STRAT -Strategic Team Review and Action Tool
5-strongly agree
4-agree
3-neutral
2-disagree
1-strongly disagree
| 3 | 1. This strategic leadership team regularly and realistically assess its organizational strengths and weaknesses |
| 4 | 2. This strategic leadership team understands the threats and opportunities in the external environment |
| 3 | 3. This strategic leadership team has a shared vision of our future |
| 4 | 4. Individuals at all levels understand how their role support the organizational mission |
| 3 | 5-This strategic leadership team keeps abreast of technological cultural and market trends |
| 4 | 6.This strategic leadership team is clear about our basic purpose and core values |
| 4 | 7. This strategic leadership team thinks globally |
| 4 | 8. This strategic leadership team encourages others to improve by experimenting with new or different ways of doing things |
| 4 | 9.There are few undiscussable subjects here |
| 5 | 10.Different opinions are welcome |
| 3 | 11.Our strategy is discriminating, clear about what we will do and clear about what we will not do |
| 4 | 12.This strategic leadership team works well together |
| 4 | 13. This strategic leadership team is composed of diverse individuals with complementary talents |
| 4 | 14. This strategic leadership team shares information well with each other |
| 3 | 15. Members of this strategic leadership team have constructive interactions with others throughout the organization |
| 4 | 16. This strategic leadership team actively supports executive growth and development |
| 5 | 17. Getting ahead here depends on performance, not politics |
| 3 | 18. This strategic leadership team strikes an appropriate balance between dealing with short term and long-term needs |
| 4 | 19. This strategic leadership team encourages an appropriate level of risk taking |
| 5 | 20. This strategic leadership team does not waste its own or others energy on unproductive activities |
| 3 | 21. This strategic leadership team responds effectively to opportunities and threats in the environment |
| 5 | 22. Members of this strategic leadership team trust and respect each other |
| 4 | 23. This strategic leadership team fosters cooperation rather than competition across organizational units |
| 3 | 24. We share best practices across individuals and departments |
| 4 | 25. This strategic leadership team exhibits a high level of integrity |
| 5 | 26. I am proud of the way this strategic leadership team handles issues right or wrong |
| 4 | 27. There is a positive sense of energy and excitement around here |
| 3 | 28.This strategic leadership team has widespread agreement about what are the most important organizational priorities (key success factors) needed to drive our sustainable competitive advantage |
| 3 | 29. This strategic leadership team has clear responsibility for contributing to one or more of the key drivers of our organizational success |
| 4 | 30. This team has the right composition to achieve this purpose |
| 4 | 31. This team has access to the relevant information it needs to make decisions and take action |
| 4 | 32. This team has direct or indirect control of the resources it needs to accomplish its task |
Having a clear vision, mission and values create a strong sense of collective identity and alignment (Hughes, Beatty, & Dinwoodie, 2014). Considering the results above, the team has established a vision, mission and values to align with strengths and improve weaknesses.
Vision
To become visionary and effective strategists by the end of the course with clear core values which encourage and embrace diversity with trust and respect.
Mission
To motivate, inspire and effectively work together as a team to successfully complete our strategic leadership course and to provide guidance to team members to become better strategic leaders in our specific field of work.
Modus of operation as a team
Given our varying schedules and the different time zones in which we operate, we would establish specific guidelines on how we will accomplish the tasks and our mode of communication. We would provide timely feedback and work collaboratively. Though we previously stated our modus of operation, some areas may be reinforced. As a team, we are also committed to operating with values which present us as transformational servant leaders.
Strengths
According to the STRAT tool, the team identified five (5) areas of strength relevant to our team success. These areas are related to purpose, values, encouragement, diversity, trust, respect and conflict management.
As mentioned earlier a clear sense of purpose allows effectiveness for our team, as it will help us to focus on the goal. According to Shoenfelt (2010) shared values positively impact a team in a number of ways, including increased identification with the team, increased trust in team members, and guidance to members on how to respond to situations in the environment. Diversity is vital to perform effectively, a careful selection of team members allows multiple perspectives to emerge and create interdependencies (Hughes, Beatty, & Dinwoodie, 2014). Trust creates strong relationships among members, which enable effective coordination and delegation. Respect is also a vital characteristic of effective strategic teams, as it creates healthy limits and a safe organizational environment where diverse opinions are welcomed and even encouraged. Conflict is beneficial as it creates positive effects on innovation in teams. This is true particularly in shared leadership management consultant teams (Penny, 2016).
The responses of the tool which support our dimension as a team are listed below:
| Strengths | Areas |
| 6.This strategic leadership team is clear about our basic purpose and core values
|
Team members have a common purpose which is exhibit differently in their own context. As learners of Transformational Servant Leadership (TSL) we shared common values such as listening, awareness, stewardship, growth of people and community (Wallace, 2007).
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| 10.Different opinions are welcome
|
Our team is characterized by diversity, each member comes from a different cultural background. Different opinions are encouraged as we understand their value. Members challenge each other to find new alternative and perspectives on assignments and discussions on certain topics.
|
| 13. This strategic leadership team is composed of diverse individuals with complementary talents
|
This strength is related with question # 10, instead of differences diversity is perceived as a strength. Each member comes from different professional background, they provide unique views of topics and solutions. |
| 22. Members of this strategic leadership team trust and respect each other
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Respect is a core value as a team. Each member respects and is respected by each other. Trust is built through confidence and recognition of talents in each member. The team expects and trust a high performance of each member. |
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26. I am proud of the way this strategic leadership team handles issues right or wrong
|
Communication is essential in management of conflicts and different issues. Members offer flexibility and availability to address each concern. A supportive environment is encouraged. Team members are more likely to feel comfortable and try new behaviors and challenges in such environment, behaviors include consideration, acceptance, respect and concern for each other (Lepsinger, 2010). |
Weaknesses
According to the STRAT tool, the team identified 4 areas of weaknesses. These areas are related to an assessment of capabilities, vision as a team, action course, balance on timeframes and prioritization. We consider these areas necessary to improve as a team in order to propel us to improve and to become better strategist visionaries.
Although there is clarity on the purpose and values as a team, we found a need to refine our vision for this specific course. Key priorities and balance between short-term and long-term focus are common struggles of strategic teams. Disagreements on key priorities usually occur when teams try to accomplish many things because members fail to agree on those few most critical priorities (Hughes, Beatty, & Dinwoodie, 2014). The author also recognizes the struggle of teams in developing individual and joint capabilities which involve trade-offs between the needs of today and the needs of tomorrow. Course of action relates to Lepsinger (2010) Bridge builder 1: Translating strategy into action. When there is not a concrete action plan, there is uncertainty in adjustments and track of deadlines and accountabilities (Lepsinger, 2010). Below are some key areas which our team will improve in for effectiveness as a whole.
| Weakness | Comments |
| 1. This strategic leadership team regularly and realistically assesses its organizational strengths and weaknesses | Some of the challenges the team has encountered regarding team cohesiveness are a difference in time zones and different schedules.
Establishing defined modus of operation may improve these challenges. It provides the opportunity to be inclusive and accomplish the tasks within the stipulated time frames. |
| 3. This strategic leadership team has a shared vision of our future | As individuals, we might have common points in our vision. Nevertheless, the team needs to agree on a clear vision. This will help to determine whether we are progressing as a team.
Considering this weakness, the team has proposed a team vision and mission along with our transformational servant leadership values for this course. |
| 11.Our strategy is discriminating, clear about what we will do and clear about what we will not do | There is a relation with weakness # 1 – There is a need to have some clear ground rules regarding the tasks we have to complete as a team and the method of communication, again, owing to different time zones and schedules.
Constant communication and action plans will improve this weakness. We have created shared documents online for agility and for sharing common purposes. |
| 18. This strategic leadership team strikes an appropriate balance between dealing with short-term and long-term needs | Though we are not addressing short- and long-term goals in the true sense, we can view the tasks we have to undertake as such – weekly posts (short-term) and monthly (long-term) for the team assignments. In so doing, we can plan how we will undertake these tasks by assigning responsibility in advance to avoid delays.
This weakness hinges on weaknesses #1 and # 11. |
References
Hughes, R. L., Beatty, K. C., & Dinwoodie, D. L. (2014). Becoming a strategic leader. San Francisco: Jossey-Bass.
Lepsinger, R. (2010). Closing the execution Gap. San Francisco: Jossey-Bass.
Penny, V. (2016). The effects of conflict in driving forward innovation in shared leadership management consultant teams. Retrieved from https://ezproxy.student.twu.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=edsble&AN=edsble.690532&site=eds-live
Shoenfelt, E. L. (2010). “Values Added” Teambuilding: A Process to Ensure Understanding, Acceptance, and Commitment to Team Values. Journal of Sport Psychology in Action, 1(3), 150–160. Retrieved from https://ezproxy.student.twu.ca/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=s3h&AN=61011992&site=eds-live
Wallace, J. R. (2007). Servant Leadership: A Worldview Perspective. International Journal of Leadership Studies, 2(2), 114-132.
