| Most leaders lead in the here and now. Depending | | | | your industry or profession |
| on your level of leadership, you may be looking at | | | | Take advantage of time shifted information. |
| the immediate future of today, this week, or this | | | | Listen to Podcasts, teleseminars or live seminars |
| month. Senior leaders may look out twelve to | | | | on leadership and technology to help keep you |
| eighteen months. Executive leaders may even | | | | armed |
| look twenty four to thirty six months down the | | | | - Seek responsibility and take responsibility for |
| road. However, the ever changing business | | | | your actions |
| landscape of tomorrow requires leaders who are | | | | Take calculated risks on the future. Search for |
| strategic forward thinkers looking at trends three | | | | ways to grow or expand your organization for |
| to five years down the road. However, in order | | | | the future. If things go wrong, and they will, don't |
| to be able to do this, you need to have | | | | pass on blame. Take responsibility for your |
| exceptional skills for the here and now. | | | | actions, then move out smartly to the next |
| A military commander understands the | | | | challenge. |
| importance of knowing the landscape of the | | | | - Make sound and timely decisions |
| battle field. Your battle field will require you to lead | | | | Procrastination of decisions will give your |
| people to engage multiple targets; innovation, | | | | competitors the advantage. Use good processes |
| change, technology, consumers, vendors, global | | | | to problem solving and decision making. |
| supply chains and much more. These targets are | | | | - Know your people and look out for their welfare |
| changing as fast as markets open and close. | | | | Ensure you put the right people in the right |
| Technology is speeding delivery to customers and | | | | positions. This means knowing human nature, |
| businesses must keep up. Quality leaders of today | | | | values and beliefs. Train them for the future. |
| must be able to forecast shifts or future trends. | | | | - Keep your workforce informed |
| Then they must embrace and implement the new | | | | Be transparent with your team. Let them |
| technologies to gain the competitive advantage? | | | | understand your decision making process, vision |
| Peter Drucker once said "One can't manage | | | | and strategy. Communicate and interpret |
| change. One can only be out ahead of it." | | | | expectations. |
| The only way to be out ahead of change and | | | | - Develop a sense of responsibility in your |
| your competition is to stay technically and | | | | workforce |
| tactically proficient. This means knowing the | | | | Help develop the character traits your organization |
| attributes of yourself and your workforce. How | | | | desires. The values you reward are the behaviors |
| do you strengthen your attributes? | | | | you can expect. |
| You must: | | | | - Use the full capabilities of your organization |
| - Know yourself and seek self improvement | | | | Keep your workforce fully engaged. |
| Read professional journals both inside and outside | | | | |