Strategic Leadership through Self-Awareness

RLI-Strategic-Leadership-Flyer.jpg

Deep within my psyche resides a constant rumination on building a legacy of businesses that survive me, and provide for my family. The most critical skills that I can develop to fuse strategy with leadership is through continually scanning for new opportunities while concentrating on mitigating threats and blind spots.

The overall score of seventy-two (out of eighty) on the strategic-leadership self-assessment, indicates that I do currently possess many of the characteristics needed to create and fulfill a company's vision and mission statements, combining skilled people with quality resources to execute organizational objectives. Moreover, it highlighted tools that will be implemented into my leadership style to actualize a more strategic leader.

It is my conviction that everything in life starts with a person's state of mind. As a leader, being strategic is most paramount in times of choice and decision making. There will be moments of chaos where obstacles are in the way of effective leadership, and by keeping an intellectual perspective and emotional self-control, a leader can focus their attention while making well-informed strategic decisions. 

While serving as a Marine Corps Squad Leader for a Fleet Anti-Security Team, it was my responsibility to create a vision, select the ideal individuals from within my squad, then organize a strategic approach that would achieve company objectives through specific procedures and protocols. Reflecting on this period, I developed the ability to discern between experiences and reasoning or emotions and consequences within arbitrary events. This understanding provided the differentiation between accomplishing an objective yet losing a marine's life or achieving a mission efficiently, where all Marine's return back to camp alive after completing a goal. Similarly, in business, the clarity of objectivism and making decisions based on standardized measurements allow top-level management to create profitable companies that are humane and socially responsible, while still maximizing revenue and increased market share.

As a strategic leader, it is imperative to harmonize being an ambivert, where extroverted characteristics and ideas examined collaboratively, while introverted traits consider implementation and execution in-depth independently.

Being an intuitive leader will continue to be a strength that bolsters my ability to create a company vision and corporate culture based on trending data, societal norms, positive analysis, and what all of this information implies. I seek to understand the intrinsic values that drive and motivate the people I lead, to challenge them in methods that reward them individually, based on the ideas referenced in Maslow's Hierarchy of Needs. This understanding of who they are, how their skills, knowledge, and abilities interact with their personal life and self-identity; allows leadership to align employees with the vision and direction of the company.

Strategic leadership enhances company-wide performance and its ability to utilize resources (human, capital or equipment) effectively. The plan for developing my strategic leadership skills into the future is on removing the obstacles in my team and staff's lives. Many times an employee or team member knows their professional responsibilities and possess the potential for quality work, yet some externalities impede their results.

Opposite of exclusively assessing financial reports and statements about profits, loss, expenses, and revenue, I plan to focus on the roadblocks, obstacles and limiting beliefs that reside in the minds and lives of those I rely on to perform at elite performance levels. Empowering the individuals I lead, and the team members I collaborate with will expand my ability to lead an organization strategically.