Strategic Thinking Redefined: How Clear Feedback Enables Growth
Throughout my experience leading hundreds of succession and talent reviews, there is one pattern that I have seen time and again: the use of “strategic thinking” as a key criterion for upward mobility. On the surface, this seems fair and reasonable.
But when you dig a little deeper it can be incredibly problematic. It can too easily become the “I know it when I see it” sort of quality if an organization is not careful.
Why?
The concept is extremely broad. Receiving feedback to “improve strategic thinking” can feel as vague as being told by a dietician to “eat healthier” without any additional direction or guidance towards your specific goals.
It is highly subjective. Too often the definitions of “strategic thinking” vary widely from one leader to the next making it difficult for the individual to know exactly how to improve.
To provide actionable feedback to the people we lead, we need to be more precise. I’ve found it helpful to break this term down into three specific categories:
Strategic Thinking is the ability to think several steps ahead allowing you to anticipate roadblocks, adjust accordingly, and identify opportunities early enough to take action.
This is often what your team believes you mean when you give them feedback about “strategic thinking.”
Strategic Speaking is knowing who needs to hear your message and tailoring the message accordingly.
In my experience, when employers refer to “strategic thinking” during a talent review, they want the individual to improve their communication skills and to articulate their strategic ideas with precision, clarity, and impact.
Strategic Stakeholder Management is, at the surface, what we might call “politics.” But on a deeper level, it is recognizing those who may be impacted by your work and proactively addressing their concerns.
A skilled stakeholder manager understands that the work will not always speak for itself – that the audience needs reassurance and acknowledgement to buy in.
Often, individuals will receive feedback on “strategic thinking” and interpret it as needing to double down on creating more strategy, developing more project plans, more of everything. This can lead to them feeling frustrated, as though you haven’t noticed or appreciated their already considerable skill in this area.
By breaking “strategic thinking” down into these components – thinking, speaking, and stakeholder management – you can provide clear feedback that will equip them with the specific tools needed to apply their skills more effectively.
About The Author
Kristin Lytle | As CEO of The Leader’s Edge, Kristin is on a mission to help organizations stop wasting potential. Kristin’s 20+ years of global leadership experience at top organizations make her a trusted partner to business leaders. As a dynamic speaker, facilitator, and thought leader, Kristin has been featured in Fast Company, SUCCESS Magazine, iHeartRadio’s CEOs You Should Know, and more.