Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

The vision must be realistic - it has to be based on clear distinctive competencies. Again, what would the world lose if you didn't exist? A vision is very powerful because it gives you a basis to judge every action you take. Every action should be viewed through the prism of whether it furthers the vision.

Great companies create an environment in which employees act like owners. They do this through clear communication, articulation of clear vision and priorities, coaching and openness to debate/discussion. I would argue that this type of environment helps people to be at their best - and helps the company to be at its best.

Change efforts happen when a firm is out of alignment with achieving its vision. If the organization has broad buy-in on a clear vision, the need for change becomes much clearer. It also helps to over-communicate what you're doing and why you're doing it. Lastly, the leadership needs to spend as much time on "how" changes are being made and "what" changes are being made. Human beings are involved and there are winners and losers.

The better strategy is to focus on strengths and surround yourself with people who can complement your skills. However, you have to first do the analysis.

Without strong visionary leadership, no strategy will be executed effectively.

Authenticity is critical to leadership. That means trying to be yourself - this involves some self-disclosure, admitting what you don't know and being willing to ask questions.