Making Sound Business Decisions at Your ALLIANCE Center

Managers need a strategic mindset to be successful in today's serviced office environment. They must also be able to gather and process large amounts of information and then efficiently sift through masses of detail to obtain facts required for sound decisions.

In this area of rapid change, managers must also be creative and resourceful to keep ahead of the competition. To make the most of limited resources, they must be able to effectively balance creativity and resourcefulness – to decide whether to start from scratch or build upon what already exists.

This series will present development activities in the following four areas of thinking skills:

1. Thinking Strategically: Consider a broad range of internal and external factors when solving problems and making decisions
2. Analyzing Issues: Gather relevant information systematically, while considering a broad range of issues or factors.
3. Using Sound Judgment: Make timely and sound decisions and make decisions under conditions of uncertainly.
4. Being Innovative: Generate new ideas and go beyond the status quo.

In this issue we will focus on Thinking Strategically.

Thinking Strategically

"The real voyage of discovery consists not in seeking new lands but in seeing with new eyes."
                            – Marcel Proust

Effective managers think strategically. They analyze opportunities and problems from a broad perspective, anticipate, and plan for reactions from others. They focus team energies on those key activities that will have significant impact on the organizations. Strategic thinking is characterized by the ability to visualize what might or could be, as well as a day-to-day strategic approach to issues and challenges.

Think ahead.

Learn to think ahead by anticipating reactions to what you and your team plan to do. Strategize ways in which you can achieve your goals with the support of others, rather than create dissension with them. Engage in "What if...?" thinking. Consider: If we do this, how will our competitions respond, what will our clients think, what impact will this have on our suppliers or what will our next move be?

Think through future implications and weigh the benefits and risks associated with your actions. Continually look for alternative ways to work with people that will create better results and working relationships. In particular situations, challenge yourself to identify three or four options and think how the people involved will receive them.

Arm yourself with knowledge.

Thinking strategically requires gathering information. Read business magazines to learn about strategies other organizations have implemented to enhance their competitive position. Determine which of these strategies could work well in your organization.

Research your company's major competitors and develop a detailed profile of each competitor. Get a fresh perspective on your company's strategies by looking at them from the view point of a client or competitor.

Be proactive.

Thinking strategically doesn't mean staying behind your desk to strategize. Be proactive! Volunteer to serve on a strategic planning committee or task force. Conduct an "environmental scan" of external opportunities and threats and internal organizational strengths and weaknesses that will affect your company's current or future strategies or competitive positions.

Ask your team to identify critical factors that block or hinder even greater performance, quality, or customer service. What prevents the team from achieving its potential? Which of these factors are considered to be "givens" (things the team believes will always exist)? Be aware that these "givens" are what your competitors will figure out how to change, so begin working on the Now. Come up with solutions or alternatives.

Realize that strategic thinking works with relationships too. In working with others, think through how your plans will affect your colleagues, clients, team members, and so forth. Decide whether the impact on others matches your intent.

Conclusion

Managers who think strategically are able to see the big picture. When dealing with issues, they operate from a broad, long term perspective, rather than taking a narrow view or focusing only on short-term implications. After you have practiced using strategic thinking, ask for feedback on your skills from your manager or people who are known to be strong strategic thinkers.

For a full discussion on how you can make better, sound decisions at your ALLIANCE center, contact The ALLIANCE Academy's Executive Director, Susan Smith by email or by phone at +1 (678) 641 4467.