How do people shift from being a manager or supervisor into becoming a leader? - part #2

As we make the three shifts I talked about last week in my blog, there are three critical skills we need to teach, learn and role model. According to the research of Paul J.H. Schoemaker, Steve Krupp and Samatha Howland in their article called “Strategic Leadership: The Essential Skills” from the January - February 2013 issue of the Harvard Business Review, the first skill is to anticipate. As they explain, strategic leaders are “constantly vigilant, honing their ability to anticipate by scanning the environment for signals of change.” They do this by building broad networks of diverse people in order to listen to different voices and to gain perspective. Then, “they do scenario based planning to imagine various futures and prepare for the unexpected.” In essence, they expect surprises, but reduce uncertainty.

The second skill is to challenge. “Strategic thinkers question the status quo.  They challenge their own and others’ assumptions and encourage divergent points of view. Only after careful reflection and examination of a problem through many lenses do they take decisive action. This requires patience, courage and an open mind.” Effective leaders “focus on the root cause of problem rather than the symptoms” and they “encourage debate by holding ‘safe zone’ meetings where open dialogue and conflict are expected and welcomed.”

The final skill according to Schoemaker, Krupp and Howland is to align. “Strategic leaders must be adept at finding common ground and achieving buy-in among stakeholders who have disparate views and agendas.” This requires proactive outreach to different groups, proactive communication, trust building and frequent engagement. They do this by communicating “early and often to combat the two most common complaints in organizations: “No one ever asked me” and “No one ever told me.” the challenge for leaders is too “reach out to resisters directly to understand their concerns and then address them.” And then to “recognize and otherwise reward colleagues who support team alignment.”

This week ask yourself the following questions: How well do I anticipate? How well do I challenge? How well do I align? Your answers will help you map out your choices during the coming weeks and months.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257