We were asked by a client last week if we could remove from our questionnaire the statements that probe ‘strategic’ level behaviour on the grounds that the relatively junior managers we are working with “can’t influence the strategy”. Our reply was that Level 5, or strategic level, behaviour is relevant for even the most junior team members.
In the Schroder framework the behaviours at Level 5 are the actions an individual takes to promote the high performance behaviour in others, even when they themselves are not there. Putting in place a system or process that enables the behaviour to happen (to be ‘done’ by others), even if the instigator is not present, is Level 5 behaviour. An example here for Level 5 Information Search might be setting up a monthly survey to gather information relevant to a project or process. The information gathering will now happen regularly, whether or not the instigator is present. Similarly a system or process that encourages a culture or value for a behaviour may also be Level 5. Level 5 Flexible Thinking might be introducing a team ‘rule’ that whenever the team is coming up with ideas, options or solutions, there always has to be at least four or five viable options on the table instead of the normal two or three. This encourages the development in that team of a culture of leaving no option unexplored rather than just going with the standard options that present themselves (and may not move the team/company/project on).
In practice this Level 5 or strategic behaviour can lead to significant performance improvements, especially if other high level behaviour is present in the same person or team – this is what we mean when we give an individual or a team a rating of ‘Strategic Strength’. That Level 5 Information Search survey may lead to an important trend being spotted, the root cause of a problem being identified or a new market opening, especially if combined with high level Idea Creation. That Level 5 Flexible Thinking may lead to an innovative new approach to delivery or a more robust solution to a problem.
So while we call it strategic-level behaviour, it’s not necessarily about the strategy of the business, although it will most certainly have a positive impact on this, too, in the longer term.
Most people have the potential to work at Level 5 in a handful of behaviours, whatever their rank within the organisation. And pretty much everyone can help promote high level behaviour in others, even if it’s just regularly reiterating how important that behaviour is. In fact, putting in place a communications or development programme to help every individual within the organisation understand their potential and know that it is valued, regardless of rank, is also potentially strategic behaviour.