Leader vs Strategic Leader (Today vs Future)
An ordinary leader can be found in leading small organizations or teams. Ordinary leaders look more to the present and try to navigate day to day needs of an organization, and don’t always lead people around them, typically exercises one way communication and aren’t masters of change management. Whereas a strategic leader looks more to the future (longer-term vision) to develop new products, services, look to construct new opportunities to fulfill broader goals, and missions of an organization. The mission defines the long-term vision of the organization in terms of what it wants to be and who it wants to serve. (Drucker, 1974). Stan (2013) highlighted that strategic leadership involves conceiving and implementing successful strategies. Strategic leaders are experts in solving complex problems, removing roadblocks, and ready to accept transformations. Strategic leaders are strong communicators, active listeners, passionate, positive, innovative, collaborative, truthful, diplomatic, empathetic, and modest.
Leadership in a Crisis/Uncertainty
At present, the business world is in a time of going through series of crisis. Firstly, Covid-19 pandemic hits so hard on every aspect of global economy, caused all economic activity to near-standstill. Which represents the largest economic shock the work has experienced in decades. The crisis highlights the need for urgent action to cushion the business and economic consequences. Importance of having a strategic leadership truly came into light as, such strategically prepared organizations almost felt no impact on long term growth. Whereas organization with no proper future planning, lacking required resources, and not being prepared to address changes struggled hard to survive the situation and some simply could not.
Making decisions during uncertain times can be extremely challenging and therefore having a clear set of steps to making the right decisions are very important.
rather than comparing too many alternatives, identify key areas needs immediate attention, define a criterion, prioritize.
Engaging managers, team leaders and employees with different viewpoints enriching the debate on the situation allows for a more all-inclusive vision.
Waiting and prolonging is not an option during uncertain times. Making a decision rapidly allows organization to act fast, stay on top of the competitors and get out the situation swiftly.
It is typical that most leaders love having more data, information to make and support organizational decisions. But waiting to gather data comes at a cost, and it can be very significant particularly during uncertain times, and waiting can also lead to lack of a decision.
Transformation and keeping up in challenging times is not easy it takes a lot of courage, energy and effort to initiate change and even more to build on that momentum. Benefits are tremendous for organizations who get it right. Such organizations are more likely to attract new and retain top talent because of diversified, engaged culture differentiates them from other competitors. They get the most from their employees by tapping into their passion, latent, and efforts. Not only that but also, become more productive, profitable, and will get the best out of their customers. These organizations consistently outperform other competitors, and consistently grow and thrive even in challenging economic times.
Reference
Drucker, P. (1994), “Theory of the business”, Harvard Business Review, September/October, p.96.
Stan, I. (2013), Education and leadership exercises for organizations and people, Publisher: Polirom, Bucharest
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