This blog continues to explore the end-to-end process of crafting and leading an outstanding leadership offsite. Once you have understood the context and objectives, it is time to move on to design. The design has three important dimensions to consider: Substance, structure, and style. This post addresses the substance dimension and borrows from systems thinking to determine inputs, offsite modules, and outputs.
I was struck by the muses while waiting at the San Francisco Airport to record this on-the-go video with a simple message: Management consultants are in great demand because they develop skills and adopt practices that you too can develop and adopt — pick and choose from their playbook. Here, you can watch the video and read the transcript.
Most executives expect you to think like an executive — considering the BIG PICTURE — even if you do not yet have the job title or the full visibility into the broader business. Pragmatically speaking, it means that when you make recommendations and decisions, you proactively anticipate and consider bigger-picture questions.
While there is no one “right” decision-making process, many processes can lead to the “wrong” outcome. I have distilled for you the practitioner’s view on 40 years of thinking on the characteristics of an effective strategic decision-making process into an “IDEAL framework.” The IDEAL process is I = Insights-driven, D = Deliberate, E = Explicit, A = Adaptive / Agile, and L = Leads to action.
Strategic decision-making is a never-ending business activity that requires a tailored approach and that can be improved in most organizations. Thus, executives treat strategic decision-making skills as corporate superpowers that unlock access to senior leaders, interesting projects, and promotions. Examples include systematic yet flexible problem solving, clarity of thought and expression, conviction to pursue your decisions, collaboration and buy-in creation, and thinking like a senior executive.