Leading strategically
LEADING OTHERS
Think, plan and act strategically; engage others in the vision and values; and position teams/the organisation/the sector to meet the future needs of the people we care for.
Leading strategically looks like understanding how personal/teamwork supports the organisational vision and communicating this to others, creating long-term plans for the service or organisational area that are future-focused, or considering the impact of decisions across an entire service and/or organisation.
When you are leading strategically, you…
Quick tips
Meet with tāngata [people] who have put together and implemented a successful strategic direction to understand what was done.
List the sources you must consult with before developing alternative strategies and plans.
Consider many alternatives before deciding on strategy or direction.
Take the time to consider possible threats and risks to your plans/strategies and how to overcome or prevent them.
Test your plans against the vision. If these strategies or actions are successful, how will they contribute to improve, promote, and protect the hauora [health] and wellbeing of our community?
Provide tāngata [people] purpose through communicating how mahi [work] contributes to the vision for our hauora [health] system.
Practice this behaviour
Here are some ways you can practice this behaviour:
Develop a strategy that requires participation and tautoko [support] from a range of stakeholders across the organisation/sector.
Act in a higher level of executive leadership where communicating organisational strategy in a clear and concise way is a core responsibility.
Present and critique the strategy of a business unit that is unfamiliar to you.
Undertake a scan of the external and internal environments and look for opportunities in technological developments and globalisation.
Create a strategic plan for your unit.
What can hold you back
Here are some things that could get in the way of developing this behaviour:
Getting caught up in the detail of daily tasks.
Unclear about what you need to do in practice to demonstrate strategic leadership.
Thinking of yourself as a ‘practical person’ who lacks the ability to think strategically.
Undervaluing vision and strategy. Don’t be impatient when there’s no immediate and obvious practical application.
Resisting uncertainty when required actions and outcomes are not clear to you.
Related learning
Related programmes
