Here's how you can effectively juggle strategic planning and day-to-day operations as a leader.

'Priorities' as a plural word - didn't enter the English language until about 1940's. People thought that by making 'priority' plural, we could bend reality. But that's not the case. When leaders prioritise it's often by making a list of 5-10 "most important things". As a leader, your job is to make it clear what people should focus on. And that is done by having one (or very few) priorities. Once that is in place, then make the link to the actual tasks of the individuals on your team. Make sure everyone understands how their day job supports or should support these priorities.

Strategy is the collective vision, the path. It explains why we all show up to work. So a key is to look at daily, weekly, monthly deliverables in a view of how they contribute to the success of the strategy. Each small task should be a brick to the global strategy. If you are able to view it that way, understand the roles of your colleagues too- how together you are all working to a collective strategy... prioritizing will not be a this or that... it will be laying the bricks one by one to a successful strategy implementation.

Effectively managing strategic planning while overseeing day-to-day operations is crucial for a leader's success. Here are some strategies to help you juggle both responsibilities effectively: Delegate Operational Tasks: Assign day-to-day operational tasks to capable team members. Trust your team to handle routine operations while you focus on strategic initiatives. Empower and Develop Your Team: Invest in developing your team's skills and decision-making abilities. Empowered teams can handle more operational responsibilities independently, freeing up your time for strategic thinking.

I find Eisenhower Matrix is the best structured approach to prioritize your day. 1) Urgent and Important (Do First): a) These tasks require immediate attention. b) They have clear consequences if not completed promptly. 2) Important but Not Urgent (Schedule): a) These tasks contribute to long-term goals. b) They don’t have immediate deadlines but are valuable. 3) Urgent but Not Important (Delegate): a) These tasks are time-sensitive but don’t directly impact your goals. b) Consider delegating them to others. 4) Neither Urgent nor Important (Delete): a) These tasks add little value and can be eliminated. b) Avoid spending time on them.

Find the holes in bad planning - understand the fault and what caused it (root cause) - communicate with key people and find ripple effect from fault - correct ripple effect and documentation on solution to ease correction in the future

En mi experiencia delegar no solo le permite al líder enfocarse en la estrategia, crea lazos de confianza y permite desarrollar la formación de nuevas habilidades en miembros del equipo.

Delegation is an art, understanding your team and their talents is a major part in delegation. As a a professional retailer, I had my personal SWOT done on my key team members based on my observation of these individuals skills and character. Having a clear understanding of their skills gives you the access to delegate directly and understanding the character helps you to take calculated risk during delegation. Many hidden talents are discovered when you take calculated risk. Always remember, to delegate, you should have a clear understanding of the task, the end results and its clearly communicated to the individual or the team you delegate it. Your expectation should be SMART.

In order for a leader to successfully manage both daily operations and strategic planning, delegating is essential. Task-assigning competent team members allow you to devote more time to higher-level strategic objectives. This guarantees that regular operations are managed effectively while also empowering your staff and encouraging growth and development. Successful delegation depends on setting clear expectations, checking in frequently, and providing the required tools and assistance. You can strike a balance between operational effectiveness and strategic planning, resulting in total organizational performance, by having faith in your team and utilizing their skills.

É aqui que vemos se o tão falado EMPODERAMENTO funciona ou não. Delegar não é simplesmente passar a tarefa para o outro. Os parâmetros são importantes para execução acertada. Para isso, o líder não pode deixar de mencionar: - O que deve ser feito; - Para quem; - Até quando pode fazer; - Como deve ser feito; - Onde deve ser feito; - Qual é o resultado esperado.

Effective delegation enhances both operations & strategic planning. Assign tasks based on individual strengths and set clear expectations. This approach builds a capable, engaged team while allowing you to focus on high-level strategies. Delegating with a cadence of check-ins & feedback, you cultivate a team ready to take on challenges and drive the organization forward. Think about the 5 delegation levels: Level 1 - Do exactly what I say; Level 2 - Research and report; Level 3 - Make recommendations; Level 4 - Make decisions with my input; and Level 5 - Make and implement decisions. Understanding these levels helps tailor your delegation approach to fit each team member's capabilities. With each delegation, move your people up the levels.

I have found time blocking is a very good tool but the trick is how you do it. For example, putting a block of time on your calendar for planning when you are likely to be interrupted is a recipe for disaster. Pick a time when you can focus without distractions. One other thing useful with this topic in general is making use of the Eisenhower matrix to categorize tasks.

O tempo, por si só, é uma unidade vazia. Ele só é válido com o investimento de energia para fazer o que deve ser feito. Dessa forma, a agenda indica como você investe a sua energia. No caso de um líder, dependendo de seu nível hierárquico, o tempo deve ser alocado pelos menos para: - Orientar o time; - Pensar a estratégia do negócio; - Tomar decisões necessárias; - Receber report; - Analisar indicadores.

When leading a team, the biggest challenge we face is time management. What ever the industry or service you are in TIME is always the most crucial factor. managing the time lines is the key to achieving your goals. the first step to achieve your tasks to reach your goals will be strategical approach what we discussed in topic 01, prioritizing your task. We tend to spend more time on things not important because those task sometimes disguised as easy to complete but most of the time they tend to consume more time than expected. Managing time is all about allocating the correct amount of time to your tasks based on your skills and resources. Only way to upskill this talent is your experience gained in your life.

Effectively juggling strategic planning and day-to-day operations as a leader requires robust time management skills. Prioritize tasks by differentiating between urgent and important activities, ensuring that strategic goals are aligned with daily operations. Allocate specific time blocks for strategic planning, allowing uninterrupted focus on long-term objectives. Delegate routine tasks to capable team members, fostering their growth and freeing up your time for critical decision-making. Utilize tools like calendars, to-do lists, and project management software to keep track of deadlines and progress. Review adjust your schedule to stay adaptable to changing priorities and maintain a balance between immediate demands and future planning.

Effectively juggling strategic planning and day-to-day operations as a leader involves embracing technology. Automating manual processes streamlines the daily workload, freeing up valuable time for high-level strategic work. Utilize project management tools to track progress and allocate resources efficiently. Implement communication platforms to enhance collaboration and reduce time spent in meetings. Leveraging data analytics can provide real-time insights, aiding in quicker decision-making. By integrating these technologies, leaders can focus on strategic initiatives, drive innovation, and ensure the organization remains agile and competitive.

Technology upskills who you are, we all need to evolve with the changing world. Simple software in your phone can be a tool which can transform you in to a skilled leader. One of the simple example in time managing - if you take notes using your phone or tablet and extract the notes to a PDF or word doc will save more time than writing it down on a paper and retyping it in to your PC. Before Smart phones some of us have done that. Embrace technology..... in this AI driven world.

It's critical for leaders to embrace technology in order to manage daily operations and strategic planning with effectiveness. Making use of cutting-edge tools and software can improve communication, expedite repetitive operations, and support data-driven decision-making. By putting automation tools, project management systems, and real-time communication apps into practice, executives can keep an eye on things, distribute resources effectively, and resolve problems quickly. Leaders may free up time to concentrate on strategic initiatives, foster innovation, and make sure that operational goals line up with the organization's long-term vision by incorporating technology into daily routines.

I think it's important explore, evaluate and test the various tools out there before proceeding the one or the few selected. It has to fit into your lifestyle will personally and professionally in order to help you manage your time effectively and prioritize your schedule

Praise God for technology. It makes many things flow much more easily, and communication is almost instant no matter where whoever is in the world.

Weekly and monthly personal reflection periods are healthy habits. In addition to quarterly QBRs and OKRs, create intentional time to reflect on data driven and team pulse insights from multiple perspectives. To solicit valuable perspectives to fuel reflection, options are listening sessions, 360 feedback and lessons learned activities. Surveys gather data for analysis and informed actions. Reflection across successes, opportunities and industry shifts helps leaders pivot and tweak action plans to be more effective in the next iteration. Hackathons provide great ideation for reflection on potential application. Leaders need both individual and team reflection for optimal success.

Daily operations often tend to consume leaders' time, and cause them to neglect the important at the expense of the urgent. (See Eisenhower's Urgent/Important principle). One way to negate that is to establish a process which instils regular reflection checkpoints, and has strategic observations and actions as a part of its template. Quarterly Business Review (QBR), or Objectives and Key Results (OKR) review are two common methods. It's crucial to ensure that the spirit of these rituals is not diluted and they don't become yet another operational metrics review. The right litmus test is presence of high-level actions and insightful reflection points.

It takes constant reflection as a leader to balance daily operations with strategic planning. Leaders who often reflect are better able to evaluate their actions, set priorities, and coordinate daily work with long-term objectives. Weekly reviews, identification of obstacles, and strategy adjustments help leaders make sure that their present efforts support longer-term goals. This practice improves decision-making, adaptability, and overall effectiveness in attaining organizational success in addition to fostering a balanced approach.

A strategy gives direction. It does not mean that there will not be bumps on the road, lessons learned and change required. A strategy dies if it is ignored, so use it, refer to it, let it guide you. I find in day to day work referring back to the strategy is helpful. In a regular weekly meeting one can say, as our strategy has us focusing on this and that... I will be working on this and that over the week - its just a gentle reminder to those listening that the strategy is guiding your work. Organising lite reviews and more formal collective evaluations and reflections are also helpful. Just please, dont wait until the half way mark or the end to say... "what did we agree in our strategy? " - use it daily to guide you.

Regular check-ins with all the players needs to be established so nothing is missed and all are doing their part to achieve the goal.

To effectively juggle strategic planning and daily operations, set clear priorities aligning daily tasks with long-term goals. Delegate operational tasks, focusing on strategic areas. Schedule dedicated times for both, using project management tools for efficiency. Regularly review progress in teams, ensuring alignment. Foster a strategic culture, empowering your team to see how their roles contribute to the bigger picture. Clear, continuous communication is key.

Communication plays a key role in any situation between two human beings and when teammates are working on a single goal of success , The goal and process of achieving the same shall be well communicated so steps reaching is clear to all teammates. While reviewing the process A clear picture needs to be placed before a team by all team members so that next steps are planned accordingly.leaders shall ensure that each and every member views and ideas are expressed and understood by all.

You're only a leader if you're creating more leaders to take over from you. Therefore, you must give your team the exposure to how strategic planning and day-to-day operations can be managed. Frequent meetings with the team inviting their input and sharing the information you have to jointly come up with solutions will not only improve your sense-making and decision-making as a leader but also create a team that can do these things once you move on to bigger roles.