A few years ago DirecTV had a set of humorous TV commercials based on the idea that a single event can set in motion a series of events that leads to a less than desirable outcome. One of those commercials went like this:
This week we continue on in our focus on the most popular (aka "the sexiest") topic in leadership: strategic thinking. In last week's posting, we acknowledged that strategic leaders not only help unearth great ideas, but they navigate them through organizational gauntlets to get implemented.
We’re in the midst of a multi-week exploration of the most favorite son of leadership theorists: strategic thinking. Last week we looked at the first of three practices for fostering the discovery of paradigm-shifting improvements. This week we’ll continue that process by looking at the remaining two. To start, let's take a moment to consider a list of questions...
We’ve just begun a multi-part series exploring the most talked-about topic in leadership: strategic thinking. What makes a leader strategic? How can we help ourselves and the leaders we are responsible to develop become more and more strategic? What are the key principles of thinking strategically that can be fostered at all levels of leadership?
I had just finished my senior year in high school. I was 18 years old. My friends and I were busy making plans for where to attend college. The world was full of possibilities and options. One afternoon that spring the phone rang. It was clearly an adult on the line but he wasn’t asking to speak to my mother or father. He wanted to talk to me.