An article on the business2community.com website dealt with this topic. Let's take a look.
Systems thinking
If you work in a large company, you may often struggle with complex issues. When tackling complex problems, you frequently have to deal with multiple causes. Furthermore, any action you may take in order to solve something could result in many diverse outcomes and consequences, some of which might be unintended and unwanted.
A good example would be a reduction in staff. If you want to maintain the same levels of production, the remaining employees may have to work overtime. Or you will need to outsource part of the work. As a result, the reduction in costs you achieve will not be as significant as it originally seemed.
Situational awareness
It is important for a good leader to understand the possible impact of both external and internal events (market competition or a merger) on how the company operates. A good manager understands the needs and feelings of people who will be affected by such major events.
If you have good situational awareness, you will be able to imagine the impact a merger would have on the morale of your staff. Therefore, you will be willing to do whatever you can to reassure them and keep them informed. That way you will minimise the adverse effect the merger has on their performance.
Choosing the right priorities
An agile leader never lets important long-term objectives be set aside because of some urgent short-term demands. Such a leader is able to balance the amount of time and energy devoted both to long-term goals and short-term requirements. The key to success consists in exceptional planning and time management skills.
-jk-