I’ve been working one-to-one with someone recently and we found ourselves reflecting on what makes strategic leadership different from direction and management. It comes down to clarity. Absolute clarity on the vision for the organisation and for your own area of specialism.

But here’s the tension. Many leaders worry more about their specialism than the organisation and, some would argue, with good reason. The shelf life of a C-Suite role is often seen as up to three years and performance is judged in that window. This pressure can make professional credibility in your tribe feel more important than organisational outcomes.

This tension isn’t just theoretical. When leaders prioritise their professional credibility, organisational goals like innovation or culture-building can take a backseat, sometimes with long-term costs.

Leading for the organisation
✅ You build alignment, clarity, and legacy
⚠️ You risk losing visibility in your professional community

Leading for the profession
✅ You keep credibility with peers and future employers
⚠️ The organisation you lead may suffer from a narrower focus

Strategic leadership needs both. The best leaders find ways to align their professional credibility with organisational success. How? By framing their expertise as a tool for broader impact, not just personal legacy.

So the question is this. Where are you leading from right now? And how do you navigate this balance?

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#StrategicLeadership #LeadershipDevelopment #OrganisationalStrategy