Help - I've been told to be more 'strategic'.....

Be more strategic. Think more strategically. Develop a more strategic mindset.

How many times have you heard or read these phrases, and others like them?

I often think that using these phrases almost becomes a badge of honour. But I also question whether people really understand what it is they are advocating for.

Put the word ‘strategic’ into a sentence and most people round the table will nod their heads wisely. But how many of them are quietly thinking: ‘what does that actually mean?’ Whilst also believing that it might be career suicide to ask that question out loud….

So let’s debunk some myths, and try and make some sense out of this. Because there is no doubt that the ability to think and plan in this way leads to better outcomes, at whatever level you operate.

A quick clarification: we are talking here about the ability to think more strategically. Not the art (and science) of putting a strategy together. This will be covered in our next blog.

What does it mean?

What we are talking about is the ability to consider and think in a robust, rigorous, analytical and focused way.

It is a mindset. Which you can develop. And there are lots of tools to help you deploy it.  

It doesn’t automatically mean looking to the long term. I can think strategically about what to wear for a job interview, just as I can think strategically about my career as a whole.

It means looking beyond the immediate situation. Taking a step back and trying to see the situation/problem in the round. Taking into account other relevant factors. Seeing the whole chessboard rather than just your corner of it. Shining a light on the corners and dark places that you might miss otherwise. Working out what’s most important. What might have the biggest impact. Who you need to be talking to.

The most important aspect about it is that it takes time upfront. But that time, if well spent, will save lots of time down the line. I always think that this quote from Abraham Lincoln sums it up well:

“If you give me six hours to chop down a tree, I will spend the first four sharpening the axe.”

Four simple tips to improve

Have a list of good questions up your sleeve

Thinking strategically requires effort. Have some simple questions to hand that help you get into the right place. Questions such as: “How else can I approach this?” “Who might be able to help me?” “What haven’t I tried?” “What could I do better?” “What am I missing?” are really helpful in terms of bringing a more strategic mindset to challenges or opportunities you are facing.

I recently came across a set of brilliant questions that have been used at NASA by Ellen Ochoa, astronaut and research engineer, ever since the Columbia disaster, about every operational decision:

·       What leads you to that assumption? Why do you think it’s correct? What might happen if it’s wrong?

·       What are the uncertainties in your analysis?

·       I understand the advantages of your recommendations. What are the disadvantages?

Rigorous, disciplined, robust, focused thinking……

Look up and out

When addressing a particular challenge or opportunity, make sure you look beyond your section of the chessboard. Think about connections and interdependencies. Spend some time making sure you understand the whole landscape. What are the trends? Who should you be speaking to in order to build your knowledge and understanding? What’s important to other relevant parties?

Use better language

Experienced strategic thinkers get to the point quickly. They prioritise and sequence their thoughts. They ‘headline’ their communications in order to successfully land their core message, adding in detail and context afterwards. They are not afraid to ask challenging questions. Practise this in meetings, especially where you have time to prepare in advance. Think about what you want to say, and then take it to the next level – think about how to structure your comments in the best way possible.

Practise, practise, practise….

Which brings me nicely on to my final point….like any behaviour change, it helps to build a habit. This way it eventually becomes second-nature, no longer requiring the need to be so effortful. There are two aspects to this: (i) practising this mindset all the time, in order to embed it – so even applying it to what you are going to cook this evening, or how you are going to order your leisure time once lockdown ends; and (ii) building the habit of creating time to think in this way – at work, this means blocking ‘thinking/planning time’ into your diary, padlocking the time, and getting comfortable with the necessity of doing this.

For more on this or any aspect of leadership, with a healthy dose of mindset, sport, and I hope usefulness thrown in, do feel free to browse through all the articles in the Huddle, or get in touch with me directly on catherine@sportandbeyond.co.uk