A leader's vision is crucial to strategy. The vision for the enterprise must be created in such a way that it captures both the imagination and the energies of its people. An effective leader understands that the ultimate purpose of leadership is to generate human energies and vision. The vision must be linked to the values of the company. A senior management leader must explain this relationship in a method that the organization can comprehend, accept, and embrace it. The enterprise is moved by vision, while it is stabilized by values. These values look to the future, while vision looks to the past.

The vision and value declarations do not have to be complex. An organization's senior leader distinguishes between vision, which outlines where the company is headed, and mission, which illustrates why the enterprise exists. An excellent mission statement incorporates a company's purpose as well as its distinct contribution. Furthermore, the leader is expected to not only have a certain role in the organization, but to drive effective change that enhances the company's procedures. Listed below are a few roles that a leader is expected to cater to.

Setting Goals and Objectives
The process of attaining the vision, or strategy, is equally vital to the firm as having the goal and the willingness to achieve it. Setting strategic goals and objectives for the organization begins somewhere just over the periphery of vision, and well before the jagged edge of strategy. This action necessitates disciplined thinking to narrow the organization's emphasis.

Focused and concentrated thought is a characteristic shared by good-to-great executives and their organizations. Great leaders center their organizations on a single organizational concept that unifies and leads all choices. They simplify complexities into basic ideas that address three questions about their quality of service offerings, economic value addition through their services, and passion.

The leader establishes measurable organizational goals and objectives. A goal or target that cannot be defined, is meaningless. By creating incentives for achievement, the leader makes quantifiable goals successful. By the virtue of their self-enforcement capacity, these incentives encourage goal-attaining behavior, prohibit the opposite, and therefore make the plan happen, but they must be adapted to fit different organizations.

Crafting a Strategy
Accepting a strategic position entails accepting trade-offs with other viewpoints. It also entails deciding what not to do as well as what to do, as no company can compete and succeed in every industry category, with every variant of a product or service. The essence of developing a strategy is determining what not to do. Tough decisions must be made, and the senior management leader should allow it to happen.

However, developing a strategy is not entirely top-down. Revolutionary strategy-making entails engaging the revolutionaries who are integrated in the strategy-making process. It is a good idea to take a diagonal selection method through the organization to find these innovators who exist throughout every function.

Finally, it is the leader's responsibility to define the company's strategic stance and make the necessary

trade-offs.

Instead of expanding into every profit-generating segment, the leader concentrates the company on strengthening its strategic processes and communicating the strategy both externally to consumers who value it and inside to the firm.

Strategy Implementation
Senior management leaders are in charge of putting the chosen plan into action. While an action plan consists of numerous activities, at its core, the leader must create an organization capable of carrying out the strategy. The leader creates both an organizational culture and an organizational capability for plan execution.

A smart leader, lays out a strategy that people will understand and embrace out of trust, and then gets everyone on board from top to bottom to implement that strategy

The leader must integrate strategy in the organization, assemble an amazing team, assign appropriate tasks, and delegate strategic decisions to the rest of the team. Concepts that establish a simple framework for the senior management leader who will implement effective strategy are embedded in the culture of the business while focusing the organization on a few key strategic skills. The leader must establish a good team and keep in mind that any strategy is only temporary, therefore you must monitor the environment and make improvements in the company as needed.

Evaluation of Performance
In the face of fast change, the firm must overcome denial, nostalgia, and hubris by fostering beneficial habits such as visiting the sites of change. Even the best strategy deteriorates over time and must be updated or completely redesigned, according to the senior management leader. Such degradation is caused by competitors, market pressures, and technological changes. To accurately and honestly assess strategy deterioration as it unfolds, astute leaders must keep their eyes open.

Simultaneously, the leader must ensure that there is a sufficient supply of options that can be developed into full-fledged strategies to substitute the deteriorating ones. The more strategy options developed in this manner, the more resilient the company will be in the face of change.

However, the senior management leader ought to avoid attempting to modify everything at once because not everything is likely to be negative. In their efforts to uproot everything, managers frequently destroy more than they build in critical competencies and social ties, bewildering staff and alienating consumers. Leaders should build on the past while teaching people that previous strategic frames, procedures, connections, and values must be recast to meet new problems.

A Leader's Personality
People follow a leader, but that does not necessarily guarantee that the leader is on the correct track. A smart leader, on the other hand, lays out a strategy that people will understand and embrace out of trust, and then gets everyone on board from top to bottom to implement that strategy. A competent leader creates long-term value for all stakeholders in the company—customers, employees, and shareholders—rather than just short-term shareholder wealth. Excellent leadership coexists with good character, or the consistency of speech and conduct that we call integrity.

Much has changed in the world; but the need for integrity in a corporate leader, who is crafting and implementing a good strategy, remains consistent.