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topics  that  match  their  strategic  interests.  Use  the  same  terms  and  metaphors  they  use  in  their
                   messages.  Practice  thinking  and  speaking  more  broadly  than  your  own  function  and  level.  Go  for
                   form and substance.


               14. Plans interrupted by unwanted change?  Approach the future with optimism.  It’s  important to
                   face  undesirable  realities—competitors  disrupting  the  industry,  regulators  halting  progress,
                   unforeseen events crushing otherwise perfect plans. But doom and gloom forecasts do little to rouse
                   energy and commitment. Make it a point to view needed changes in strategy with an optimistic lens.
                   Reinforce  your  confidence  in  the  resourcefulness,  drive,  and  competence  that  you  and  your
                   colleagues  possess.  It’s  hard  to  imagine  new  possibilities  if  you  allow  crises  large  and  small  to
                   dampen  your  belief  in  a  positive  future.  When  change  forces  your  strategy  to  change,  regroup.
                   Together, paint a new portrait of what’s possible.



                  Want to learn more? Take a deep dive…

                  Green, H. (2012, September 11). Strategy ain’t what it used to be. Forbes.
                  Hatch, J., & Zweig, J. (2001, March/April). Strategic flexibility – The key to growth. Ivey Business
                    Journal.
                  Sirkin, H. L. (2013, September 23). The key to corporate fitness: Agility and flexibility. Bloomberg
                    Businessweek.



               Job assignments
               •  Take on a project or assignment that requires significant strategic thinking and planning with
                  colleagues from various disciplines, divisions, or geographies.
               •  Prepare and present a strategic proposal to senior leaders that involves charting new ground. Identify
                  the trade-offs inherent in any strategic decision.
               •  Do a thorough trend analysis and environmental scan of your function, unit, or organization as part of
                  the strategic planning process.
               •  Manage an aspect of a rapidly expanding or growing operation that is instrumental to the organization’s
                  strategy.
               •  Conduct a competitive analysis of your organization’s products/services and position in the
                  marketplace.



               Take time to reflect…
               If you focus on the here and now…
                      …then  understand  that  strategy  is  foresight.  What  got  you  here  today  will  not  get  your  there
                      tomorrow. Keep one eye on the present, and focus the other on looking to the future.








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