It’s impossible to gauge strategic intelligence from a simple test (unlike IQ, which is quantifiable), but the following statement summarize the elements of strategic intelligence. Ask yourself how well the statements describe you. Be sure you come up with specific examples and scenarios that support your answers. It doesn’t matter if you’re not in a position at your workplace to make policy changes or shape corporate strategy; you should work on your strategic intelligence and develop it, no matter what rule your play at your company. Strategic intelligence can strengthen you in any position, in any career. For example, an element of Nokia’s success is that people at all levels are encouraged to think about the future and partner within and outside the company.
The statements are specially useful for investors and board members who need to evaluate a visionary entrepreneur; before interviewing or deciding upon a potential manager or executive, try to frame these statement in terms of your company and particular field. Can your candidate affirms them? Can he gives examples for his previous experience or come up with scenarios for your business?
FORESIGHT
I scan the business environment for trends that resent threats and opportunities for me and my organization.
I listen to my gut or intuition about the future.
I seek out and listen to people whose knowledge helps me foresee future trends.
I have a deep knowledge of my business.
I construct scenarios possible futures and think about how I would deal with each scenario.
SYSTEM THINKING
I evaluate parts of the organization and its systems in terms of how well they further the overall purpose.
I manage the interactions among different parts of the organization.
When I have problem, I look for all the factors influencing it before I try to solve it.
When I have a list of things to do, I try to understand how each action will impact the others before I act.
When my theories don’t, I question my assumptions.
I think of my own well-being as an interaction of my physical, mental, and spiritual selves and I work on all three.
VISIONING
I can describe how my vision uniquely positions my company in the market.
I can describe how my vision will change our reputation and brand.
I can describe my vision as socioeconomic system.
My vision for the organization includes how people will interact with one another.
My vision for the organization includes the shared value essential for its implementation.
I can describe the competencies we need to implement the vision
My vision takes account of how the organization will interact with political and social forces.
MOTIVATING
I have thought out what people will have to do and what has to change to realize my vision.
I understand the values of the customers who are essential to my business.
I understand the values of the investors who are essential to my business.
I use this knowledge to shape a message that inspires people.
I engage my key managers in a dialogue about we need to think and act and why this is important.
can tell when people are only paying lip service to the vision.
I make sure the rewards given to employees reinforce the values and behavior needed to realize the vision.
I do not punish honest mistakes but use them as an opportunity for learning.
I make sure that we are hiring people with the competence and values needed to realize the vision.
I put people into jobs that are challenging.
Once I know that people are not adding value I am quick to get rid of them.
PARTNERING
I partner with key customers.
I partner with key suppliers.
I built trust with partners by making sure we share the same goals.
I make sure that my partner will also benefit from the partnership.
I seek internal partner who are not just “yes-men”, who will tell me hard truths.
I form partnership with people who share my values.
I know what my strengths and weaknesses are and look for partners who can compliment them.
I am quick to break off ineffective partnering relationships.
By: Michael Maccoby – Narcissistic Leaders
