This is part five of a six-part series where I aim to break down what strategic thinking actually involves, to make it less abstract for those looking to transition into strategic leadership / executive roles.
Being strategic means that you are always looking ahead.
This isn’t just about the ability to identify a desired future state, but also about being able to foresee possible future obstacles.
The obstacles can include risks to performance or circumstances that cause non-compliance with key statutory requirements, both of which can impact the organisation’s reputation or put its continuity at risk.
Effective executives build risk analysis into their planning processes to increase their chances of success.
When developing risk management strategies, they target causes rather than symptoms.
They aim to be proactive rather than reactive, to set their people up for success and reduce the time spent on putting out fires.
Of course, there will always be surprises and emergencies, but a proactive mindset helps to minimise their impact and occurrence.
Looking ahead, being organised and generally on top of things, leaves more time to deal with the unexpected when needed and increases your chances of controlling the outcome.
I hope this is helpful.