Being a strategic leader starts with communicating a vision and then charting the course for your team. Here's how to turn that vision into action.

You'll achieve more for your mission by getting your team and your external stakeholders on the same page about where you're going. It all starts with a compelling vision.

If you feel like you’re spending all your time “fighting fires,” and not enough time being a strategic leader, there’s a better way.

Putting off strategy is like being too busy driving to choose a destination. Get on track by setting the course, monitoring key metrics, and using your time deliberately.

Whether performance review is right around the corner or a long way ahead, there are steps you can take now to ensure staff evaluations go smoothly.

Do members of your team readily share their ideas and concerns? Do they embrace constructive criticism? Creating a culture in which feedback is routine - and welcomed - starts with leaders.

Leaders who make a lasting impact don't always flash their vision or charisma. Instead, they lead with these five "soft" skills.

New ideas do not come about because leaders say, “Innovation is a priority.” Original thinking happens when leaders create the conditions for it.

Ambiguous authority can derail decisions in any organization. But leaders have options to prevent that uncertainty from become a roadblock to effective decision making.

Focusing on the wrong problem can lead to confusion, making effective decisions difficult. Get clear about the real issue so you can get back in the driver’s seat and focus on your mission.

No one likes feeling backed into a corner. Being a leader sometimes means making tough choices. It’s not fun. But it’s the job. And sometimes there really is a better option…

A Pros/Cons List is a great tool. But for high-consequence choices, or when selecting between options that are good for different reasons, a more formal approach - like a trade study - can help.

Complex decisions can feel overwhelming. Simplify your choices by identifying overlapping decisions, using questions to sort through options, and looking out for emotional roadblocks.

Being aware of the potential for bias is a strong start to overcoming its potential influence. Intentionally managing bias in decision-making processes can help your team make more effective choices.

Some decisions trigger emotional reactions. Having a plan to address stakeholder feelings can prevent concern over blowback from standing in the way of making an effective choice.

It’s reasonable to be concerned about ensuring everyone is on board with big decisions. But instead of consensus, cultivate commitment from key stakeholders and acceptance from everyone else.

Sometimes what our gut tells us conflicts with others' expectations or with what’s easiest to do. Get clear about your reluctance to trust your instincts to overcome that hesitation.

Fear of making a “wrong” choice can hinder decision making. Giving voice to those fears, but putting them in proper perspective, can help us construct better plans and lead with confidence.

It can be hard to know where to start in the face of a daunting decision. Identifying your hang-ups can help you get unstuck. Here are ten common decision roadblocks and how to get around them.

Many leaders try to make tough messages seem more palatable than they are. The result is an erosion of trust. Leaders can build trust instead by delivering bad news forthrightly and compassionately.