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This week, we are going to focus on how we can capitalize on opportunities.

As I sat down to write today’s blog post, I was reminded of a story I read last night about Miley Cyrus and the recent “events” in her life. I need to preface this by saying, I don’t follow her career, don’t condone her behavior, or agree with what she appears to be doing. I know enough of her life to know she is Billy Ray Cyrus’ daughter, used to be a young girl sensation as Hannah Montana, and now is apparently dead set on making herself over in a completely new image.

When I would hear some of the stories of her recent behavior (and who could have missed some of those stories?!), I thought, “Oh my goodness! She must not be thinking about what she’s doing and the potential implications and consequences of her behavior!” Frankly, I thought she was yet another public train wreck — another young person thrust into the spotlight and dysfunction that comes with that kind of celebrity when one is too immature to understand and deal with it in healthy ways. But, if the article I read last night (a recent issue of Entertainment Weekly, following her episode as host of SNL) is accurate, my initial perception of her is dead wrong.

She shared with the writer that, in fact, what she had been hoping would happen following her performance on the music awards show is exactly what is happening! She noted that while it’s clearly more than a month since the music awards show, people are still spending a lot of time and energy talking about her, her performance, the controversy, and her music. In fact, the cycle continues to churn with new stories popping up, a couple of “open letters” from Sinead O’Connor, etc…Then she appears on SNL, making fun of herself, and spoofing others in the skits, and not in a pathetic, clownish performance. She says her most recent album (dating myself, aren’t I?!) is getting lots of play…and she commented that she knew exactly what had happened to Hannah Montana, “She was murdered!”

Clearly, this last comment is her telling the world that she has deliberately shed the innocent young girl persona and is ready to take on the world in this new, very sexual and very risque new version of who she is at this time.

The result, lots of air time in a lot of forums…lots of discussion…and more opportunities for exposure. Perhaps she’s not entirely a train wreck? She sounds as if she is indeed a shrewd young woman with a plan (a strategy) propelling herself forward. This is not to say that she will be entirely successful in achieving all she dreams of; only time will tell. But, for the moment anyway, this young woman has a strategy and she is executing against it.

So how does this apply to us? As leaders, it behooves us to have a strategy clearly mapped out and to rehearse them in our minds prior to executing them. This gives us the opportunity to operate at a higher level of awareness, which, in turn, allows us to be more intentional in our words and actions as we work to propel ourselves, our teams, and our organizations forward, as well.

What opportunity is in your near future? In what ways could preparing give you every advantage as you move forward?

As Charles de Gaulle said,

You have to be fast on your feet and adaptive or else a strategy is useless!

We’ve talked some about having an awareness of our strengths. I wonder, have you explored this for yourself? If I were to meet you today, and asked you the question: What are your strengths? Could you answer without hesitation?

If you hesitate, I encourage you to spend some time in exploration, as understanding this about yourself will have tremendous benefits throughout your life.

What does knowing one’s strengths have to do with strategy? Well, it allows one to leverage one’s assets, and to do so strategically. It’s one of the keys to success, in that you know who you are, what you have to offer, what your areas of expertise are, and that enables you to build on those assets to move yourself, your team, and your organization forward.

This also allows you to leverage your influence. My leading strength is as a strategist and one of my areas of expertise is in communication. When I combine the two, and develop strategic communication plans, I am able to leverage a strength, with an area of expertise, which allows me to expand my influence. Were I to attempt to function in the say way in another area, say finance or engineering, well…it would be somewhat laughable, as those are not my areas of expertise.

So, learn about yourself so you can leverage your strengths and expand your influence. This, in turn, will allow you to embrace risk more easily, because you have a solid foundation from which to begin.

Think about prominent, successful figures in business who have done this…Rupert Murdoch — made his name in Australia with newspapers and this is how he moved into the US media market, with Fox Broadcasting and the Wall Street Journal. Steve Jobs — so well known for his time at the helm of Apple, also used his technological expertise and intuition about what viewers were looking for when he moved Pixar into the spotlight.

The business world and history are full of similar stories. The question is, what is your story?

Who are what are your most valuable assets and how can you invest in them and deploy them to expand your influence and propel yourself forward?

I first heard this story during the Chick-fil-A Leadercast in May 2012, and find it, again, in the Intentional Leadership booklet we are following, developed by Giant Impact.

It’s the story of Andy Grove, long-time CEO at Intel (by the way, Andy has a fascinating personal story; if you aren’t familiar with it, I encourage you to do a little research on him). There was a point in time when Andy asked these questions:

If a new leader walked into your role today with a fresh perspective and a full mandate to make changes, what strategic shifts would he or she make? What insights would be gained as he or she talked to your customers, employees, suppliers, and consultants?

It’s an interesting exercise and you may be quite surprised at what you come up with — and the freedom you feel when you give yourself permission to step outside your normal mode of operation and look at your world from a different perspective.

As you ask yourself these questions, and imagine the answers, note the responses in your journal.

Then, explore what might be keeping you from making the necessary changes? Would it be actual barriers, self-imposed constraints, or self-limiting beliefs?

What steps do you now need to take to ensure you are really listening to your employees, customers, suppliers, and consultants? How can you maintain that listening posture and incorporate what you hear into your planning.

Choose one change to start with, and move forward.