As a leader, you've probably heard the feedback "you need to be more strategic" at some point in your career. It's a common piece of advice, but what does it actually mean? And more importantly, how can you demonstrate your strategic thinking skills in a way that's recognised by others?
Being a strategic thinker is crucial for any leader looking to drive their team and organisation forward. But it's not always easy to showcase this ability, especially when you're caught up in the day-to-day firefighting and operational tasks.
So here are five simple but effective ways you can demonstrate your strategic thinking as a leader. Whether you're already a senior leader or a new manager looking to make your mark, they’ll help you build your reputation as a strategic thinker.
1. Block Off and Protect Strategic Thinking Time
One of the biggest challenges to demonstrating your strategic thinking is simply making the time for it. It's all too easy to get swept up in the daily grind of meetings, emails, and putting out fires. But if you want to be seen as a strategic leader, you need to carve out dedicated time for deep thinking.
The key is to block off this time in your calendar and protect it fiercely. Treat it as an important meeting and make the commitment to yourself to see it through. Find a quiet space where you can think without interruption, whether that's in the office, at home, or even in a nearby cafe.
To make the most of this time, come prepared with what I like to call a "thinking agenda". This is essentially a list of the key strategic issues or questions you want to ponder during your thinking time. It could be anything from “What are the root causes of the increase in customer complaints” to "How can we better align our procurement strategy with our overall business goals?" to "What potential risks do I see on the horizon, and how can we mitigate them?". Capture agenda ideas when you come across things in your day job that would benefit from more thought.
By having a clear focus for your strategic thinking time, you'll be able to dive deeper into the issues that matter most. And as you make this a regular practice, others will start to see you as someone who prioritises strategic thinking and consistently brings valuable insights to the table.
2. Be the Person to "Zoom Out" in Meetings
Have you ever been in a meeting that gets bogged down in the details or goes off on tangents? Happens all the time, but it's also an opportunity for you to demonstrate your strategic thinking skills.
The next time you find yourself in a meeting that's getting lost in the weeds, be the person to "zoom out". This means taking a step back and looking at the bigger picture. Ask questions that help connect the current discussion to the overall goals and objectives.
For example, you might say something like, "I understand we're discussing the pros and cons of different social media platforms, but let's take a step back. What are our overall marketing goals, and how do these options align with those goals?". You don’t have to be the ‘owner’ of an agenda item to zoom out, you can gently redirect people in this way to focus on the bigger picture
By zooming out, you remind everyone of the strategic context and help steer the conversation back on track. You also show that you're thinking beyond just the immediate tactical decisions and considering how they fit into the larger strategy.
Another way to zoom out is to ask questions that uncover the underlying problem or opportunity. Instead of getting caught up in debates over specific solutions, ask "What problem are we really trying to solve here?". This can help shift the focus from arguing over details to collaborating on finding the best strategic approach.
By being the person who consistently zooms out and brings the discussion back to the strategic level, you'll quickly gain a reputation as a strategic thinker and leader
3. Stay Fixed on Goals but Flexible on Approach
One of the key characteristics of a strategic thinker is the ability to stay focused on the end goal while being adaptable in how you get there. It can be quite the balancing act to be adaptable rather than reactive but it’s an important one to master.
When you're working on a project or initiative, be clear about the ultimate objective you're trying to achieve. Communicate this goal clearly to your team and stakeholders, and keep it at the forefront of your decision-making. Use it as a filter by asking whether individual decisions move you closer to or further from the ultimate goal, or whether they are distracting from more important and fundamental decisions.
At the same time, recognise that the path to achieving that goal may not always be a straight line. As new information emerges or circumstances change, be willing to adjust your approach as needed.
This might mean revisiting your initial plan and making changes based on new data or feedback. It could involve pivoting to a different strategy altogether if it becomes clear that the original approach isn't working.
The key is to stay flexible and agile, while never losing sight of the ultimate goal. By demonstrating this balance of focus and adaptability, you show that you're a strategic leader who can drive results despite changing circumstances.
It's also important to communicate this approach to your team. Make it clear that while the goal is non-negotiable, the path to get there can and should evolve as needed. Encourage your team to bring forward new ideas and be open to course-correcting when necessary.
By staying fixed on your goals but flexible on your approach, you demonstrate the strategic agility that's so valuable in today's fast-paced business environment.
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4. Consider External Risks and Opportunities
A key part of strategic thinking is being aware of the larger context your organisation operates in. This means keeping informed about external factors that could potentially impact your business, both positively and negatively.
As a leader, make it a priority to stay up to date with trends and developments in your industry, as well as in the broader economic, technological, and regulatory landscape. This could involve reading industry publications, attending conferences, or engaging in discussions with peers and experts.
As you gather this information, think strategically about how these external factors could create risks or opportunities for your organisation. For example, an upcoming change in regulations might pose a compliance risk, but it could also open up new market opportunities if you're able to adapt quickly.
Bring these strategic insights into your planning and decision-making. When discussing new projects or initiatives, consider not just the internal factors, but also the external context. Ask questions like "How might the rise of artificial intelligence impact this project in the next five years?" or "What opportunities could we unlock if we're able to get ahead of this emerging trend?".
By consistently demonstrating that you're thinking about the bigger picture and the external environment, you show that you're a strategic leader who's always looking ahead.
It's also important to share these insights with your team and encourage them to think strategically about external factors as well. Make it a regular practice to discuss industry trends and developments in team meetings, and challenge your team to think about how they can proactively address potential risks or seize new opportunities.
By considering external risks and opportunities in your strategic thinking, you not only demonstrate your own strategic acumen but also foster a culture of strategic awareness throughout your organisation.
5. Ask Powerful Questions to Provoke Strategic Discussions
One of the most effective ways to demonstrate your strategic thinking is also one of the simplest: ask great questions. The right questions can spark innovative ideas, uncover hidden opportunities, and challenge assumptions that may be holding your team or organisation back.
As a leader, make a habit of asking powerful, thought-provoking questions in your meetings and discussions. These questions should encourage deeper thinking and exploration of the strategic issues at hand.
For example, instead of asking "What's the status of this project?", you might ask "What are the biggest obstacles we're facing with this project, and what creative solutions might we consider?". Instead of asking "What's our target for this quarter?", you might ask "If we were to double our target, what would we need to do differently?".
The goal is to shift the conversation from tactical updates to strategic exploration. By asking questions that challenge the status quo and encourage innovative thinking, you demonstrate your own strategic mindset and encourage others to think more strategically as well.
Importantly, this doesn't mean you need to have all the answers yourself. In fact, the most strategic leaders are often the ones who are most comfortable with ambiguity and who actively seek out diverse perspectives.
So don't be afraid to ask questions that you don't know the answer to. Embrace the opportunity to learn from others and collectively explore new strategic possibilities.
As you make this a regular practice, you'll find that your team starts to anticipate and even look forward to your strategic questions. They'll come to meetings more prepared to engage in strategic discussions, knowing that you'll be pushing them to think at a higher level.
By consistently asking powerful questions, you not only demonstrate your own strategic thinking skills but also cultivate a culture of strategic curiosity and continuous improvement within your team.
Conclusion:
Demonstrating your strategic thinking as a leader is all about making space for deep thinking, keeping the big picture in focus, staying adaptable, considering the external context, and fostering strategic conversations. By implementing these five powerful practices, you'll not only enhance your own strategic skills but also inspire strategic thinking across your team and organisation.
Remember, being a strategic leader isn't about always having the perfect answer or strategy. It's about facilitating the conditions for strategic thinking to flourish, and empowering your team to bring their best strategic ideas forward.
That’s how you'll start to be known as the leader who always brings the conversation back to the strategic level, who's always thinking several steps ahead, and who's able to deftly navigate even the most complex challenges.
So start putting these tips into action today. Block off time in your calendar for strategic thinking this week. In your next meeting, practice zooming out and asking powerful questions. As you're planning your next project, consider the external factors and build in flexibility to your approach.
Each small step you take to demonstrate your strategic thinking will add up to a significant impact over time. And if you find yourself needing additional support along the way, don't hesitate to seek out resources like leadership workshops, coaching, or mentoring to further develop your strategic skills.
By committing to showcasing your strategic thinking, you're not only investing in your own leadership development but also in the future success of your team and organisation. So embrace your role as a strategic leader, and watch as others begin to recognise and appreciate the powerful strategic value you bring to the table.