Facing a crisis or an opportunity, leaders often fall back on the leadership style that has worked for them in the past. But to be effective, they need to rise above their default reactions and generate more options for how to respond in real time. In this article two leadership coaches offer an approach, called the "four stances," to help leaders improve their interpersonal communication: Lean In. Take an active stance on resolving an issue. Actions in this stance include deciding, directing, guiding, challenging, and confronting. Lean Back. Take an analytical stance to observe, collect, and understand data. Actions include analyzing, asking questions, and possibly delaying decisions. Lean With. Take a collaborative stance, focusing on caring and connecting. Actions include empathizing, encouraging, and coaching. Don't Lean. Be still and create space for a new solution to bubble up from the subconscious. This stance also serves to calm emotions if they have been triggered. Actions include contemplating, visualizing, and breathing. Leaders should identify which stance is their default, make a plan for using alternative ones in various situations, and be ready to pivot if an approach is not working.

The phenomenon of big data-large, diverse, complex, and/or longitudinal data sets-is having a stark influence on organizational strategy making. An increase in levels of data and technological capabilities is redefining innovation, competition, and productivity. This article contributes to both practical strategic application and academic research in the strategic management domain by presenting a framework that identifies how big data improves functional capabilities within organizations, shapes entirely new industries, and is a key component of innovative and disruptive strategies used by learning organizations to diversify and break down barriers of traditionally defined industries. This framework provides an appropriate basis for internal corporate strategy discussions that surround big data investments by explaining how firms create value through various approaches. In addition, this we offer guidance for how firms might derive their own big data approach through the merits of aligning data strategy aspirations with data strategy authenticity.