New managers often find themselves overwhelmed by their new responsibilities. Just trying to learn the new job while developing effective leadership skills seems a daunting task. That's normal. In fact, that feeling isn't exclusive to new managers. It's exciting to take on any new position but it often seems like you'll never catch up, let alone get ahead. Invariably though, one day you'll begin to realize the responsibilities are no longer overwhelming and you can come up for air.

Until then, it's difficult to think about such complex ideas as strategic planning. Besides, isn't that the job of the executive level? Yes it is, but it shouldn't be limited to them. Every manager with responsibility for a group of people and an outcome should think about the future, and that's what strategic planning is all about. But, it's a bad idea to wait until you're really comfortable in the job because then you'll be less likely to make a plan that moves the organization forward.

If you don't want to do a complete strategic plan at first, here are some steps you can take at the very beginning.

1. Create and state your vision. From the very beginning, you should have an idea where you want the organization to go. This doesn't mean next week or even next year. Think farther out than that. Think 5 years or even 10 years. Be bold! If you tell people about your vision and they don't look at you like you're a little crazy, there's room for improvement. A vision should be realistic, but that doesn't mean it should be mundane. Your vision should be part of the leadership philosophy you express to your new organization at the beginning.

2. Know your values. This is another part of your leadership philosophy. Your values are those strongly held beliefs that drive your actions. It's vital for your people to know what those values are, and more importantly, it's critical for you to recognize them.

3. Set a couple of goals. This is something that can wait, but not for very long. Unless the situation is desperate and immediate action is required (which is seldom the case) you can take a week or two to get to know the organization. After the first week, write a synopsis of what you've observed. What do you see that is good? Where do you see problems? This will give you a good idea for one or two goals. Make sure the goals are realistic and have definite dates for completion. Formally assign them to a couple of people who you've observed will get them done.

This isn't a complete strategic plan, but it will get you started in your new position. Whether you're new to leadership, or just new to the position, strategic planning is always an important leadership skill. These steps are not a substitute for a complete strategic plan, but they will get you started off right.

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I Learned About Leadership From That!

None of us are truly born with the ability to lead. Some may have more of the qualities that make great leaders, but most often great leadership develops from watching and learning from others. Here is a leadership lesson that I learned.

INFORMAL LEADERSHIP

Leadership doesn't always require a formal position with an impressive title. Sometimes real leadership, the kind that keeps an organization moving forward, comes from somewhere outside the management ranks.

I've had the opportunity to work with many different defense contractors and almost all of them have impressed me as having a deep commitment to and feeling of responsibility for the protection of the country. But there is one person who stands out; who consistently demonstrated informal, yet extremely effective leadership.

We were all gathered at a meeting to discuss the progress of an important, high dollar project. The company's senior manager addressed us with a synopsis of progress and then turned it over to one of his engineers. Because he was involved in several sensitive projects I'll just call him John.

For the next two days, John was the go-to guy. He didn't have the title but it was obvious he was the one leading the program and was responsible for its success.

During dinner one night, I realized the true nature of John's relationship with the company and its leadership. We were talking about some new, emerging technologies and their applications. You must understand that John was one of those guys whose brain simply works at a higher level than most. But each time he would begin to talk about plans, he would mention that the company was interested in the possibilities. It was obvious that the formal leadership really was in charge, but they were willing to defer to his expertise.

I learned an important leadership lesson from my experience with that company and especially with John.

Leadership doesn't mean having all the answers. Leadership is about responsibility and bringing people together to achieve a goal. Allowing someone else to take the lead when that's appropriate doesn't diminish the formal leader's position. In fact, a leader who is secure enough to allow others to lead will be more effective.

Who in your organization should be leading the effort to accomplish a goal? Are you letting them realize their full potential or do you fear your own position if you give them too much authority?

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