Encouraging others to become More Strategic

As an executive coach and consultant, I see how critical it is for each of us to operate more strategically in all aspects of our lives - in business and at home. Women are natural leaders in this way; through our natural affinity for others - listening and building relationships that encourage others to think with a bigger picture in mind and operate more out of the box. Given the increasing need for the competence of thinking strategically to stay competitive in a changing world, what can you can do to set up the environment around you for strategic thinking and innovation?

 Lead with a question: Whenever possible, use a question to initiate a strategic discussion. Doing so will promote dialogue through invitation, not imposition. Questions such as:  Can you tell me more about what’s going on there? Can you recommend someone with whom I can speak about this so that I can learn first-hand what’s going on? How might this be significant for our part of the business?

 Listen and let the person know you’ve heard:  Demonstrate your willingness to listen with respect and to understand the other person’s perspective on the issue at hand. Work hard to understand the other person’s line of reasoning and make it visible for both of you to examine. 

Answer their need first, then raise the level: People need you to engage with the issue they have in front of them and at their level of attention. Do so, unless you judge that addressing the issue at their level is fundamentally flawed.  In most cases, however, you will be able to address the issue in parallel, using empathy to address the level of thinking you see is at play, while simultaneously drawing attention to the need to examine the larger issues as well.

Acknowledge the difficulty: Let the other person know that you recognize the difficulty of addressing the issues and dimensions of the situation.

Sell the benefits of engaging at a more strategic level: At the same time as you recognize the difficulties, clarify the importance of addressing the more strategic dimensions of the situation. For instance, point out the reduction in costs and the efficiencies to be gained, identify down-the-line issues that will threaten a project’s timeline, note historical instances of “quick fixes” that were costly in the long run, and identify the benefits of seizing larger opportunities.

Bottom line, each of us can learn and lead those behaviors which drive and sustain more strategic thinking and innovation.  And, given our ongoing need to adapt and thrive within a changing world, every leader…each of us....must look at how to invite thinking with the bigger picture in mind, which balances past success with evolving demands.  

Warmly,

Andrea Zintz, Ph.D.

Strategic Leadership Resources LLC

Shaping the Future!