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Strategic Art -- Question & Answer Listing  
Viewing 1-7 of 7 Knowledge Entries
Question / Answer

Question:
How do strategic leaders influence others?

Answer:
Strategic leaders often have larger audiences with which to communicate than most direct leaders. This may include individuals outside their local organization such as political leadership, board members, the media, and the public. Strategic leaders influence others by demonstrating integrity and earning the trust of others.

Question:
How important is it for a leader to embrace the organization's values?

Answer:
There are many answers to this question, but the important point here is that strategic leaders (any leader, actually) should develop a method to measure his/her success. Strategic leaders are the individuals in an organization who have long-term vision and who have a key role in developing the organization's goals. Their success is typically associated with how well the organization does in reaching these goals. The tools used to measure the organization's progress in achieving these goals can also be used to measure the strategic leader's success. Other ways to measure a leader's success include surveying the members in the organization on the "corporate climate" in which they work. It is also dependent on how well he/she manages the organization's resources (money, time, people, etc.) and how well he/she does in keeping the group focused on pursuing the organization’s goals when external pressures distract them. Learn more about effective leadership and organizational management using some of the references listed here.

Question:
What is meant by “outcomes-based” evaluation of a program?

Answer:
“Outcomes-based” evaluation focuses on the benefits received by the clients of a program as opposed to other types of evaluations used to assess the success of a program, which often use measures related more to the organization’s needs or goals. Outcomes-based evaluation is often used in assessing government and non-profit organizations because their programs tend to be service-oriented operations. Their focus is on things like whether or not the client’s needs were met or how the client felt after the service was provided, not necessarily on how many clients were served or how many different services are offered. The United Way of America has a book called “Measuring Program Outcomes: A Practical Approach (1996)” that is a good resource for organizations who are developing basic program evaluation plans using an outcomes-based approach. Check with some of the other references provided for more information on outcomes-based evaluation methods.

Question:
What is the value and primary purpose of dialogue at the strategic level?

Answer:
Unlike dialogue at the direct leader level that often tends to be more task-oriented (e.g., providing instruction, counsel, working on near-term objectives, etc.), dialogue at the strategic level tends to be more abstract (e.g., encouraging dialogue to persuade others to negotiate a conflicting issue, exchange points of view, gather information, identify concerns, enlist support from other organizations, etc.). Dialogue at the strategic level tends to focus more on future objectives and/or long-term goals, on areas that affect the organization’s vision.

Question:
What type of communication skills are most important at the strategic level?

Answer:
A leader’s effectiveness in communicating the organization’s vision, information to help employees do their jobs, and guidance to help manage their individual careers directly affects the leader’s credibility and his/her ability to earn the employees’ trust and respect. Furthermore, strategic leaders are often called upon to speak publicly and often to the media, which also requires good communication skills.

Question:
Why is it important as a leader to understand the culture and politics of other organizations?

Answer:
It is important to understand the culture and politics of other organizations with which you or your organization have an association because it may help you communicate better with their leaders when such a need arises.

Question:
Why is it important for strategic leaders to develop formal and informal alliances with other organizations?

Answer:
Strategic leaders often develop formal and informal alliances with other organizations with which they have shared objectives. This is particularly beneficial for nonprofit and government agencies. Quite often, these alliances thrive because they can share resources, information, and the talents of their people.
Viewing 1-7 of 7 Knowledge Entries

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