Here's how you can develop essential leadership qualities for senior Strategy professionals.

How do you craft a vision? It's so easy to get lost and fill it with generic terms and nonsensical words. It's important to then ensure that your vision statement jives with the mission and the culture of the organization. The vision should represents the true purpose of the company and embody the 'reason for being'. A challenge might be for companies that need to create a purpose from scratch or it's not very obvious. Take an example a car rental company. They could just say that its vision is to "Provide quality transportation services at the lowest price". Or, it could say "Bring families and friends closer". Which would be more motivating?

To succeed as a leader in strategy, you must skillfully articulate a compelling vision for the future. For instance, Satya Nadella's leadership at Microsoft exemplifies this approach. Upon becoming CEO, Nadella reimagined Microsoft's direction with a focus on a "mobile-first, cloud-first" strategy. His clear and inspiring vision shifted the company's emphasis towards innovative cloud services and mobile solutions. By effectively communicating and aligning the organization behind this vision, Nadella revitalized Microsoft's growth and positioned it as a leader in the technology sector. This demonstrates how a compelling vision, articulated by a strategic leader, can drive transformative success within an organization.

A prime example of a company that excels in this area is Apple. Steve Jobs was renowned for his ability to cast a vision that not only outlined clear goals but also resonated deeply with his team and customers. Jobs communicated a vision that emphasized innovation, design, and user experience. This vision acted as a north star, guiding Apple through complex strategic decisions and leading to revolutionary products like the iPhone and iPad. By effectively aligning the company's vision with the values and motivations of his team, Jobs was able to drive collective action and position Apple as a leader in the tech industry.

How do you know when to take swift action and when to take your time to make a decision? It usually depends on the context and how many people would have a say in the decision-making process. Do you need to consult many parties and shepard everyone to a collective decision, or is everyone looking to you to set the direction and they will just execute? Another factor to consider is the time allowed for this process. There will be times where you will be given the luxury to consult and think about how this decision fits into the larger strategy of the company. There will definitely be other times when you will need to pull the trigger (or rip the band-aid off!). Either way, ensure that you are taking into account the entire situation.

Decisiveness is crucial in strategic leadership, particularly in navigating complex and ambiguous situations. Leaders must adeptly analyze information, consider diverse viewpoints, and make informed decisions swiftly. A notable example is Netflix's transition from DVD rentals to streaming services under Reed Hastings' leadership. Despite initial skepticism, Hastings decisively invested in streaming technology, anticipating the digital content revolution. This strategic pivot propelled Netflix to become a global leader in entertainment, illustrating how decisive action, strategic vision, and bold execution can drive transformative success in dynamic industries

Emotional intelligence (EI) is essential for strategy professionals, enhancing their ability to navigate complexities and lead effectively. EI manifests in several key ways: 1. Self-Awareness: Understanding emotions, strengths, and weaknesses to manage interactions effectively. 2. Self-Regulation: Managing emotions under pressure to make reasoned decisions. 3. Social Skills: Strong communication, persuasion, and conflict resolution abilities to build relationships and influence positively. 4. Adaptability: Flexibility to adjust strategies in response to changes, demonstrating resilience and openness to feedback and new ideas.

What exactly is Emotional Intelligence? There are many components that make up EI, each would require many books and articles to explain. I would touch on the power of empathy. Empathy means understanding where other people are coming from. It means to walk in their shoes and see things from their perspective. This can be especially difficult to do when you're trying to make your case and emotions are running high. This is why it would also be important to maintain calmness and keep the long view.

Emotional intelligence (EI) is vital for effective leadership, involving the ability to understand and manage emotions to foster a collaborative team environment. Leaders with strong EI can navigate interpersonal dynamics, resolve conflicts, and inspire teams through empathy. A notable case is BlackBerry's decline, where co-founder Mike Lazaridis' emotional challenges, such as reluctance to adopt new technologies, hindered the company's adaptation to market shifts. This highlights how EI deficits at the top can impact organizational strategy and success in dynamic industries.

The job of crafting strategy for a company is getting harder and harder. It was not long ago when crafting the strategic direction of the company would just involve hiring strategy consultants and use relatively simple tools like Michael Porter's 5 Forces. Nowadays, companies need strategies for everything from when and where to launch a product, to deciding whether to stay in a warring country to how to deal with social media blowups and meltdowns. I would argue that the board and executive management should be in charge of setting the strategy and as importantly, take responsibility for its communication to the entire company. Otherwise, it would be like a game of 'telephone' where the last person would get a muddled message.

Do you find it tiring to work with others, especially if you find them a little tiresome to work with? How do you collaborate with others who do not share your vision? One trick is to break down barriers by looking for what you have in common with them. You might have to 'fake' congeniality at first, but the more you hear stories from them, the more you might find commonality. This can form the basis of an understanding of which to build a working relationship.

It's well-known that we never stop learning, no matter how senior we get in a company. There are many schools of thought on how we can ensure that we keep on upskilling ourselves. One way in which we can keep ourselves accountable is via reverse mentorship. This is where senior leaders are mentored by junior staff. The typical example would be where the seniors are taught the latest in computer wizardry, but nowadays newer employees have a lot more perspectives that they can impart to senior folks. An added advantage is that companies can formalize and measure this process. It's truly a win-win-win!

Ethics and integrity are foundational for any professional, especially for strategy professionals who play a critical role in guiding organizational direction. Demonstrating ethical behavior and integrity sets a standard of trust and accountability within the workplace and broader community. Ethical leaders in strategy take responsibility for their decisions, ensuring fairness and impartiality in all aspects of their work. By fostering a culture of ethical awareness and accountability, they inspire teams to uphold high standards of conduct and make decisions that benefit all stakeholders equitably.