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Your Strategy Style

Think about how you handle challenges and issues in Scoring and Interpretation
your current or a recent job. Then circle a or b for each For Strategic Innovator style, score one point for each
item below depending on which is generally more “a” answer circled for questions 2, 4, 6, 8, and 10 and
descriptive of your behavior. There are no right or wrong for each “b” answer circled for questions 1, 3, 5, 7, and
answers. Respond to each item as it best describes how 9. For Strategic Adaptor style, score one point for each
you respond to work situations. “b” answer circled for questions 2, 4, 6, 8, and 10, and
for each “a” answer circled for questions 1, 3, 5, 7, and
1. When keeping records, I tend to
9. Which of your two scores is higher and by how much?
a. be very careful about documentation.
The higher score indicates your Strategy Style.
b. be more haphazard about documentation.
Strategic Innovator and Strategic Adaptor are two
2. If I run a group or a project, I
important ways leaders bring creativity to strategic
a. have the general idea and let others figure out how
management. Leaders with an adaptor style tend to
to do the tasks.
work within the situation as it is given and improve it by
b. try to figure out specific goals, time lines, and
making it more efficient and reliable. They succeed by
expected outcomes.
building on what they know is true and proven. Leaders
3. My thinking style could be more accurately described as
with the innovator style push toward a new paradigm
a. linear thinker, going from A to B to C.
and want to find a new way to do something. Innovators
b. thinking like a grasshopper, hopping from one idea
like to explore uncharted territory, seek dramatic break-
to another.
throughs, and may have difficulty accepting an ongoing
4. In my office or home, things are
strategy. Both innovator and adaptor styles are essential
a. here and there in various piles.
to strategic management, but with different approaches.
b. laid out neatly or at least in reasonable order.
The strategic adaptor asks, “How can I make this bet-
5. I take pride in developing
ter?” The strategic innovator asks, “How can I make this
a. ways to overcome a barrier to a solution.
different?” Strategic innovators often use their skills in
b. new hypotheses about the underlying cause of a
the formulation of whole new strategies, and strategic
problem.
adaptors are often associated with strategic improve-
6. I can best help strategy by making sure there is
ments and strategy implementation.
a. openness to a wide range of assumptions and ideas.
If the difference between the two scores is two or
b. thoroughness when implementing new ideas.
less, you have a mid-adaptor/innovator style, and work
7. One of my strengths is
well in both arenas. If the difference is 4–6, you have a
a. commitment to making things work.
moderately strong style and probably work best in the
b. commitment to a dream for the future.
area of your strength. And if the difference is 8–10, you
8. For me to work at my best, it is more important to have
have a strong style and almost certainly would want to
a. autonomy.
work in the area of your strength rather than in the oppo-
b. certainty.
site domain.
9. I work best when
a. I plan my work ahead of time. Sources: Adapted from Dorothy Marcic and Joe Seltzer,
Organizational Behavior: Experiences and Cases (Cincinnati:
b. I am free to respond to unplanned situations.
South-Western, 1998), pp. 284–287; and William Miller, Innovation
10. I am most effective when I emphasize Styles (Global Creativity Corporation, 1997). The adaptor-innovator
concepts are from Michael J. Kirton, “Adaptors and Innovators: A
a. inventing original solutions.
Description and Measure,” Journal of Applied Psychology 61, no. 5
b. making practical improvements. (1976), p. 623.
effectively inspire others with a vision, yet he or she is weak on implementing
strategic action. The vision in this case is only a dream, a fantasy, because it
has little chance of ever becoming reality. To be an effective leader, one both
dreams big and transforms those dreams into signifi cant strategic action, either
through his or her own activities or by hiring other leaders who can effectively
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