LEADERSHIP
Strategic Leader And Strategy Execution
By Dr . Kellen Kiambati
The formulation of corporate strategy is done through a participative process involving all employees of the organization . However , cascading strategies to the lowest level is done by those in strategic leadership . The beginning of leadership lies in understanding vision , mission and desired actions and outcomes . So strategic leaders should thrive pushing boundaries , start asking questions again , rethink purpose and move to seek breakthroughs . Today we bring to light the concept that is leadership ; leaders do not only get work done through people , they get people developed through work .
Leadership is a process and not a position . The challenge of leadership is to create change and facilitate growth . This calls for movement and is inherent in moving up from one level to the next because the subject of leadership can be confusing ; where do we start , what should we do first , what processes should we use ? How can we gain influence with others ? How do we develop a productive team ? To answer these questions effectively , takes understanding the five levels of leadership outlined here-under :
Position : The first level is where people follow leaders because they have to . It is the lowest level guided by title and job description .
Permission : In the second level , people follow leaders because they want to . It is based on relationships closely related to the saying that if you want to move fast move alone but if you want to go far move with others .
Production : The third level is where people follow leaders because of what they have done for the organization . Results matter , however no lasting success is available at this level because largely people step on other toes as they chase results .
People Development : Number four is when people follow leaders because of what they have done for them . You are the leader who inspires others . At this level they believe that a candle losses nothing by lighting another candle .
Pinnacle : Finally , people follow leaders because of who they are and what they represent . Respect , legacy , pouring love on others are critical factors at this level . They subscribe to Mahtma Gandhi ’ s believe that in gentle ways , one can shake the world . Meaning , one should not underestimate the little things that can make a big difference . A small act of kindness may not seem a lot from one ’ s personal perspective , but it can make someone ' s day .
To become an ultimate great strategic leader capable of executing strategy , one should learn and apply : Leading by understanding dimensional behavior : leaders should strive to understand and categorize leadership behavior as a strategy to become a great leader ; Effective communication : Leaders should understand and apply effective communication skills both verbal and non-verbal . Human beings spend 80 % of their life communicating . They also speak at 100-175 words per minute , but can listen intelligently at 600-800 words per minute . Clearly this data has implications that strategic leaders should consider when cascading and executing strategies . Most important is to avoid bad listening which entails ; Pseudo Listening - giving the appearance of being a good listener while using a façade to mask real thoughts , Stage-Hogging - consistently turning the topic of conversation away from the speaker and onto oneself , Ambushing - listening carefully , but gathering information to use against the speaker at a later time , Selective Listening - responding only to the parts of the conversation that interest the listener while tuning out everything else and Avoidant Listening - forgetting what is said if the subject is negative or something the listener would not like to manage .
You should also perfect your motivation and commitment skills : Applying motivational skills to move ourselves and others from compliance to commitment ; and scale up Feedback skills : Feedback is a critical skill for all those who manage people and who must influence others . It is a tool for giving information about work performance . Feedback should be employed often to encourage open communication and development . Feedback is motivational to praise and developmental to point out areas of improvement .
Finally , it is important to also be alive to strategic implementation obstacles as a leader so as to look for capabilities to navigate them . These are : the strategic plan can sometimes reflect abstract world of planners , CEOs , and organizational thinkers ; having a vision and strategy that are not actionable and therefore end up confusing implementers ; having a strategy that is not linked to any specific department , unit , team , or individual objectives ; having a strategy that is not linked to the organization ’ s system for allocating resources ; having performance feedback systems that are usually tactical rather than strategic ; and having a plan that fails to anticipate and respond to both incremental and radical change ( unplanned events ) occurring within and outside of the organization like the Covid-19 pandemic .
Kellen Kiambati holds an MBA in Strategic Management from the Kenya Methodist University and a PhD in Business Administration with a focus in Strategic Management from JKUAT . She is a member of the Institute of Human Resource Management of Kenya . She can be reached via : Kellenkiambati @ gmail . com .
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