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Let's go little further, core belief number three. Strategy has to be centered around
purpose. Now this is very very important. I think each of us whether you are an individual
contributor, a middle-level manager perhaps like many of you, or senior level manager,
what is it that we are trying to accomplish? What service are we trying to render? How
do we contribute value to this organization that's going to help this company really remain
competitive for the next hundred years? One more, you are already almost a 130 year old
company, how do we sustain that success? That's something they think that strategic people
have a real focus about. Here's the other thing, I almost missed this, I noticed in
my own organization. In my own organization which isn't huge, about 20 folks. And I have
one of my good team members here- Matt Than Couser and Matt might jump in anytime.But
I noticed this, that our people got a lot more engaged when we started to talk about
emphasis strategy, a lot more engaged, unleashed motivation. People had a little more passion
and excitement when they were given permission. Not only giving permission but encourages
and expected to think a little bit more strategically. We will talk about this later. We have a tool
called the Roadmap, and it's a tool to help each individual in our organization kind of
map out, "What's my strategic initiative? What do I need to be working on? "Well, not
that I need to be working on that the majority of the time, but there's a portion of time
that they ought to be thinking strategically and it varies in some organizations. Take
an organization like Google Incorporated. What do you think they expect from their people
in terms of thinking on a more strategic plan, more innovative plan? Pick a number. What
do you think they expect? They talk about it openly, what do you think it would be?
5 percent? 10 percent? Only 20 percent! In other words, one day a week, or however you
want to slice and dice it, you ought to be thinking a little broader range, a little
longer term. I think that's the essence is a little more creative. So doesn't take a
lot. In my case, I would be thrilled if my team spent 10 percent of their time half a
day a week. You figure out, I will help you. And again, I think that's the important part
of leadership right here. Strategic leaders have got to facilitate this. We have to be
the enablers of people to think strategically because I think many people have been have
been taught just to show up for work . And again, I think to get to kind of lift their head up a little bit and take a look
at where we are going ,what we are trying to accomplish, how I am adding value. And
we will talk about that because down the road is very relative for some people that means
three years, some people may be six years. One guy I met in Japan had a 200 year business
plan. 200 years! And he was serious about it. Now that's thinking long term