pragmaticstrategist

Last week we mentioned seven strategic behaviors we see in our friend T.J. Here are four more more. The final behavior is the one that keeps her from failure.

The Pragmatic Strategist

T.J., like all Pragmatic Strategists, exhibits most of the behaviors we have already mentioned. However, her success in the “eleventh behavior” is the one that prevent failure. She ……

• Can list and is willing to vet the assumptions she’s working under. >>> If not, she is likely to be unpleasantly surprised.
• Is willing to make decisions within her sphere of control and influences others to provide changes needed for her to succeed. >>> If not, her “strategic thinking” is merely a mental exercise and nothing will improve.
• Evaluates alternative options for needed changes and knows how to sell her ideas to her stakeholders. >>> If not, she will be frustrated in her efforts.
• Can write and implement a plan that aligns her unit with the vision, values, and goals of the organization in the evolving ecosystem. This plan identifies the specific, needed changes and the timeline, milestones and resources required to implement the changes. >>> If not, she will fail.

The eleventh behavior, the ability to plan and implement projects, is fundamental to the success of any strategy. Unfortunately, this skill set is underdeveloped in most managers and their organizations. (Why do I say this? Because I’ve been involved with projects for over fifty years and have NEVER come across an organization that brags their projects are always on-time, within budget, and deliver full scope outcomes. Never. What about your organization?)

Behaviors and the Upcoming Course Pilot

If you want a summary checklist of the eleven behaviors and some commentary, please click HERE . I’ll send you a summary. I will also send you information about the upcoming Pragmatic Strategist pilot. Don’t worry, you’re not committing to anything and I’m not going to sell your email address. I’m just going to send you some information.

T.J. demonstrates many of the behaviors we see in managers who are realistic about their role in their company’s strategy and how they build a supporting strategy for their unit. Yesterday we mentioned two behaviors we see in T.J. Here are three more. The final behaviors will be described on Monday, including the one behavior that keeps her from failure.

The Pragmatic Strategist

T.J., like all Pragmatic Strategists, knows she has to think about context and “think bigger.” She ……

• Uses the organization’s vision, values, and goals to vet needed changes to her unit. >>> If not, her unit will not be aligned with the larger organization.
• Can define the changes needed in other units if her plan is to succeed and then influences other managers and individuals to bring about these changes. >>> If not, she will be dealing with fluff. (Or alternatively, will find future barriers and stumbling blocks to her unit’s execution of plans.)
• Evaluates problems and opportunities and their potential resolutions from multiple points of view. >>> If not, she will have a strategy based on hope alone.

There are four more behaviors we see in T.J.’s planning and action. I’ll send them along on Monday. We hope you enjoy your weekend.

Upcoming Course Pilot

Want to learn more about The Pragmatic Strategist and the upcoming pilot? Click HERE to learn more. I’m facilitating the pilot with a maximum of fifteen participants. Don’t worry, you’re not committing to anything and I’m not going to sell your email. I’m just going to send you some information.

T.J. demonstrates many of the behaviors we see in managers who are realistic about their role in their company’s strategy and how they build a supporting strategy for their unit. Yesterday we mentioned two behaviors we see in T.J. Here are two more.

The Pragmatic Strategist

T.J., like all Pragmatic Strategists, does not just think about today’s challenges. She ……

• Dedicates time to identify events and emerging trends that will affect the organization and/or her unit. >>> If not, she and they will be surprised.
• Anticipates needed changes to her unit’s role in the business. >>> If not, she and they will become irrelevant.

Upcoming Course Pilot

Want to learn more about The Pragmatic Strategist and the upcoming pilot? Click HERE to learn more. I’m facilitating the pilot with a maximum of fifteen participants. Don’t worry, you’re not committing to anything and I’m not going to sell your email. I’m just going to send you some information.

T.J. demonstrates many of the behaviors we see in managers who are realistic about their role in their company’s strategy and how they build a supporting strategy for their unit. Here are two behaviors we see in T.J. More will follow in the coming days.

The Pragmatic Strategist

T.J., like all Pragmatic Strategists, has good business acumen. She certainly knows how to run her department. And, she also knows how her department fits into the bigger picture. She ……

• Understands the organization’s strategy well enough to explain its intent to her team, in terms they understand. >>> If not, they are just “flying blind.”
• Can describe the organization’s basic business model (i.e., how it makes and uses money). >>> If not, she can’t plan for the proper use of scarce resources. 

Upcoming Course Pilot

Want to learn more about The Pragmatic Strategist and the upcoming pilot? Click HERE to learn more. I’m facilitating the pilot (Wow, that’s a big deal!) with a maximum of fifteen participants. Don’t worry, you’re not committing to anything and I’m not going to sell your email. I’m just going to send you some information.