It was my first leadership position where I was individually responsible for the success or failure of the organization. There was no one to fall back on. I had studied strategic planning for about a year and a half previously, participating in planning sessions and learning from a great mentor so I was excited about writing my own plan. With that enthusiasm, I approached the boss with my planning proposal. He said he thought it was a great idea; in fact, his boss had been after him to get a plan written. Since I was interested, why didn't I just go ahead and write the plan. We could revise it later and it would get his boss of his back.

One of the problems with being young and enthusiastic is that you get deflated easy, and I was. However, one of the benefits of that youth is resilience. So, I sat down and wrote a mission statement and a couple of goals and gave that to my boss. That pitiful document satisfied his need and he promised we'd look at it more later.

With that done, I formed my own organization's leadership team and proceeded to create a proper strategic plan. We crafted a great mission statement, evaluated our current and desired position, and formed goals and objectives. As we were completing the final document, my boss asked how it was going (I had told him what I was doing). So I showed him the draft. He said that he didn't think it was right that a sub-organization of his should have a strategic plan like this when the larger organization didn't. His next instruction was the clincher: he told me to begin facilitating planning sessions with his leadership team immediately and create the strategic plan that would be the master document for my own plan. Success!

Time after time I've experienced hesitancy to start strategic planning, usually because of a bad previous experience. The higher one goes in leadership positions, the more hesitant he or she is to revisit things that didn't work. Of course, once you understand the power of a great strategic plan, well implemented, you'll want to take the concept everywhere you go. Unfortunately, you'll most likely run into leaders who will erect road blocks, perhaps unwittingly, to your efforts.

So, what do you do? Can you lead your boss? Yes, you can! But you must do it carefully. Here are a few tips.

First, understand that the boss is a person and just like you, he or she has had certain experiences that influence their thinking and opinions.

Second, remember that your area of responsibility is yours and you must plan for success. Don't let a boss's hesitancy stop you from what you know is right.

Third, remember that leadership doesn't always have to be a downward focused exercise. You can provide leadership to the boss as well. In regards to your strategic planning efforts, this is relatively easy. Create your plan, give it a little time to take effect, then show the boss how you did it. A good boss will appreciate what you've done and you may just turn them around.

Finally, volunteer to take the lead in planning for the larger organization. Another reason for a leader's hesitancy may be simply a matter of time. If you take the monkey off his or her back, your boss will be appreciative. A note of caution though. Don't take the bosses leadership position in the strategic planning process. That can easily result in significant problems as a perception of you usurping their authority emerges. Instead, set things up for them and keep the process moving efficiently. A good boss will quickly see the benefit of the strategic planning process.

Leading the boss is an exercise in selling. You must show them that what your selling works, is worth the investment, and will produce a great return. The best way to do that is with one of the basic tenets of good leadership: lead by example. It works both ways.

I leave you with one final thought. If your boss is any kind of leader, he or she expects you to help them and provide leadership. When I've been most successful as a leader, it's been when my subordinates have shared their insights and experience with me, leading me to a better conclusion that if I'd had to go it alone. Leadership up is just as much your responsibility as leadership down.

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