Top 3 Strategic Expectations for Leaders

More Is Being Expected from Leaders
Project postmortem data tells us that strategic expectations for leaders continue to increase.  Most companies expect their top leaders to have the expertise to:

• Operationally handle the day-to-day leadership pressures required to meet short-term targets.
• While simultaneously establishing a high performance culture to engage and retain top talent over the long-term.

We expect strategic leaders to see the big picture, work at a higher altitude, and envision and implement meaningful organizational change across the entire enterprise.  To be successful, they need different leadership skills and time allocation.  A recent survey by McKinsey revealed that only 22% of executives’ time is devoted to long-term growth initiatives — even though companies that do focus there outperform peers.

For leadership to meet strategy expectations, they must orchestrate resource allocation, maintain day-to-day excellence, and invest in the horizon simultaneously.

When Times Are Tough
Strategic leadership is most critical in challenging times. Whether facing pandemics, economic uncertainty, industry disruption, or global tensions, organizations rely on leaders who can navigate complexity with clarity and purpose. These leaders guide their teams through uncertainty, confront emerging challenges decisively, and turn unforeseen obstacles into opportunities for resilience and growth.

What Is Required
Based upon data form our leadership simulation assessments, there are three strategic expectations for leaders that can help move teams in a positive direction even during turbulent times. These leadership behaviors require that leaders be able to think, act, and influence strategically. Here is what we mean.

1. The Ability to Solve Complex Problems
   The best leaders make effective strategic decisions.  They are able to confront complex and ambiguous situations and see their way clear to a solution. They approach problems in a measured way and sift through what matters and what does not.
   
   Instead of being paralyzed by indecision, the best leaders prioritize and manage toward resolution. The key is that they don’t do all this on their own. They are humble enough and wise enough to actively seek input from others. They look for opportunities to solve problems in innovative and collaborative ways.
2. The Readiness to Act
   It’s one thing to design a course of action; it’s another to follow it. Strategic leaders are unafraid to take decisive and timely actions as long as they are aligned with the overall strategy of the organization. These leaders are bold enough to take on an appropriate level of risk because they are prepared to shift direction when needed by changes in the marketplace.
   
   Accordingly, continuous learning is a hallmark of strategic leaders.
3. The Capacity to Persuade Others
   We know from action learning leadership programs that the most effective leaders not only seek advice from others, but they are also adept at strategically influencing others to follow them. For a strategy to be implemented, it needs employees from the front office to the loading dock to contribute to the plan. Strategic leaders can influence key stakeholders both inside and outside the organization to get aligned.

The Bottom Line
Are your leaders equipped to lead both tactically and strategically once strategy retreat facilitation has been completed? If your organization is to succeed long-term, you need enterprise-level leaders who can deal with complex situations, act in a timely fashion, and influence others to follow.

To learn more about strategic expectations for leaders, download How Strategic Clarity Distinguishes High Performing Leaders – The Elite 6%