Being strategic is distinct from merely setting the goal: it’s about how we get to the goal.  But the increasing complexity of our environment (dispersion; interconnectedness; fluid environments that act and react continuously) – it requires a new sensibility of learning rather than statically knowing. Of constant reality checks: feedback loops: the jet fighter pilot OODA training.
Practical, effective leadership triangulates amongst goal, resources, and stakeholders (which includes self): and it means continuously navigating, adjusting – not only internally within that triangle, but most especially within the external context.

Fog of war. Dealing with that takes more than having an internal compass which can be tricked into relativism. Find your true north: have an absolute reference point. Very quickly: in a strict hierarchy (no “jeez-that’s-tough” ties, no “Charley Brown” draws: it’s a totem pole), name your top three values, from the top.  Keep it simple, keep it clear, keep it always.

Author Faber talks about a simple rule he had as a Delta force commander: the mission, the men, and me: in that order.

Analysis, political correctness, economics: they’re all about the complex 64 steps of grey.  But decisions are black and white. It’s nice to afford many choices. To soft-focus, to appease.  Or govern for the polls.   But in the end, it’s still about that one choice you have to make.

If you enjoyed this post, make sure you subscribe to my RSS feed!

This entry was posted Thursday, February 25th, 2010 at 9:48 am and is filed under Decision Making. You can leave a response, or trackback from your own site.