In the ever-evolving complexity of Strategic Implementation, the Operational followers hold an intriguing role and provide distinct insights on the best way to transition from Strategy to Tactics in the manifestation of vision.

In my conversation with Aaron Kalman, Chief of Staff at Lightricks and former Program Officer for the Ruderman Family Foundation, we tried to break down the operative stage of the creative process and how operative level thinking engages strategy.

For the operative level followers, strategy is not the end but the beginning. It dictates vision and sets the course, but the real game begins when you start figuring out how to implement it.

It is at that point that the strategic process needs to be engaged in-depth.

First there is the process of creating a knowledge tree where the information is collected, analyzed, and delineated into a unique approach for manifestation.

That lays the foundation of the operative process that will take vision and break it into manageable objectives.

Those objectives create an effect based approach that determines how you're going to achieve success.

And that sets the stage for the tactical engagements that will engage what needs to be done to bring about the desired outcome.

So, aligning your operative level thinking with your strategy is key.

This as a three stage process - strategic vision, operative objectives, and tactical goals, is often what separates successful businesses from the rest.

So it is the operative level that takes strategy and break it down into manageable, executable objectives and goals, giving the tactical room to assign specific tasks to implement strategy.

And prioritization is crucial.

Assigning value statements when setting objectives helps followers understand and be clear about resource allocation. Which makes sure primary goals get the necessary resources.

Engaging in these intricate processes is what makes strategic and operational roles fascinating yet challenging. Thinking analytically, creating knowledge trees, and setting clear objectives are some of the ways we can navigate these challenges and discover the art of turning vision into reality.

#BeCourageous as a follower and learn how strategy works. Figure out how your leaders are breaking down their objectives or goals, how they help build towards strategy, and what you can do to help move the needle on the most important (and sometimes most menial) tasks.
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I'm Dr. D.

I write about #followership, #leadership, #strategy, and #inclusion.

Want to learn more about followership?

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Check out my website: www.drdleitner.com

Find me on
https://www.linkedin.com/in/davidleitner/

Or better yet - bring me in to educate your teams about followership and strategy.

Interested in working with me privately? Reach out to see if I have an opening.


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It's crucial for decisions to be optimal and informed. The accuracy of decision-making depends on the information available at that particular time and the way we interpret it.

And it is often the followers who are providing that information and analysis. Which means they need to

Most often, leaders regrets over a decision are not about the outcome but about whether they missed any vital information during that decision-making process. Which often comes down to who provided information and who it was analyzed.

Leaders need to consider the validity of judging decisions in hindsight. When they do, it should be done on the context of the information available during decision-making.

Asking "Would we have made the same decision given the same information and circumstances?" can help improve future strategies.

If the answer is no, it could be a reflection of hesitation during decision-making. This reflects on the need for confidence in strategic decision-making.

As part of this conversation Dr. D. and Aaron provide different ideas about how to bring the decision-making process down to earth. Dr. D discusses the idea of strategy as a knowledge tree, formed by analyzing incoming information that creates a fuller understanding to inform a decision.

And Aaron talks about the importance of having people who can be a good sounding board. Someone who has your best interest at heart, but isn't afraid to give their full and straightforward opinion.

These give us the ability to focus on learning from previous decisions. These lessons can help refine the channels of information, methods of analysis and decision-making processes, leading to continuous improvement.

#BeCourageous in your decision-making. Leaders rest on the work of your followers. Trust that they have created a solid knowledge tree for your decision. And followers - don't get lost in the leaves and forsake the branches and tree when you consider the information and analysis you are providing your leadership.

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I'm Dr. D.

I write about #followership, #leadership, #strategy, and #inclusion.

Want to learn more about followership?

Follow me 👍 and Ring the 🔔 on my profile

Check out my website: www.drdleitner.com

Or better yet - bring me in to educate your teams about followership and strategy. I challenge people to choose courageous exemplary followership in support of their leaders and ideas that are important to them.

Interested in working with me privately? Let's discuss how you can improve your followership, leadership, and strategic engagement. Reach out to see if I have an opening.


You can listen to the entire episode
Spotify: https://bit.ly/TheDoctorsDen
Youtube: https://bit.ly/TheDoctorsDenYoutube

Aaron Kalman has been the Chief of Staff at Lightricks for two years and still feels like he's on a learning curve about how to develop and engage strategy.

Truth moment - leaders and key followers constantly learn and work on strategy together.

The Chief of Staff, as a core follower, is integral to both the learning and implementation of strategy. Knowing where leadership wants to go - for example, the "three horizon" model Aaron highlights, lets followers understand how leadership sees the near term, middle term, and long term. And that lets them assess where to focus now to get them where they want to be in 2, 5 or even 10 years out.

So, thinking and sharing strategic concepts helps everyone understand the current strategic position and future direction. Which lets everyone align for that future.

Of course the future is hard to predict, especially with rapidly changing technologies. However, leaders still have to make decisions about how to move forward. And one of the best things followers can do is provide leaders with accurate, current information to determine strategic direction.

That allows leaders to develop major milestones and objectives for the long-term vision. And it lets followers focus on building capabilities needed for future success, even if the exact future environment is uncertain.

So, leaders - help your followers envision the future and link between the present and that future. When it comes to strategy, it's not only about where we are now or the future state. It's about where we're headed and how our actions get us there.

Followers - focus on major objectives. Knowing how those act as the stepping stones to the desired future should dictate action.

It isn't enough that leadership is thinking about this future, everyone must consider what the future might demand and set up for that future. That is how followership helps future-proof the organization and set the groundwork for the next horizon. .

#BeCourageous and ask about the major strategic decisions your leaders are making. How can you help them prepare for the unknown future?


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I'm Dr. D.

I write about #followership, #leadership, #strategy, and #inclusion.

Want to learn more about followership?

Follow me 👍 and Ring the 🔔 on my profile

Check out my website: https://www.drdleitner.com

Or better yet - bring me in to educate your teams about followership and strategy. I challenge people to choose courageous exemplary followership in support of their leaders and ideas that are important to them.

Interested in working with me privately? Let's discuss how you can improve your followership, leadership, and strategic engagement. Reach out to see if I have an opening.


You can listen to the entire episode
Spotify: https://spoti.fi/3I6nqyT
Youtube: https://bit.ly/TheDoctorsDenYoutube

Aaron Kalman still feels like he's learning how to develop strategy in the face of uncertainty. He explains that, while being the Chief of Staff at Lightricks has allowed him to see models like SWOT analysis used to examine internal strengths and weaknesses as well as external opportunities and threats, he still has a lot to learn about strategy and business.

Kalman highlights focuses on the importance of the "three horizon" model to look at the near term (1 year), middle term (2 years) and long term (5-10 years) future. This involves assessing what the company is doing now, where they want to be in 2-3 years, and the vision for 5-10 years out. It enables connecting current activities to the long-term goals. Kalman argues you have to evaluate whether current efforts will be relevant in 10 years or whether you need to build new capabilities.

This not only helps determine their current strategic position and future direction, but it helps get everyone aligned for that future.

He emphasizes the importance of having both a short-term and long-term view. He states, "you're looking sort of near term, middle term, and long term. And in business terms, we like to say a year, two years, and five years ahead."

So, while it is important for followers to understand what the business is doing right now, it is also important for them to know leadership has a vision 5-10 years in the future for where they want the business to be.

Of course the future is hard to predict, especially with rapidly changing technologies. However, Kalman argues you still have to make decisions and move forward: "we want to be here and we want to be a bigger, stronger company in a year and two years and five years from today. So yes, we have to see what we can do now." He recommends focusing on defining what you want the business to look like in 5-10 years based on current information and strategic objectives.

From there, develop major milestones and objectives to work towards the long-term vision. Stay focused on building capabilities that will be needed for future success, even if the exact future environment is uncertain. Make strategic moves like acquisitions to work towards the vision and allocate resources appropriately. Mentorship from experienced people in the industry also helps inform strategy.

So, it’s all about envisioning the future but also knowing the link between the present and that future. When it comes to strategy, it's not only about where we are now or the future state. It's about where we're headed, how we plan to get there, and if those plans uphold our long-term business goals. Going forward in the means visualizing and implementing at, and for, every horizon. Is our current path aligned with our long term vision?

It also means accepting that you may not know what the environment will look like, but it is your job to continually take actions that will drive the organization forward to reach the next horizon.
To do that, followers need to focus on major objectives that need achieving. These are the stepping stones to the desired future.

It isn't enough that leadership is thinking about this future, everyone must think steps ahead, considering what the future could possibly demand, and set up for that future. That is how followership helps future-proofing and setting the groundwork for the next horizon. .

#BeCourageous and ask what major strategic decisions are your leaders making? How can you help them prepare for the unknown future? Let's continue this conversation because the future and how we navigate the present can prove to be a key discussion we all need to have

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I'm Dr. D.

I write about #followership, #leadership, #strategy, and #inclusion.

Want to learn more about followership?

Follow me 👍 and Ring the 🔔 on my profile

Check out my website: www.drdleitner.com

Or better yet - bring me in to educate your teams about followership and strategy. I challenge people to choose courageous exemplary followership in support of their leaders and ideas that are important to them.

Interested in working with me privately? Let's discuss how you can improve your followership, leadership, and strategic engagement. Reach out to see if I have an opening.


You can listen to the entire episode
Spotify: https://spoti.fi/3I6nqyT
Youtube: https://bit.ly/TheDoctorsDenYoutube

The Chief of Staff needs to act as an exemplary follower.

This requires leadership to put a great deal of trust in the person holding the role of Chief of Staff or Advisor: Whether in the business sector or government, the level of trust greatly impacts the follower's effectiveness.

And people in these positions should see themselves as acting in agency for their leaders. As courageous followers, thinking of yourself as an 'agent' allows you to present as the right hand of leadership. It creates a situation where you're working to maximize and manifest the will of leadership through both internal and external functions.

And there is significant importance to the follower adding value. If you are not seen as someone that brings value to the table in these roles, followership becomes challenging.

The role of advisor or chief of staff gives leadership a first follower. A crucial position in any organizational structure. This quick snippet from a conversation with Aaron Kalman the Chief of Staff at Lightricks clearly emphasizes that. It's not just about being in a position of power and influence, but about how you can effectively leverage followership to add value to your organization.

#BeCourageous and pursue exemplary followership for your leaders. Be their right hand and make their lives easier. Help them make good decisions and use their time well.

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Hi, I'm Dr. D.

I write about #followership, #leadership, #strategy, and #inclusion.

Want to learn more about followership?

Follow me 👍 and Ring the 🔔 on my profile

Check out my website: www.drdleitner.com

Or better yet bring - me in to educate your teams about followership and strategy. I challenge people to choose courageous exemplary followership in support of their leaders and ideas that are important to them.

Interested in working with me privately? Let's discuss how you can improve your followership, leadership, and strategic engagement. Reach out to see if I have an opening.


You can listen to the entire episode
Spotify: https://lnkd.in/dRWmADgc
Youtube: https://lnkd.in/dZcbsm_S

In this episode of The Doctor's Den, Dr. D. Leitner interviews Aaron Kalman, Chief of Staff at Lightricks. They discuss Aaron's personal journey, his professional growth, and how he is applying politics, strategy, and leadership in his roles.

Aaron Kalman shares his professional journey that spans various sectors, including journalism, working as an emissary for the Jewish Agency, public service, and the high tech sector. He discusses his initial years with the Times of Israel, and his stint as an Emissary in Sydney. Bringing the focus on the latter part of his career, he elaborates on his tenure as a staff member of senior politicians in Israel, working for the Ruderman Family Foundation, and his return to public service during the election turmoil and COVID. Today, Aaron serves as Chief of Staff to the CEO at Lightricks.

In the conversation Dr. D. and Aaron discuss the job description and responsibilities of a Chief of Staff and how the role can vary broadly but can best be described as a vital extension of the CEO's productivity. They focus on different ways to understand strategy, strategic decision making, operative focus, and tactical engagement.

They discuss balancing strategic and tactical outlooks as crucial to successful leadership. This balance gives you the flexibility to solve immediate problems while staying focused on the end goal. A key takeaway - Successful leadership in public policy, business, and non-governmental work starts with strategic thinking.

As part of that discussion, Dr. D. highlights the importance of questioning base assumptions and identifying root causes in strategic decision making. Aaron highlights the importance of the 'and then what?' questioning strategy during the planning process. And together they conclude that there is this bridge between the why of strategy, the what ifs, of operative thinking, and the "and then what" of tactics.

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Aaron Kalman is the Chief of Staff at Lightricks, a technology company specializing in developing mobile apps for photo and video editing. Born and raised in Jerusalem, he currently resides there with his wife Shakar and their three children. Before joining Lightricks, Aaron served as an emissary for the Jewish Agency in Sydney, Australia, and went on to work for the Times of Israel as one of its first employees. He has also held advisory positions in government, working with Naftali Bennett, the former Minister of Education in Israel and Diaspora Affairs, as well as Orit Farkash-Hacohen, the Minister of Strategic Affairs, and later the Minister of Tourism.

In addition to his governmental experience, Aaron worked with the Ruderman Family Foundation, a Boston-based philanthropy focusing on Israel's relationship with the American Jewish community and inclusion of people with disabilities. With a Master's degree in Diplomacy and Strategy from Tel Aviv University, Aaron brings valuable strategic thinking to his role at Lightricks.

This podcast is part of the work done by Dr. David Leitner to continue educating about strategy and leadership.

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Dr. D. posts about #followership, #leadership, #strategy, and #inclusion.

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Dr. D. challenge people to choose courageous exemplary followership in support of their leaders and ideas that are important to them.

Interested in working with him privately? He helps his private clients improve their followership, leadership, and strategic engagement. Reach out to see if he has an opening.

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You can listen to the entire episode on
Spotify: https://bit.ly/TheDoctorsDen
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[00:00:00] Intro
[00:00:59] Career Journey
[00:05:42] Role of a Chief of Staff
[00:12:28] Transition from Public Sector to Private
[00:14:19] Advisor and Chief of Staff in Government and Business
[00:15:37] Strategic Thinking Lessons from Government Ministries
[00:17:17] Impact of COVID-19 on Israel's Tourism Strategy
[00:21:27] Discussion on Strategy, Resources, and Management
[00:24:50] Career Transition and Company Strategy
[00:29:34] The Impact of Generative AI
[00:30:37] Lightricks' Strategic Expansion
[00:31:45] Discussing the Strategy, Challenges and Future Objectives
[00:34:14] Transitioning from Public to Private Sphere
[00:42:37] Impactful decision making
[00:50:00] The Ruderman Family Foundation
[00:57:02] strategic implementation.
[01:03:00] The Personal Growth in Relocation
[01:06:07] Life as a Shaliach in Australia and Coping with COVID
[01:08:32] Perspectives on Jewish Communities and their Formation
[01:17:43] Conclusions