Creating a strategy and being more strategic are phrases regularly applied to meetings, interviews, resumes, as well as seen in the news. I often encourage executive coaching clients to use the words when making a point because it is what many want to hear. The words are so frequently applied they risk becoming diluted or used incorrectly. People often say they are strategic when in fact what they are describing is tactical. Some confuse being strategic with problem solving. (Though problems can need a strategy.)
I did some research to find more practical viewpoints on the subject. Not everyone agrees but there are repeating insights and thoughts.
For our purposes, let’s look at components most often found in a good strategy and how you can create one. I have broken them down to three categories
Consider: The way a strategic person begins the process, how they think, and what they ask.
Develop: What a strategy creator needs to do to craft the strategy.
Communication: How to sell the idea to yourself and others.
Consider
It is essential to keep focused on the organization’s or a person’s purpose and reason for being.
Do you have a strategic mindset? Do you have the head of a visionary, a critical thinker, willingness to look at an opposing perspective? Can you tolerate dealing with the unknown and ways of thinking seen as no longer useful? Do you have mental and physical stamina, particularly under stress?
Look at all the factors. Bring into the strategy building process — trends, current environment, internal and external resources available, disruptive competition — to name a few. Get clear on the present.
What are the facts? Are you working from solid and complete information? Have you done enough research and digging to pull together an idea based on facts?
Is there longevity? Can your idea scale? Can it adapt? Does it have a one-year, three-year and five-year future?
Understand the difference. Take into consideration not all strategies address a problem. Some do, but others take ideas to a whole new place or expand and deepen another. Problem solving often can be handled tactically.
What is the risk? When designing the strategy, are you considering the risks for the organization and yourself. Are the leaders risk adverse, wild risk takers? Could this be damaging to your career? There is always an amount of risk in introducing the new but there is also risk in doing nothing. Some of the best ideas come from people closest to the situation. Is that you?
Is there value? We all have heard some great ideas that just don’t have enough, or any, value. Often, they are a desire rather than a need. Ask yourself, will this make us money, save us money, give us more time, save us time, take us to a next level, or bring us prestige and recognition? If none of these are true, your idea probably does not have a future in a structured organization. This is not to say you cannot go out on your own and do it. That’s a different topic.
Can you be specific and detailed? Are you able to condense your idea into a simple sentence? Will you be prepared to get in the weeds if necessary?
Develop
It is one thing to have an idea, vision, strategic thought. It is another challenge to make it real. So, how does one move thoughts into a project?
Here are a few ways excellent strategists operate.
Keep the focus on the results not the how. Many great strategies started with an idea that had no plan how to get there. Focus on the quality and depth of the thought. Assume others can help you with the execution.
Create a hypothesis. Prove yourself right and wrong. Try to talk yourself out of the idea as a measure of its strength and practicality.
Seek exposure to excellent strategists. They should be internal and external. Watch and dissect how they bring things together.
Continuous learning. Great strategies are often found in the work of others. Scientists rarely have a unique discovery; they piggyback off the work of colleagues. Learning from others helps them keep up with the rapid changes surrounding us. They also have an open mind to, and discipline for, ongoing learning.
Schedule time to think, observe, and reflect. You may have had a great idea in the shower but putting it together takes time and effort. Schedule think-time like you would meetings.
Look and learn from successes. Your own and those of others. Research how a product or service was first conceived and brought to market. What can you take away and what will you discard?
Ask for advice. This is hard for many people but those who do are richer in information and support. Keep in mind most of us are flattered to be asked our opinion or perspective.
Collaborate. The more interaction with internal and external stakeholders the better informed you will be. You learn how others work and how they think. What are their needs and desires? You have exposure to their situations and problems. Be a contributor to the group’s success.
Communication
At many points in your strategy creation process you will need to sell your idea to a few, or many, to get their thoughts, concerns, and hopefully, buy-in.
Build consensus. Take them through the process. Consensus is your goal.
Show value. What is in it for the listener and the organization? Be clear this is not just about you.
What you say. Always speak in a logical way using critical thinking. Make sure the level of information is appropriate to the audience. There is a place for enthusiasm, but it is not the opener.
Ask strategic questions. Demonstrate how you think and what you can imagine.
Stay with the big picture. Leave the weeds to someone else. Too much detail can destroy a big idea.
Seek diversity. Look to speak with those who think differently from you, who have other experiences and may be prone to more pessimism. Listen carefully. Ask probing questions.
Create a pitch for your vision. Give your idea a name. Be consistent and constant with your message. Your lingo should reflect your knowledge of the topic but not be so specific that you appear arrogant or superior.
Have a quotable quote. This is a short sentence which best describes your idea. It makes a statement in a memorable way. Think about great advertising or headlines — people remember them and repeat them. It also assures when others are talking about your presentation, they are accurate.
Grow your image. Strive to be known for your strategic thinking. Become the person others seek when they are stuck or confused on the long-range ideas.
People who think critically and strategically are highly prized and essential to the world of work. For some it comes naturally, most develop the skills and practice what they have learned. Breaking the process into three sectors — consider, develop, and communicate — helps imagine, engineer, and market a great idea and ways to make it happen.
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