Strategic Thinking
In Where is the Vision, Part I (HERE if you missed it) the focus was on Vision. The definition of vision, by the way, includes anticipation. Either the ability to anticipate what is to come, or the sheer excitement of anticipating something in the future.
That ability to anticipate what is to come is what is expected of our elected officials regarding a vision- for the school system, for our communities. Based on their work, but most importantly, based on the “hope” that they care enough to worry about the future, we anticipate (with gladness? hope? maybe?) our community’s future.
How Does It Work?
Today, the focus is on strategy and strategic thinking.
Strategic: What are you doing now? What is the business that your government agency is in, and it’s not as simple as “everything.” No organization- government included- is in the business of “everything.” I was in a strategic planning session and the question was asked, “Who is your audience?” The answer came back, “Why, everyone, of course.” Wrong. No organization can be everything to everyone, even governments. Depending on where you live, your governmental agency may or may not manage utilities, or schools, or trash collection. Governments may or may not be directly involved with economic development, since that is often managed by the Chamber of Commerce and/or an Economic and Community Development agency of some type. Everything and everyone doesn’t work. So what does?
What Business Are You In?
So, what really is the business of your government? Before a Vision for the governmental agency can be developed- before government leaders can begin to think about, “this is where we want to be,” they must know, “this is where we are.”
True leaders- courageous leaders, will know, or at least ask the following:
- Why are we doing what we are doing?
- What is our business? (Think that’s common sense, or readily apparent? It’s not. Is this a tourist town and the core business is tourism? Is it a town devoted primarily to one industry, such as a military base or a large industry, or even high tech such as Silicon Valley?). Knowing what business your organization is in is critical. A school district in an affluent community is fundamentally different than a school district in a poor community.
- How does what we are doing align with what our business is. This point begins to identify cowardly leaders. Are the community’s leaders doing what they WANT to do? What looks good? What makes them seem important to the community and voters? In other words, are they practicing facade leadership? Or are they doing what they NEED to do?
These strategic questions must be asked, and answered, before the vision question can be addressed effectively. It is difficult to make a blanket statement regarding the #1 priority that any elected governmental body should address; however, in the top 5 should be strategy and vision. What do you want to be when you- your government you lead-grows up? What should be in place in 10 years-after you are out of office? For that matter, what is in place that needs to be out of place by then?
The Road Map
Finally, how do you get there? What are the step by step objectives and goals that need to be identified and put into place? How will these be COMMUNICATED to the citizens and voters? They need to know where you want to go and how you plan on getting there.
If elected leaders gloss over this because it’s hard, difficult, isn’t enjoyable, doesn’t pay immediate benefits, then cowardly leadership is in charge, and, well, I don’t even want to know you. (WATCH Skip to the 2:20 mark, then hit the back button)
II-10
