Leading with Strategic Thinking: Four Ways Effective Leaders Gain Insight, Drive Change, and Get Results

Preface

“You need to be more strategic.” When someone receives this kind of feedback, what does it mean?

We believe that too often strategic thinking is defined narrowly and is misunderstood. Strategic thinking is defined narrowly when its relevance is seen as being limited to senior executives responsible for defining strategic direction. This narrow definition overlooks the value that is created when everyone in an organization approaches work in a more strategic manner. This is particularly true in times of disruption, when forces of technology and social change challenge the status quo and create opportunities for massive improvements in collaboration, productivity, and value creation. Likewise, strategic thinking is misunderstood when it is thought of as synonymous with strategic planning. This limits the relevance and application of a key skill that can and should be applied in a wide range of contexts. Strategic thinking can and should improve the performance of CEOs, but it can and should also be applied by line managers, individual contributors, politicians, coaches, and parents. For these reasons, being competent in strategic thinking is critical for individuals and organizations. Practiced well, it drives performance and distinguishes high potentials. Practiced poorly, it destroys value and derails careers.

Strategic thinking comprises three key activities: assessing situations, recognizing patterns, and making decisions. Relevant concepts and tools from the fields ...