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3 Unmistakable Signs That You Are A Strategic Thinker

Creating a Domino effect

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.

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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 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.

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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  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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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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  • Work together, complement each other, and function as a team.
  • Able to operate on and enable environments that are more dynamic, team-centric, and connected.
  • Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
  • Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
  • Understand how different business functions, industries, and technologies come together to form solutions.
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Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

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Influence at work

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Work on cultivating personal connections with your colleagues, and allow them to get to know you. 

You don’t have to be “the greatest person in the room” or make sure “everyone is blown away by your charisma.” You just need to have good rapport with your colleagues. That way, they won’t impute negative intentions or motives to you.

Listen before you try to persuade
The best way to prime colleagues for backing you and your agenda is to make them feel heard. 

Start by giving them your undivided attention in one-on-one situations. Turn your body toward the other person, freeze in place, and listen.

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Identify The Strategic Requirements Of The Job

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About change

Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address the underlying mind-sets and capabilities of the people who will execute it.

A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.

Looking both ways

Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:

  • They focus solely on business outcomes and fail to appreciate that people will have to adapt to implement it.
  • They focus too much on developing skills. 

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3 Ways to influence
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"I have strong time management skills"

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Demonstrate your strength in this area by sharing how you prioritize your daily tasks.
Using the 80/20 rule for project prioritization can show how you best schedule your time to give your full attention to critical project tasks.

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