Make Strategic Thinking Part of Your Job
“Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else.”
SIMILAR ARTICLES & IDEAS:
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.
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.
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.
Many managers and leaders focus obsessively on their current jobs. They don't believe they can be successful without that single focus.
However, most realize that to advance your career, especially to the C-suite, you need diverse experiences in a variety of functions, industries, and geographies.
A survey of 122 senior executives from a variety of industries agreed that outside engagements were critical to leadership success now and in the future.
Meaningful engagement should be in activities that expose you to different people, information, and cultures, but is synergistic with your personal interests and your current or future primary work. Think of yourself as having a portfolio where your job is in the middle, the outside activities surround and complement it, and you use what you've learned to advance each sphere.
Although executives face a high demand on their time, private and public sector leaders believe that you can find the time if you make it a priority. (Although you may have to give up some nights or weekends.) Make sure you deliver in your job and for your family, then take on additional responsibilities.
Try to spend 10% to 20% on these "extracurricular" activities. The amount needn't be consistent every week or month.