A feedback that you “need to be more strategic,” can be just as frustrating as it sounds. To make things worse, the feedback seldom comes with any constructive guidance for a direction towards redressal. The hint here is to focus on your Strategic thinking competencies.
So what relevant steps can you take towards being more strategic in your existing role? Start by altering your outlook. If you believe that strategic thinking is solely for senior executives, rethink. It is vital to make sure it takes place at every level of the organization; it’s one of those implied aspects of all job descriptions. Ignoring this fact is tantamount to inviting the risk of getting passed over for a promotion, or having budgets compromised owing to unclear department’s strategic contributions.
In order to bump up your Strategic thinking competencies, firstly, you need a solid understanding of the industry context, trends, and business drivers. An intellectual gratitude towards the importance of taking in current data and following trends isn’t enough. It is a necessity to make it a repetitive exercise to explore as well as synthesize the internal trends in day-to-day work. Additionally, being proactive about connecting with peers both from an organizational and industry standpoint to comprehend their observations of the marketplace, is of paramount importance. Then, transmit your findings across your network. With a new perspective on understanding of trends and issues, practice using strategic thinking by asking yourself, “How do I expand my horizon on what I consider?” Questions are the medium of the process of integrating one’s Strategic thinking competencies.
More often than not, life and past experience may present an exceptional, yet short-sightedness, strategic lens. So, we need to shore up on perspective-taking and review skills. By becoming more inquiring, and looking at information from different angles, the ability to reduce this myopia and reflect on different possibilities, approaches, potential results, become a fact.
When working on an employee retention project one needs to reflect on himself or herself in terms of matters like what does success look like in Year 1 ,2 or 3 and so on or what could possibly bring about a negative outcome or what could be the early signs of a positive/negative outcome. Business partners need to comprehend certain factors vital to successes keeping in mind that outcomes support the strategic goals of the organization.
Addressing these tough questions provide for a better engagement with colleagues as well as senior executives early on in aspects that could potentially result in benefits for the project, something that would help shape the direction of being cognizant and strategic. Strategic thinkers rank and organize their thoughts in verbal and written communication in a manner that benefits their addressee’s attention on their central theme in messages. They contest with the status quo and get people motivated on discourses about underlying assumptions.
The quest to build your Strategic thinking competencies can be rough. At first, you might feel like you’re kicking up sand in the ocean. Your vision will be blurred as you manage through the unsettling feelings that come with challenging your own assumptions and gaining comfort with conflict and curiosity. But once the dust settles and you’re able to underwrite at a higher level, you’ll be happy you took the risk.