Successful leaders agree that while formulating strategy may be difficult, ‘making strategy happen’ is the greatest challenge. Since the 1990s, the author and Dr Laurence Lyons have been collaborating to research and develop approaches to building the leadership capability necessary to address this challenge successfully.
As highly experienced agents of change, LyonsBateson have captured important insights into the development of Situational IntelligenceTM through their work with multiple organisations and their leaders. Based on the premise that for any event, there are a number of potential outcomes and some of these outcomes may be more desirable that others, the leader seeks to judge the most effective way to intervene in order to bring about the most desirable outcome.
By identifying the event as a situation arising from the translation of a policy into action, the leader seeks to define the potentially impacted stakeholders, establish their motivations and engage the stakeholders in building a common agenda. Building capability involves practice with a toolkit of critical questions which enable business leaders to reflect on and make sense of the complexity surrounding them.
Cutting Through the Grey 