Here is our latest challenge from the Crucial Debate Series held in March.
Lizwe Nkala from the Strategic Thinking Institute is a corporate strategist working at executive and board levels of large companies. He cites strategic thinking as a critical skill for the 21st Century leader. High performance organisations have a deeper level of strategic thinking. A good strategic thinker is able to see ahead and behind, says Nkala. Their vision of the future is rooted in understanding the past, not to predict the future, but rather to spot the discontinuities. They see from above (big picture) and below (deep dive). They are also able to see things through. With all this – they are truly remarkable. Not least because they can do all this despite the fact that as human beings, we tend to over-emphasize what we know. If you have hunch about something, you gravitate towards that hunch. We also tend to overestimate what we stand to gain and underestimate our future plans. The observations that inform our decisions come from our conscious and our subconscious minds. We need to use both our conscious and subconscious minds for strategic thinking and decision-making.
Nkala says we have become scholars of intuitive decisions. Many of these decisions we make are ok. Yet our world presents an increasing range of conditions that can vary and change. We describe it as the “VUCA” world, one that is accelerating in all the VUCA elements. What we need more than ever is clarity of thought.
Tweet: We are looking for those who have clarity of thought to lead our organisations. They are hard to find. #IPMCD
So here is a question – the challenge – that was surfaced at the Crucial Debate Series:
Who is leading our organisations and institutions and with what frame of reference? What is their vested interest? How good are they at strategic thinking?
And, What do you bring into the room with you? What is your vested interest and your frame of reference? What conscious and subconscious factors affect your decisions? Are you aware of all these elements? Do you see the importance of developing this awareness to enhance your strategic thinking ability, the ability of others, and thus the decisions that affect your organisation?
We must go beyond the intuitive response to be excellent strategic thinkers, decision makers and leaders, says Nkala. That requires showing up in a very authentic, self-aware manner.
Lizwe Nkala is an influential corporate strategist working at executive and board levels of large corporations. He is the MD of Flamingo Moon Consulting and a founding partner of the Strategic Thinking Institute, where he coaches executives and presents tailored strategic thinking seminars and webinars, and provides strategic thinking tools and templates for corporate clients. For more, visit www.flamingomoon.co.za
The IPM Crucial Debate Series poses questions you can ask in your workplace and aims to influence what we do and how we do it. Would you like to put your name down to attend the next Crucial Debate event? Members benefit from a discount on the attendance fee.Or, would like to speak at our next event, offering your provocations to our HR, L&D and Business Leader Audience?
Email us on: firstname.lastname@example.org