How to Be a Stategic Thinker
Strategic thinking, while a unique and crucial leadership skill, is a shockingly ill-defined and little-understood notion that is limited to management classes and boardroom discussions. However, as long as they have the resources to support it, leaders may reap the benefits of strategic thinking, as demonstrated by recognized expert Michael Watkins in The Six Disciplines of Strategic Thinking.
Each chapter examines one of the six distinct mental disciplines that make up strategic thinking, demonstrates how they can provide value, and provides advice on how to cultivate a strategic thinking mentality.
Among today’s leaders, strategic thinking is the most crucial ability.
Every company is dealing with never-before-seen difficulties related to supply chain management, political unpredictability, economic volatility, and technological advancement. Thus, in order to survive the turmoil, leaders must develop strategic thinking.
For instance, I work with a major healthcare organization in the United States that is struggling with the AI Revolution. They are attempting to adjust not just to the current state of AI but also to the direction and speed of its future development. Thinking carefully and creatively about how artificial intelligence will develop in the future is crucial.
Developing your capacity for strategic thinking is one of the most crucial things you need to work on right now if you want to become a leader in the future.
Strategic thinking requires political astuteness as a fundamental discipline.
Though it’s uncommon, I argue that political astuteness and strategic thinking go hand in hand. Because coalitions with important stakeholders are ultimately necessary for the implementation of any strategy. This calls for political astuteness.
The first thing that typically comes to mind when someone thinks about political savvy is emotional intelligence, which is the capacity to comprehend and sympathize with others in order to negotiate agreements that effectively meet important requirements. Undoubtedly, EQ plays a crucial role, but political intelligence also has a significant strategic component.
I contributed to the formation of a strategic school of thought on politics, negotiation, and alliance building throughout my many years as a Harvard professor of diplomacy and negotiation. For instance, in what order should you speak with people to gain the maximum momentum when trying to garner support for a significant initiative? When attempting to influence others, we are aware that path dependence exists. You may increase your chances of persuading the second person to back you if you speak with this individual before speaking with that person. On the other hand, attempting persuasion in the wrong order could not be as effective. Here is a basic illustration of a sequencing strategy.
By making political strategy the central component of this mental discipline, you will equip yourself for the difficulty that comes with needing allies in order to proceed.
Learning to think strategically is a skill
My studies and observations indicate that there are numerous ways to enhance your capacity for strategic thought. I compare this kind of training to that of a marathon runner. Undoubtedly, there is a substantial component of endowment (the mental equipment you were born with and have developed throughout your life), which is mostly established by the time you are in your early 20s.
Like a marathon runner, though, you might be born with the proper muscles, lungs, and strength, but you will never be a world-class marathoner unless you put in the hard work of regular training. The same is true of strategic thinking.
The practice of strategic thinking is comparable to that of physical exercise. Consider it a form of mental exercise. It must be something you can accomplish rather easily on a regular basis—if not every day, then at least a couple of times per week. The following are some instances of everyday routines that can include strategic thinking training:
When you enter a new area or circumstance, the architect’s exercise is to take a step back and ask yourself, “What works here and what doesn’t?” What would I do and how would I go about making some significant changes if I were going to make them here? This little mental workout enhances your ability to see and use your imagination.
Another illustration has to do with cloud-to-ground awareness. During a meeting, make a conscious effort to alternate between paying attention to the minutiae and taking a broader view of the proceedings. This teaches consciously switching between analytical tiers.
7 lessons from The Six Disciplines of Strategic Thinking: Leading Your Organization into the Future by Michael D. Watkins and Fred Sanders:
1. Embrace a Systems Perspective
Watkins emphasizes the importance of adopting a systems perspective in strategic thinking. This means understanding how different parts of an organization interact and influence one another, allowing leaders to make more informed decisions that consider the broader context.
A crucial lesson is the need for mental agility. Leaders should cultivate the ability to adapt their thinking and strategies in response to changing circumstances. This flexibility enables them to navigate complex challenges and seize new opportunities effectively.
3. Recognize Patterns
The book highlights the significance of pattern recognition in strategic thinking. By identifying trends and patterns in data and behavior, leaders can anticipate potential threats and opportunities, leading to more proactive decision-making.
4. Engage in Structured Problem-Solving
Watkins advocates for a structured approach to problem-solving. This involves breaking down complex issues into manageable components, analyzing them systematically, and developing actionable solutions, which enhances clarity and effectiveness in decision-making.
5. Cultivate Political Savvy
Understanding the dynamics of power and influence within an organization is essential. Watkins teaches that political savvy allows leaders to navigate organizational politics effectively, build alliances, and garner support for their initiatives.
6. Visioning for the Future
A key discipline is the ability to create and communicate a compelling vision for the future. Leaders should articulate a clear and inspiring vision that aligns with their organization’s goals, motivating their teams to work towards a common purpose.
7. Continuous Learning and Adaptation
Finally, Watkins emphasizes the importance of continuous learning. Leaders should remain open to feedback, seek new knowledge, and adapt their strategies based on lessons learned from both successes and failures, fostering a culture of growth and innovation.
