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3 Unmistakable Signs That You Are A Strategic Thinker

Being More Reflective

Strategic thinkers understand and dig deeper when analyzing processes, developing and applying performance metrics, collecting data and producing analytics for better decision-making. They challenge the involved to consider answers for important questions.

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IDEA EXTRACTED FROM:

3 Unmistakable Signs That You Are A Strategic Thinker

3 Unmistakable Signs That You Are A Strategic Thinker

https://www.forbes.com/sites/terinaallen/2018/11/20/3-unmistakable-signs-youre-a-strategic-thinker/

forbes.com

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Key Ideas

Being better leaders

Strategic thinkers advance their careers by being better leaders. Not all great thinkers are great leaders, but the ones who are leadership material are likely better leaders than those who fail to think strategically.

Strategic leaders go beyond the role of having and communicating a vision to fully understanding, planning and executing the necessary strategies to realize it. They make better decisions as they have a more holistic view that includes the organization and the people inside and outside it.

Creating a Domino effect

Strategic thinkers demonstrate organizational value by creating more strategic thinkers. Developing a culture that considers strategy and doesn’t lose sight of the value that needs to be delivered greatly increases the capabilities of a company. Strategic thinkers are the ones in the organization who ponder and prompt questions that are designed to create even more strategic thinkers.

Questions a strategic thinker might make

  • Why is this important?
  • What are the long-term and short-term goals?
  • Who are the stakeholders and why are they so?
  • What biases influence the situation?
  • What are the fundaments behind our premises?
  • What are the consequences?
  • What is the plan and why is it so?
  • What are the resources available?
  • Which strategic analysis model do we apply?
  • What are the accountabilities? Does the culture encourage 360-degree accountability? How?
  • When it comes to performance management, what are our common standards for behavior?
  • What is the most powerful thing to do tomorrow to build/execute/advance the organizational and/or operational strategy? Why? 

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SIMILAR ARTICLES & IDEAS:

Leo Tolstoy

"The two most powerful warriors are patience and time"

Leo Tolstoy
Zig Ziglar
Zig Ziglar

"Your attitude, not your aptitude, will determine your altitude."

7 Characteristics Of Strategic Thinkers
  1. Vision: they use a mix of logic and creativity to define ambitious but rigorous visions of what needs to be achieved. 
  2. Framework: taking into account their own biases, timeline and resources, they can define their objectives and develop multiple action plans.
  3. Perceptiveness: they observe and understand the world from all the different perspectives. 
  4. Assertiveness: They’re good at evaluating, deciding and promptly executing their decisions without letting doubts fog their vision. 
  5. Flexibility: they seek advice to compensate for their weaknesses and then twist their ideas and framework to achieve their goals. But they are flexible without breaking the rules. 
  6. Emotional Balance: they are aware and balance their emotions so as to favor the achievement of their goals. 
  7. Patience: they understand that most achievements are a long-term endeavor involving various milestones and a lot of effort. 

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Tactical Hell

It is a place where we are perpetually reactive to other people’s demands and needs, driven by emotional instead of logical impulses.

We need to escape it and see things objectively an...

The Art of Negative Visualization

This is a stoic lesson, to visualize failure in advance.

It helps because if you imagine failure you start seeing all the ways that have led to that result. And you can start actively working on addressing and mitigating them in advance.

The ‘Draw-Down Period’

Before he would jump into an idea and go full steam, take a reflective period to step back ask yourself: "What do I really have here? Do I actually have something? What am I hoping to accomplish?”

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Learn

As your company grows, you have to actively seek honest feedback. To get that:

  • Encourage and exemplify honest, rigorous debriefs to extract lessons
  • Shift course quickly if...
Align

A strategic leader must foster open dialogue, build trust, and engage key stakeholders, especially when views diverge. To pull that off:

  • Understand what drives other people's agendas
  • Bring tough issues to the surface, however uncomfortable
  • Assess risk tolerance and follow through to build the necessary support
Decide

You have to develop processes and enforce them to arrive at a “good enough” position. To do that well:

  • Carefully frame the decision to get to the crux of the matter
  • Balance speed, rigor, quality, and agility. Leave perfection to higher powers
  • Take a stand even with incomplete information and amid diverse views

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