At its core, a leader is defined as a person that guides or directs others. However anyone in an executive role knows being an effective leader is much more complex than the dictionary definition. Simply put, it is no easy task.

In his new book, Paid to Think: A Leader’s Toolkit for Redefining Your Future, author David Goldsmith outlines a dozen core activities every successful leader should practice to add value to their enterprise. When combined, his activities form an approach he refers to as “Enterprise Thinking” – a practical framework that can be used to think constructively and productively.

“The better able a leader is to think through an idea before committing to action, the greater the chances an organization has to achieve higher returns, all while mitigating risk and reducing expense,” writes Goldsmith.

The activities fall under four main categories – strategizing, learning, performing and forecasting. Let’s take a look at how we can use Goldsmith’s advice to our advantage.

Strategizing

Most professionals already spend time strategizing, usually trying to find ways to improve their company to gain a competitive edge. There are ways to secure success by creating strategically superior plans – clearly outline what you are trying to do, iron out your strategy, select your best projects and manage your priorities. Remember it is more important to get the right things done than to get everything done.

When it comes to product creation, Goldsmith suggests the process be organized in a systematic way. Use the funnel method to push the good ideas to the forefront while weeding out the bad. Take the broad criteria, eliminate ideas that won’t work based on alignment or market conditions, and then move forward to develop the remaining ideas.

Other important aspects of strategizing are establishing alliances and leveraging technology to meet today’s needs and reach tomorrow’s growth.

Learning

Too often we assume reading an article about a new concept translates into knowledge, which Goldsmith says is not the case.

“Substituting awareness for knowledge is one of the reasons that you get frustrated with yourself or your staff when your ideas don’t go anywhere,” he writes. “It’s also the reason why seemingly well-thought-out plans veer off course or don’t deliver the returns you expect.”

In-depth knowledge is required to execute an idea. We develop this through time, effort and making sure the right people are on our team. Information should come from a variety of sources.

It is important to have awareness of international issues, which will assist in more than marketing products globally – it will help you make better overall decisions. Keeping an eye on your competitors and paying close attention to their successes and failures will also help to reach your organization’s objectives.

Performing

To guarantee your team members are performing at their highest levels, you need to set the tone. Develop your personal plans and objectives first, and then formulate organizational plans that align. Educate and inform others around you, make sure the proper team is in place, and follow up with sound coaching and leadership.

Empower those around you by delegating tasks, but always keep your eye on their progress to make sure they are on track. Give plenty of positive feedback and offer career development assistance when needed. Bring innovation to the forefront by keeping an open mind and never dismissing an idea without trying it first. It is crucial that you develop your own innovative mindset … you will be surprised at how quickly others follow suit.

And just as important as innovation is the ability to sell – not only a product, but yourself as well. First clarify the objective, select the strategy, choose and finalize tactics and execute your idea. Then build momentum and get others on board with your plan. Make sure you continue to pitch your ideas to the right people at the right time.

Forecasting

The decisions made today have an indelible impact on your organization’s future, which makes the ability to anticipate future challenges one of paramount importance. Blend together three factors: Current conditions, cycles, trends and patterns, and technology. If you can spot events that show acceleration in a trend, there’s a good chance you will be able to forecast future events with some accuracy. Always prepare what-if scenarios that outline what will happen if your forecasts are accurate, partially realized or don’t happen at all.

“Becoming an Enterprise Thinker allows you to create the type of life now and in the future that you’ve always dreamt,” Goldsmith concludes. “You can’t get past time back, but you do have another chance tomorrow to get it right. In other words: You can’t fix yesterday; you can only create tomorrow.

“You now have the tools you need to create the tomorrow of your dreams. Now is your time to build tomorrow.”