Technical professionals are creative problem-solvers by definition. They apply their technical know-how, practical experience and the information gained through professional literature to innovate and create practical, safe and economical solutions to meet product or process design goals. With promotion to leadership roles comes the need to move beyond technical execution and focus on how to drive organizational success. This type of strategic thinking is a skill that can be developed and enhanced through study and practice.
Here are eleven tips on how to become a more strategic thinker, applicable to anyone looking to broaden their impact:
- Understand the “Why” Beyond the “What”: Don’t just focus on the task at hand. Always ask why this task is important, why it needs to be done this way, and how it contributes to larger organizational goals or customer needs. This shifts your perspective from execution to purpose.
- Actively Seek Cross-Functional Understanding: Make an effort to understand how other departments (e.g., sales, marketing, finance, operations, HR, etc.) function and how their goals connect to yours. Shadow colleagues, attend meetings outside your immediate team, and ask questions about their challenges and priorities.
- Study Your Industry or Organization and the Market that it Occupies: Regularly read industry news, competitor analyses, and market reports to understand the business landscape that impacts your organization. Know who your key competitors are, what emerging technologies are on the horizon, and what shifts are occurring in member or customer preferences. Volunteer for organizational groups engaged in roadmap planning, product strategy or technology reviews. If your employer has a competitive intelligence group, get to know their work, and look for opportunities to put that group to work for your operation or department. This external perspective is crucial for identifying opportunities and threats.
- Embrace a Long-Term Perspective: When making decisions, consider not just the immediate impact, but also the implications for the business six months, one year, or even five years down the line. Think about scalability, maintainability, future trends, and the potential for technological obsolescence.
- Develop Financial Management Literacy: Become familiar with the business metrics used by upper-level management in your organization, and how they relate to your operations and annual budgeting process. For example, some of the metrics I had to become conversant with included Return on Investment (ROI), EBIDA (Earnings Before Interest, Taxes, Depreciation, and Amortization), Debt-to-Equity Ratio, and Cost of Customer (or Member) Acquisition.
- Challenge Assumptions: Always probe assumptions and ask yourself “what if?” questions. Don’t be afraid to call out the “elephant in the room,” and dig deeper to ask questions that go beyond the surface. Ask yourself: “What assumptions are we making?” “What are we not considering?” “How does this align with our long-term vision?” In group dynamics, it can be scary to challenge an apparent consensus, and so you need to operate diplomatically to give people the time needed to reflect on your points before modifying their own thinking.
- Practice Scenario Planning: What if your competitors release a new product or service that challenges your market share? How will changes in federal law or regulations affect your business operations? What if a major technological shift occurs? How are customer or member needs changing and what are the implications? Thinking through the “what ifs” helps you anticipate and prepare for these scenarios, if and when they become a reality.
- Prioritize Based on Impact, Not Just Urgency: Strategic thinkers evaluate tasks and initiatives based on their potential long-term impact and alignment with strategic goals and mission, rather than just their immediate urgency. Challenge yourself to manage your resources and focus time on the most impactful work.
- Cultivate a Strong Network: Build relationships with people at different levels and in different functions within your organization. Externally, connect with peers, mentors and thought leaders in your field and related industries. Diverse perspectives are invaluable, and your network serves as a sounding board and as a source of strategic insights.
- Reflect and Learn from Experience: After projects or significant decisions, take time to reflect. What went well? What could have been done differently? How did this decision impact other areas of the business? What lessons can be applied to future strategic thinking? This continuous learning loop is vital for growth. Do this reflection with your team to benefit from multiple viewpoints.
- Refine Your Communication and Presentation Skills: The ability to articulate complex ideas clearly, concisely and persuasively is what elevates a person with concerns and ideas into a strategic leader. Having strong communication skills is critical to ensure that your insights will actually influence the decisions that drive organizational success.
Closing Notes
As a strategic leader, you will be expected to propose solutions, not just identify problems. You will need to frame your solutions in the business terms used by your organization’s management. You’ll also be expected to participate with your peers in strategic discussions, to offer creative ideas and to lead by example.
These eleven tips will help empower you to do these things and lay the foundation for personal and professional success as a senior manager or executive. If you proceed thoughtfully, proactively and persistently, you may become known within your professional circle as a “thought leader” or someone who others look to for credible analysis, trend insights, innovative ideas and strategic leadership. If you are seeking to advance into leadership roles, this should be your aspiration.
