Strategic Leadership

Develop a strategy for the function (department/division/section)

• The strategic plan of the organisation is analysed with view to aligning the operations of the function within it
• The purpose of the function is defined in accordance with overall entity strategy and delivery objectives
• The vision of the function is analysed so as to ensure alignment with the vision of the function
• The mission of the function is analysed and defined in accordance with overall entity strategy and delivery objectives
• The values of the function are analysed and aligned to the values of the entity
• The overall delivery objectives and purpose of the entity are analysed so as to ensure alignment with the vision and mission of the function
• Performance objectives of the function are analysed when generating the vision and mission
• Stakeholders including managers and staff are consulted and their input used in the development of the vision, mission, values and objectives of the function
• The function’s objectives contribute to the achievement of the strategic plan

Apply critical and analytical skills to analyse an issue or problem

• Critical and analytical skills are applied to determine factors impacting on the issue/problem and other areas in a unit and the entity affected by the issue/problem

Engage with stakeholders in analysing the issue/problem and developing solutions

OUTCOME RANGE

• Stakeholders include team members from own unit, managers and staff from other units in the entity, suppliers and customers
• Select feasible options through a systems approach
• The inputs from stakeholders are analysed to identify feasible solutions to the issue/problem that would improve the functioning of the unit and the broader system within which it operates
• The identified solutions are prioritised in terms of their potential outcomes on the various processes/sections in the unit, the wider entity and external stakeholders
• A solution(s) is selected that is most appropriate within a systems context taking into consideration interrelated issues that impact on the solution and areas that will be impacted upon by the implementation of the solution
• Formulate and communicate the decision
• The decision on addressing the issue/problem is formulated with reference to the impact of the decision on the unit and the broader system within which it operates
• Actions required to implement the decision in the unit are described with reference to activities, role players, resources and time lines
• Change processes that are required to support the implementation of the decision are described with reference to their impact on the success of the implementation of the decision
• The decision is communicated to relevant team members in the unit and other stakeholders who will be involved in its implementation in a user-friendly format

Develop action plans for the function

• Action plans are in accordance with the strategy
• The action plans are complete and include the provision for contingencies
• The action plans are documented to show tasks, responsibilities, timeframes, performance measures and resource needs
• Existing organisational tools for implementing strategy are included in the plans
  Stakeholders are included in the process

Implement action plans

• Strategy and action plans are communicated to the function
• Implementation matches specified action plans
• Implementation makes optimum use of available resources