In the last month I have enjoyed facilitating strategy sessions for leadership teams.  In these sessions the outcome is usually a strategy, or a plan on a page.  But it is so much more than the outcome.  It’s about the exploration of ideas, the organisational strategy, values and goals.  It is foundational work that when done right sets your team up for success.   

There seems to be an element of mystique around strategy, and many think they aren’t good at being strategic. This got me thinking… why? 

In organisations, strategy is usually formally reserved for senior roles. We make this distinction between operational and strategic, and we place operational beneath strategic. In large organisations, strategy often has its own department, accompanied by transformation, change, and strategic initiatives. It’s no wonder that many leaders perceive strategy to be difficult and reserved only for those roles that are strategic. 

The reality is that we can all take a strategic approach.  It’s about having a plan and then executing that plan. I know that doesn’t sound very mysterious, however, if you’ve got the ability for some lateral thinking and the ability to identify options and evaluate them you have the foundations to be more strategic! 

How can you be more strategic? 

1. Understand your stakeholders: Who do you need to be strategic for, and what are you trying to convey by being strategic? We need to have a good understanding of our stakeholders and understand what we want from them. If we’re not clear in our ask of our stakeholders, it impacts our ability to be strategic.
2. Have a vision: This is about having a vision of where you want to go. It’s probably the best-understood concept of strategy. It’s about the vision, the journey, and the plan. Before pouring over data and analytics, really think about what you need, what information you’re trying to convey, and how you’ll best convey that information.
3. Tell a story: Conveying a strategy is usually connected to a change. A great way to convey the why behind the need for change is through storytelling. Craft your strategy into a narrative that has clarity, characters, a journey, and a conclusion. Whether it’s a happy or sad ending, a story should leave us either satisfied or wanting more.
4. Have clear metrics: Metrics are essential for tracking progress and success. Define clear metrics that align with your strategic goals. These metrics will serve as guideposts to keep you on track and measure the effectiveness of your strategy. What get measured gets done!
5. Have a call to action: Your strategy should include a very clear call to action. What are you asking stakeholders to consider, do, approve, endorse, or recommend? When this is part of your planning, it becomes easier for stakeholders to follow your story and strategy, increasing readability, comprehension, and engagement.
6. Adaptability: Strategies are not set in stone; however it is unwise to change them too often. It’s a fine balance about remaining flexible and adaptable as circumstances change. Being able to adjust your strategy in response to new information or unexpected challenges is essential for sustainable success.
7. Collaboration: Collaboration with colleagues across different departments or disciplines can enrich your strategic approach. Seeking diverse perspectives and input can lead to more innovative and effective strategies. Get the views from others early and incorporate them so they feel consulted and recognised for their contribution.  
8. Risk Management: Every strategy involves some level of risk. It’s important to spend time understanding the risks and then working out ways to mitigate these risks.  Consider conducting risk assessments and developing contingency plans to address potential challenges.
9. Continuous Improvement: Effective strategies are not static; they evolve over time. Embrace a mindset of continuous improvement, regularly reviewing and refining your strategy based on feedback and results.
10. Leadership: Part of setting strategy is about inspiring others, fostering a collaborative environment, and championing the strategic vision. This is all about what activities you engage in throughout the creation and implementation of your vision. Are your bringing people along or dragging them along? 

We can all be strategic. It takes time, lateral thinking, a willingness to explore ideas, consideration of our stakeholders, and what we want them to do with the information we’re presenting to them.  Setting strategy is not only about those with strategy in their title. 

In what ways can you adopt a more strategic mindset? 

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