
overall success.
3. VALUES
• They are emotional and packed with meaning.
• It drives behavior, and all team members are expected to live the
team's Values.
4. RESULTS
• They are clear about what Results they are committed to and
realize that a 'Results focus' needs to be linked to defining team
success.
• They review and measure Results frequently and understand that,
"What gets measured gets done."
•
5. EFFECTIVE
• They need to master the drivers and processes that will create the
results.
• They have clearly established processes for key aspects of the
business and interactions.
• They are constantly learning and continuously improving.
• "If a team is not highly motivated and having fun, its probably not
a High-Performance Team"
6. FUN
• Team members enjoy being together and interacting in all ways
and they also celebrate successes frequently.
• There is little motivation that is equivalent to wanting to show up for
your team.
• That's also why people refer to the power of team spirit, which has
the power to overcome obstacles.
• "An individual can make a difference, but a team makes a
miracle!"
- DOUG PEDERSON, Head Coach of Philadelphia Eagles
after winning 2018 Super Bowl LII
7. ALIGNED
• They are aligned on what to do and how to do it.
• They quickly resolve conflicts and move forward.
• They believe in the power of support, commitment,
communication, collaboration and agreement, both within the
team and with stakeholders.
• "Team members should not be operating from secret agendas;
rather the team agenda should be the operating agenda.“
- CATHERINE PULSIFER
8. TRUST
• They communicate openly and with transparency.
• They believe in a feedback culture, actively giving and seeking
feedback.
• Team members have each other's backs.
• "Trust is the hardest of all elements to build; it can also make the
most powerful impact."
- DON MIGUEL RUIZ, the author of the book "The
Four Agreements."