Here, 8 health care leaders developed a better understanding of their strategic leadership journey through a Personal Strategic Development Assessments to frame their strategic leadership journey and outline the unique circumstances of their personal/work environments and relationships. The personal and professional assessments provide a necessary structure for day-to-day decisions to add to the larger vision, create direction for strategic practice, and maximized options for influencing the environments where they live and work. (Journal of Oncology Practice (JOCP), p. 139)

They begin their personal strategic development assessment with how they see their present strategic leadership capabilities. Each provides a personal assessment of strategic development in their life and professional experience. Each assessment includes a present review of their personal strategic leadership experience, their general responses to circumstances and stressors as they move through their strategic leadership practice toward the personal goals they set for themselves. (JOCP, p. 139) 

Changing and strengthening responses to their circumstances and stressors as devloping strategic leaders is a first step for providing a foundation for the entire process. (JOCP, p. 140) They identify personal and professional strengths and weaknesses regarding their desired change toward life practice and development as strategic leaders. Each one identifies the specific areas needing attention while developing and strengthening individual strategic leadership practice. This may seem like a bureaucratic waste of time, but overall, these assessments are productive experiences. (p.140)

The assessment also explores their mission, vision and values practice in strategic leadership. Discovering a personal and professional mission, vision and values  is invaluable to leadership development and the collective effectiveness progressive leaders seek out in discovering their potential for better strategic leadership development and practice. Expressing core beliefs on issues like patient care, interaction with the community, and how to improve their practice for work with others are valuable insights for improving personal and professional strategic practice. (p. 140) Leaders who know the culture they want to develop from their mission, vision, values and the drivers they envision replaces uncertainty with confident strategic leadership practice.

Identifying ‘old economy’ thinking and practices in present leadership with the understanding the outcome(s) they experience helps create effective personal/professional strategy focus central to developing effective practices and skills in their leadership. (Ungerer, Ungerer & Herholdt, pp. xiii-105) Achievable strategies create effective action plans as a necessary part of making successful changes to habits and future success. (p. 142)

Taking time to provide personal assessment helps leaders become better strategic leaders and helps chart their future as strategic leaders. Outlining present strategic strengths also helps leaders discover how to align strategic influences and take the  time to develop effective strategic leadership abilities for future practice.

Each leader comments on areas they find challenging and their desire to improve as they move forward with:

Change

Navigating solutions for crafting the big picture required a valid change to my leadership process. – Siyam

Experiencing constant change does not mean it gets easier to process, but it helps develop the individual in becoming more efficient and better prepared in managing changes. – Wong

Communication

Crucial conversations when stakes are high are my absolute go-to tool. – Badesha

Day-to Day Learning

I believe my dedication and desire to learn will make me a lifelong student; I will make the fullest of opportunities life has given me and continue to learn something new from each experience. – Sonvane

Overcoming

… my biggest strength now is I’m welcoming new thoughts, adapting to frequent changes and adopting new ways of living life and learning from every situation of my life. – Singla

Stressors

Stressors are inevitable in any relationship, be it personal or professional, but they do not need to cause significant harm to the persons involved. – Asclepius

Professionally when I fail, I dare to get back up and try again. It may not look the same. It will be difficult, but I promise you it will be worth it. – Laug-Sawatzky

I believe personal life experiences should not affect our professional responsibilities; however, both of them intertwine because stress affects the emotional well-being which in turn influences the ability to make decisions and maintain a positive attitude. – Sapra

The Plan

It is important for any plan to become a living document—a roadmap guiding what happens in day-to-day practice — not simply ‘a report that sits on a shelf.’ (p. 143) The emphasis of their message shifts to growth as their ongoing success experience and strategy development expands in their pursuit of personal and career growth. (Garcia, 2016. p. 1) Taking time to transform strategy into personal practice raises the bar for seeking change and allows leaders to seek necessary strategic change to their exponential benefit. Making fundamental decisions for changing strategic leadership practice provides the opportunity needed for shaping and guiding the future effectively. (p. 6)

References

Garcia, E. V. (Mar 2016). Strategic planning: a tool for personal and career growth. Heart Asia. (online). London: BMJ Publishing Group. Retrieved from https://heartasia.bmj.com/content/8/1/36.

Journal of Oncology Practice. (2009). Strategic planning: Why it makes a difference, and how to do it. American Society of Clinical Oncology. Alexandria VA. Retrieved from http://ascopubs.org/doi/full/10.1200/JOP.0936501.

Ungerer, M., Ungerer, G., & Herholdt, J. (2016). Navigating strategic possibilities: Strategy formulation and execution practices to flourish.