This is part one 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.
When you get to the executive level, you will likely be or eventually become part of an executive group that leads the organisation.
The individual members of this group need to work together to set and steer the organisation’s strategic direction and drive performance across all divisions.
To do this effectively, executives can’t act solely as representatives of the teams or divisions they directly lead.
Effective strategic leaders understand and consider in their decision-making the interdependencies between the different divisions and between the organisation and its external environment.
They appreciate how all of the pieces fit together to enable achievement of the organisation’s strategic goals.
Effective executives know that they can’t do their job well without others and that other executives and organisations in their jurisdiction or industry need their help, too.
They think about how resources and insights can be shared across the organisation and beyond so that collective capacity is lifted.
They consider the wider community because they are in touch with the organisation’s vision, which they know can’t be effectively achieved without the support of their external stakeholders.
But don’t think that these executives are completely selfless, mystical creatures that are always fighting for the greater good, solely because it’s ‘the right thing to do’.
Effective executives are just folks who are pragmatic in a positive way.
They know how to get things done and that creating win-win situations is the way to go because it’s more rewarding for all involved.
I hope this is helpful.