Reinventing Strategy - by Willie Pietersen - PART III: STRATEGIC LEARNING FOR PERSONAL GROWTH

Introduction
PART I: THE NEW LEADERSHIP CHALLENGE
PART II: IMPLEMENTING STRATEGIC LEARNING AS A LEADERSHIP PROCESS
PART III: STRATEGIC LEARNING FOR PERSONAL GROWTH
Remarks
Reading Suggestions & CONTENTS
About the Author

PART III: STRATEGIC LEARNING FOR PERSONAL GROWTH

Not only can Strategic Learning generate ongoing renewal in organizations, but it can also be used as a personal tool to develop more effective leadership. Generating great insights, making difficult choices, creating a clear focus, aligning the organization, inspiring people, leading change, and then repeating this cycle continuously require strong leadership. The Strategic Learning process is designed to help leaders accomplish these tasks but, says Pietersen, how well it works is a function of leadership effectiveness.

Although a good IQ and strong technical skills are important, the author believes they are “entry-level” requirements that are eclipsed in importance at the senior executive level by emotional intelligence (EQ). Referring to the research popularized by such writers as Daniel Goleman (Emotional Intelligence), Pietersen notes that there are four fundamental components of EQ: (1) self-awareness (self-confidence, realistic self-assessment, and a self-deprecating sense of humor), (2) self-management (the ability to control and channel one’s emotions in productive positive ways and being trustworthy, conscientious, adaptable, ready to seize opportunities, and driven to achieve), (3) social awareness (empathetic, organizationally aware, and service oriented), and (4) social skill (adept at finding common ground among diverse groups, orchestrating teams, and maintaining rapport). Seemingly, it is the possession of these characteristics, rather than IQ, that sets brilliant leaders apart from those who are merely good executives.

Fortunately, in contrast to IQ, which is thought to be determined largely by genetics, EQ can be significantly improved if the right tools are applied. Pietersen believes that because learning is at the heart of both strategy creation and leadership development, the Strategic Learning process is that right tool. In the learning phase, the task involves conducting an honest self-appraisal, and obtaining feedback from others, as a means of generating insights about one’s personal strengths/weaknesses, one’s values, and the specific leadership challenges to be met in the business, industry, and role one occupies. This process of self-discovery amounts to a personal situation analysis, which forms the foundation of the next step, focus. Here, the newfound insights about strengths, weaknesses, personal values, and leadership challenges are translated into a set of priorities and action plans for self-improvement.

In order to align personal values and leadership philosophy with the strategic priorities and cultural values of one’s organization, it will be necessary to write a Leadership Credo. The purpose of this document is to articulate “This is what I believe in, and here’s how we are going to win.” Thus, because it defines one’s core principles and theory of success for the business, the Credo is the vehicle for integrating organizational strategy with leadership effectiveness.

Finally, to complete the cycle, the individual must implement his or her action plans for self-improvement, apply the Credo to everyday life and work, and at the same time, continuously repeat the process of self-discovery and learning from observation and experience. The objective is to remain open to new ideas and innovations, while having a process in place to help digest this information in a deliberate, meaningful way.

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Source notes by chapter and a subject index are provided.