Leadership is highly individual, we offer customized strategic leadership development to fit the precise requirements of individuals and/or leadership teams within the context of the business strategy. Our executive leadership development programs emphasize each leader’s personal role in executing corporate strategy. We approach strategic leadership from three distinct perspectives.
HR professionals are uniquely well placed to help current leadership produce the next generation of leaders by establishing leadership brand, assessing the gaps in the present leadership against this brand and investing in future leaders. The responsibility of HR today has immensely increased.
The process of taking a long-term approach to human resource management through the development and implementation of HR programs that address and solve business problems and directly contribute to major long-term business objectives.
Traditional HR Roles
Today’s Strategic Roles
Reactive
Proactive
Employee advocate
Business partner
Task focus
Task and enablement focus
Operational issues
Strategic issues
Qualitative measures
Quantitative measures
Stability
Constant change
How? (tactical)
Why? (strategic)
Functional integrity
Multi-functional
People as expenses
People as assets
Shaping Business Strategy
Developing HR
Strategy
Leading Change
Aligning HR
Processes
Achieving
Results
Understand the business context and develop plans to achieve competitive advantage.
Identify people- related issues and formulate plans to address them.
Enable the organization to implement change effectively.
Change roles, activities and systems to achieve desired outcomes.
Implement actions and processes to achieve results.
Leaders have vision. They share a dream and direction that other people want to share and follow. The leadership vision goes beyond your written organizational mission statement and your vision statement. The vision of leadership permeates the workplace and is manifested in the actions, beliefs, values and goals of your organization’s leaders.
The vision must always be to:
Clearly set organizational direction and purpose;
Inspire loyalty and caring through the involvement of all employees;
Display and reflect the unique strengths, culture, values, beliefs and direction of the organization;
Inspire enthusiasm, belief, commitment and excitement in company members;
Help employees believe that they are part of something bigger than themselves and their daily work;
Be regularly communicated and shared;
Challenge people to outdo themselves, to stretch and reach.
Being acquired by a larger firm may bring more awareness to a company or provide better benefits, but several cons may get in the way at first. In a business world where deadlines are demanding and profits are important, companies and their leaders will hold work productivity as a high priority. A strategic leader will observe less than optimum circumstance and move quickly to create beneficial change. At the same time, a strategic leader will realize that this employee may be able to provide unique insight across both functions that others cannot. Strategic leaders will observe these situations quickly and waste no time in shifting employees to areas where both the individual and organizations can benefit the most. Strategic Leadership Guidance involves the strategic leadership guide and the CEO in dialogue, developing solutions for one or more problems for which the CEO is considering different options. The format for the dialogue is determined collaboratively by the guide and the CEO. Effective framing and active listening are two critically important skills which the guide must practice to enable FOCUS on the best scenario.
Accepting the demands of strategic leadership involves a transition from the art of the familiar to the art of the possible. This is the realm of strategic leadership and the strategic environment.