And both that morning equally layĪfter finding the answers to the above questions, and probably more, the leader, with the help of others, can determine that a not-often-trod path is the most appropriate strategic route to take. They will likely jump at the opportunity to help their you, their leader, make a strategic decision that will benefit the department or organization as a whole. But the strategic leader will ask one simple question of each one of these points: Why? Why has the ROI never been determined? Why do few organizations experience success when they walk that particular path? Why do many organizations fail to work within the parameters of success and growth determined by that path? If you as the leader cannot find the answers to these questions, branch out and have your people help you find the answers. Many organizations that walked the path were able to work within the parameters of success and growth dictated by the pathĪny one of these points may tempt a leader to walk his or her department down a well-worn path.Few organizations that walk the path experience success.The reasons are many and varied, but may include simple facts, like: Research may uncover another way to accomplish a strategy-a path that is “grassy and want wear.” Paths like these don’t experience much travel. The cliché, “if it ain’t broke, don’t fix it,” applies to strategies like this. Why does this happen? Because one particular strategy is applicable in multiple settings and situations. Time and again, leaders will discover that their research will point them down a path that has been taken before, either by another department in their organization, or by a competing organization in their industry. Multiple paths may look promising however, those leaders that are armed with the best, most up-to-date information available to them can see only so far down each path before it either bends or is covered by undergrowth and becomes invisible. Such decisions can be extremely difficult, even when their research uncovered really good, accurate, and timely information and data. Some leaders will have to decide between three or more strategic directions.
As leaders develop and revise a strategic direction for their areas of responsibility, their research will likely leave them to decide between at least two different directions, or foci.
Numerous organizations task only executive-level leaders with developing the long-term strategic direction and strategic vision of their division or department. Following is the first stanza: Two roads diverged in a yellow wood, In order to help you see this poem through the lens of leadership, I will take the poem one stanza (paragraph) at a time and apply the topic of leadership to Frost’s writing. If you have never had the opportunity to read the poem in its entirety, I have included it at the end of this article in order for you to appreciate it as a whole. I would like to apply it to the subject of leadership. Numerous people from various backgrounds should be able to learn something from the poem about themselves and the lives they lead.įrost’s poem titled “The Road Not Taken” has been used to help teach spiritual, ethical, and social principles.
In order for a poem to be considered literary, it must teach and have broad application across numerous professions, disciplines, life styles, and living situations. Kennedy said, “He has bequeathed his nation a body of imperishable verse from which Americans will forever gain joy and understanding.” Regarding Robert Frost, President John F. During his life, he won the Pulitzer Prize for Poetry not only one, but four times (1924, 1931, 1937, and 1943). The American poet Robert Frost is lauded as one of America’s greatest modern poetic talents.
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