This is part two 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.
You probably already know that strategic thinkers are people who are able to think beyond the one-year horizon.
But that’s not all ‘playing the long game’ is about.
To set strategic direction effectively, executives need to apply ‘blue sky’ thinking.
They need to think bigger and envision an outcome that may not eventuate for another 10 or 20 years.
To do this, they need to be brave enough to ignore existing limitations, embrace uncertainty and allow themselves to be creative.
And real change and impact take time, so this kind of thinking requires selflessness and dreaming up a future for which they won’t take all the glory.
They need to be satisfied with eventually passing the baton to someone else.
In the meantime, as a normal human being with an ego, effective executives stay motivated by working out the steps they need to take along the way, tracking their performance and taking pride in achieving progress milestones.
Another way their selflessness needs to play out, is by recognising when to reduce the speed of implementation to achieve quality results.
This can involve taking the time to consider the impact on others before charging ahead, or ensuring that their approach allows them to create lasting change.
Instead of creating instant fame for themselves or their team, they prioritise the things that will work in the long run.
But don’t think of it as a complete sacrifice on the executives’ part.
Consistently approaching things in a sustainable and sensible manner (in terms of finances, the environment, their employees and the organisation’s reputation) eventually gets recognised, while building reliable support for them along the way.
And it feels great, too. It’s really a win-win.
I hope this is helpful.