Successful Leadership Strategies

Successful Leadership Strategies



Ensuring Successful Analysis, by: analysing the​ operating environments on a​ regular basis, and​ additionally when major changes occur; using legal and​ ethical means to​ gather information; using experienced specialists to​ gather and​ analyse the​ information; using an​ appropriate range of​ information gathering tools and​ techniques; gathering information from an​ appropriate range of​ sources; ensuring that forecasts, trends, predictions, are supported by sufficient evidence. the​ objective is​ to​ carry out an​ analysis that provides the​ organisation with a​ clear picture of​ the​ current environment in​ which it​ operates, and​ a​ forecast of​ impending changes. This will enable the​ leaders of​ the​ organisation to​ make changes to​ existing operational objectives in​ response to​ the​ findings on the​ current situation, and​ to​ longer term plans in​ preparation for​ the​ predicted changes. a​ thorough analysis should be carried out at​ least annually, with quarterly reviews. This will ensure that the​ leaders of​ the​ organisation are fully informed at​ all times, and​ are equipped with information that will enable them to​ respond appropriately to​ any changes which impact on the​ organisation.

Analysing the​ External Environment, by: identifying the​ components and​ the​ boundaries of​ the​ external environment in​ which the​ organisation operates; considering the​ current political, economic, social, technological, and​ environmental situation; gathering appropriate, sufficient, reliable, and​ valid information; identifying and​ evaluating trends; evaluating the​ impact of​ current influences on the​ organisation; forecasting the​ impact of​ potential changes on the​ organisation. the​ objective here is​ to​ gather information which highlights or​ predicts changes in​ the​ world in​ which the​ organisation operates. There are many thousands of​ local and​ international influences and​ forces which impact on the​ organisation. Indicative examples include demographic changes, cultural changes, and​ social behaviour changes, all of​ which can lead to​ changes in​ customer markets and​ buying patterns. Another example is​ a​ potential or​ forecast change in​ a​ technology which could end demand for​ certain products or​ services. for​ almost any organisation, of​ any size, and​ in​ any sector, gathering and​ analysing this type of​ information is​ critical.

Evaluating Competitor Behaviour, by: identifying current and​ potential competitor organisations; gathering appropriate information on current and​ forecast competitor activity; evaluating the​ strengths and​ weaknesses of​ individual current competitors; considering the​ potential impact of​ new entrants or​ changes in​ competitor behaviour. the​ purpose of​ this is​ straightforward. Competitors are, by default, competing for​ the​ same customers, and​ if​ they are worthy competitors, they will be carrying out the​ same type of​ analytical activity, and​ responding to​ their findings. Competitor activity can be a​ vital component of​ the​ information gathered, as​ it​ indicates how similar organisations are responding to​ current and​ forecast changes.

Considering the​ Needs of​ Stakeholders, by: identifying all stakeholders, within and​ outside the​ organisation; evaluating the​ importance of​ support from each stakeholder group; consulting with stakeholders to​ identify and​ understand their needs; explaining to​ stakeholders the​ organisation’s strategies and​ values; resolving conflicts and​ misunderstandings through discussion. the​ aim of​ this activity is​ to​ ensure that the​ needs of​ the​ stakeholders are known, and​ their views taken into consideration. Stakeholders can include operational staff, managers, trade unions, shareholders, suppliers, customers, clients, sponsors, funding organisations, partner organisations, local government departments, and​ local or​ national media. There can also be sector-specific stakeholders, such as​ relatives of​ patients, in​ the​ hospital sector, local residents affected by major construction projects, or​ parents of​ schoolchildren.

Evaluate the​ Internal Condition of​ the​ Organisation, by: analysing the​ organisation’s current internal condition; carrying out a​ review of​ strengths, weaknesses, opportunities, and​ threats. the​ aim is​ to​ build a​ detailed picture of​ the​ current condition of​ the​ organisation, in​ terms of​ its internal health. This should be comprehensive, looking at​ all internal aspects of​ the​ organisation, including for​ example, the​ physical location(s) in​ which it​ operates, condition of​ buildings, equipment, vehicles, plant, funding, operational performance, recruitment, retention, training and​ development, policies, procedures, products, services and​ so on.

Adjusting Current Strategies, by: considering the​ findings of​ the​ analysis activities, and​ then evaluating current strategies and​ direction against these; consulting with specialists and​ key stakeholders about the​ proposed changes; adjusting current strategies and​ strategic objectives or​ replacing them with new ones; implementing a​ management system that will monitor, control, and​ adjust where necessary, the​ new strategies. the​ objective here is​ clear. to​ survive, the​ organisation must have in​ place appropriate strategies. Unless strategic direction, specific strategies, and​ their related objectives, are regularly evaluated, maintained and​ adjusted, the​ ability to​ compete will deteriorate and​ eventually the​ organisation will fail.

Adjusting Systems and​ Structures, by: evaluating the​ appropriateness of​ the​ current systems and​ structures in​ meeting the​ demands of​ the​ new strategies; consulting with all affected stakeholders on proposed changes; planning and​ implementing changes to​ operational, quality, and​ cultural systems, policies, procedures, and​ structures; implementing procedures to​ monitor, control, and​ adjust these as​ necessary. the​ purpose of​ this is​ to​ put in​ place an​ appropriate infrastructure that will support the​ new strategic and​ operational objectives. Unless this infrastructure is​ compatible with, and​ supports the​ achievement of, these objectives, the​ strategies will run into difficulties and​ almost certainly fail.

Adjusting Current Operational Objectives, by: adjusting operational objectives and​ activity in​ response to​ the​ changes in​ strategic direction; implementing an​ appropriate quality assurance management system to​ maintain operational quality standards; implementing procedures to​ monitor, control, and​ adjust operational activity and​ objectives as​ necessary. Operational activity must support and​ help achieve the​ strategic objectives. it​ is​ extremely damaging, if​ not fatal, to​ allow operational activity to​ continue unchanged, when the​ strategic direction and​ objectives of​ the​ organisation have changed.

Adjusting Personnel Capabilities, by: comparing the​ current and​ potential performance capability of​ key individuals and​ teams against the​ forecast performance requirements; improving personnel capability by re-training and​ development where appropriate; replacing individuals and​ teams where necessary; implementing an​ individual and​ team appraisal and​ development system.The aim of​ this activity is​ to​ ensure that, at​ all levels, the​ best possible individuals and​ teams are in​ place to​ support and​ help achieve the​ organisation’s goals. Without the​ right people the​ strategies will fail.

In Summary: analysing the​ environment in​ which the​ organisation operates is​ the​ most critically important activity that the​ organisation’s leaders undertake. it​ represents the​ sole purpose of​ the​ leaders, that is​ to​ ensure that the​ organisation is​ taking the​ most appropriate strategic direction and​ is​ equipped with the​ optimum resources needed to​ be successful in​ achieving its objectives. High quality information is​ critical to​ the​ success of​ the​ organisation, and​ information about the​ changes and​ challenges facing the​ organisation in​ the​ future is​ the​ most valuable of​ all.




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