184 Strategic Leadership
An analytical chart (table 9.1) will help to clarify terms and display the relation-
ship of terms, and each will be discussed in the text.
Strategic Initiatives and Imperatives
Strategic initiatives are central strategic themes or issues. They consist of one or
several strategies that define projects and programs that are of high priority, both
in solving problems and in seizing opportunities. Strategic plans often involve
themes like enhancing student engagement in learning, expanding funded
research, or internationalizing the curriculum, as strategic initiatives or direc-
tions. Each strategic initiative provides a clear rationale or situation analysis that
explains the significance of the theme. In effect, each strategic initiative translates
identity, mission, vision, and position into a set of several identifiable strategies,
which in turn should include measurable goals and specific actions. The realiza-
tion of the institution’s strategic vision is closely tied to the achievement of the
goals. Taken together, the strategic initiatives form a coherent set of priorities and
designs for the future that have been selected through the various steps and stages
of the strategy process.
Why use the word “initiative”? Indeed, many other terms are possible, includ-
ing, as we shall see, the word “imperative.” The use of the word “initiative” accom-
plishes several things. First, it places a strong emphasis on action since it suggests
the self-motivated and intentional exercise of will, effort, and energy. Further,
the phrase “strategic initiative” suggests several forms of closely related strategic
activities to address an important strategic issue.
A number of institutions have found the expression “strategic imperative” to be
especially effective in defining the major priorities in a strategic plan (cf. Baylor
University 2002; Bridgewater College 2002; Rhodes College 2003). At one level,
it is interchangeable with strategic initiative since it refers to the same type of
broad strategic theme and issue. The advantage of the word “imperative” is that
it communicates a sense of urgency. It gets and holds people’s attention because
the language is clear, evocative, and uncompromising. It defines issues that must
be addressed if the institution is to fulfill its vision.
This perspective accords well with the motivational intent of strategic lead-
ership, so the term has clear advantages. At the same time, there is danger in
over-dramatizing every strategic problem or opportunity. Emotional energy can
be spent quickly if everything is always and equally urgent. When used prudently
to ignite a sense of authentic concern, the word “imperative” clearly has a place
in the lexicon of strategic leadership.
Generally it is best not to define a strategic initiative or imperative by generic
areas such as “academic affairs,” “the curriculum,” “student life,” or “finances,”
unless the term calls to mind a set of activities and priorities that people can easily
identify in specific terms. Strategic initiatives are thematic issues that crystallize
priorities through careful explanations and arguments as the institution’s story,
values, and vision are passed through the analysis of its position.