One complaint I hear from most CEOs about marketing, lending, and operational executives is, “I need my leadership to be more strategic.” But most executives aren’t sure what that really means, and often, the CEO struggles to explain it. 

Strategists play a distinct role compared to other executives within an organization. Here are fundamental differences in what strategists do compared to other executives:

• Focus on Long-Term Planning – While other executives may focus more on day-to-day operations or short-term goals within their specific areas of responsibility, strategists tend to have a broader perspective emphasizing long-term planning and direction-setting for the organization.
• Big-Picture Thinking – Strategists are typically responsible for looking at the big picture, considering overarching goals, market trends, competitive landscapes, and potential opportunities or threats. Other executives may have a narrower focus on their particular functional area or department.
• Cross-functional collaboration – Strategists often work across various departments and functions within an organization to ensure alignment and integration of strategies. They facilitate cooperation and communication among different teams to achieve common goals. In contrast, other executives may primarily focus on optimizing their department’s performance.
• Risk Assessment and Mitigation – Strategists assess risks and uncertainties that could impact the organization’s success. They develop strategies to mitigate these risks and capitalize on opportunities. While other executives may also consider risk management within their areas of responsibility, strategists have a broader perspective and are responsible for assessing risks at the organizational level.
• Adaptation and Flexibility – Strategists must be adaptable and flexible in response to changes in the external environment, such as shifts in market dynamics, technological advancements, or regulatory changes. They continuously monitor and evaluate the effectiveness of strategies and adjust courses as needed. Other executives may focus more on executing predefined plans within their functional areas.
• Vision and Innovation—Strategists often play a crucial role in shaping the organization’s vision and fostering innovation. They identify emerging trends and opportunities, challenge conventional thinking, and inspire others to think creatively about the organization’s future direction.

While other executives may be focused on managing specific functions or departments within the organization, strategists have a broader mandate to shape the organization’s overall direction and ensure its long-term success. They bring a unique perspective and skill set that complements the operational expertise of other executives.

How do I Change Perceptions?

Transitioning from an executive role to being perceived as a strategist involves a mindset, approach, and skill set shift. Here are some steps an executive can take to be seen as a strategist:

1. Develop Strategic Thinking Skills – Invest time honing strategic thinking skills such as critical analysis, problem-solving, and decision-making. Strategic thinking involves looking beyond short-term goals and considering the broader implications of decisions on the organization’s long-term success.
2. Understand the Business Holistically – Gain a deep understanding of the industry, market dynamics, competitive landscape, and emerging trends. Stay informed about geopolitical, economic, and technological developments that could impact the organization.
3. Broaden Perspectives – Expand your perspective beyond your functional area or department. Engage with colleagues from different departments to understand their challenges, perspectives, and contributions to the organization’s overall strategy.
4. Focus on Value Creation – Shift focus from managing tasks to creating value for the organization. Identify opportunities to drive innovation, improve efficiency, and enhance competitiveness. Align your initiatives with the organization’s strategic priorities.
5. Embrace Uncertainty and Risk – Develop comfort with ambiguity and uncertainty. Recognize that strategic decisions often involve taking calculated risks and making decisions with incomplete information. Learn to assess and manage risks effectively.
6. Communicate Vision and Risk – Articulate a clear vision for the organization’s future and communicate it effectively to stakeholders. Develop compelling narratives that inspire others to align their efforts with the strategic direction. Foster a culture of transparency, collaboration, and accountability.
7. Promote Cross-Functional Collaboration – Foster collaboration and alignment across different departments and functions. Break down silos and encourage knowledge sharing and interdisciplinary problem-solving. Recognize the value of diverse perspectives in developing robust strategies.
8. Stay Agile and Adaptive – Embrace agility and adaptability in response to changing market conditions, customer needs, and competitive pressures. Continuously evaluate and refine strategies based on feedback and evolving circumstances.
9. Invest in Continuous Learning – Commit to ongoing professional development and learning. Stay current with industry trends, best practices, and emerging technologies. Seek out opportunities to expand your knowledge and skill set.
10. Lead by Example – Demonstrate leadership qualities that inspire trust, confidence, and respect. Lead by example, exemplifying the values and behaviors that support strategic thinking and execution.

By incorporating these practices into your approach as an executive, you can transition from being perceived primarily as a manager or leader to being recognized as a strategic thinker and contributor to the organization’s long-term success.

From an Executive to a Strategist – Changing Perceptions.

One complaint I hear from most CEOs about marketing, lending, and operational executives is, “I need my leadership to be more strategic.” But most executives aren’t sure what that really means, and often, the CEO struggles to explain it. 

Strategists play a distinct role compared to other executives within an organization. Here are fundamental differences in what strategists do compared to other executives:

• Focus on Long-Term Planning – While other executives may focus more on day-to-day operations or short-term goals within their specific areas of responsibility, strategists tend to have a broader perspective emphasizing long-term planning and direction-setting for the organization.
• Big-Picture Thinking – Strategists are typically responsible for looking at the big picture, considering overarching goals, market trends, competitive landscapes, and potential opportunities or threats. Other executives may have a narrower focus on their particular functional area or department.
• Cross-functional collaboration – Strategists often work across various departments and functions within an organization to ensure alignment and integration of strategies. They facilitate cooperation and communication among different teams to achieve common goals. In contrast, other executives may primarily focus on optimizing their department’s performance.
• Risk Assessment and Mitigation – Strategists assess risks and uncertainties that could impact the organization’s success. They develop strategies to mitigate these risks and capitalize on opportunities. While other executives may also consider risk management within their areas of responsibility, strategists have a broader perspective and are responsible for assessing risks at the organizational level.
• Adaptation and Flexibility – Strategists must be adaptable and flexible in response to changes in the external environment, such as shifts in market dynamics, technological advancements, or regulatory changes. They continuously monitor and evaluate the effectiveness of strategies and adjust courses as needed. Other executives may focus more on executing predefined plans within their functional areas.
• Vision and Innovation—Strategists often play a crucial role in shaping the organization’s vision and fostering innovation. They identify emerging trends and opportunities, challenge conventional thinking, and inspire others to think creatively about the organization’s future direction.

While other executives may be focused on managing specific functions or departments within the organization, strategists have a broader mandate to shape the organization’s overall direction and ensure its long-term success. They bring a unique perspective and skill set that complements the operational expertise of other executives.

How do I Change Perceptions?

Transitioning from an executive role to being perceived as a strategist involves a mindset, approach, and skill set shift. Here are some steps an executive can take to be seen as a strategist:

1. Develop Strategic Thinking Skills – Invest time honing strategic thinking skills such as critical analysis, problem-solving, and decision-making. Strategic thinking involves looking beyond short-term goals and considering the broader implications of decisions on the organization’s long-term success.
2. Understand the Business Holistically – Gain a deep understanding of the industry, market dynamics, competitive landscape, and emerging trends. Stay informed about geopolitical, economic, and technological developments that could impact the organization.
3. Broaden Perspectives – Expand your perspective beyond your functional area or department. Engage with colleagues from different departments to understand their challenges, perspectives, and contributions to the organization’s overall strategy.
4. Focus on Value Creation – Shift focus from managing tasks to creating value for the organization. Identify opportunities to drive innovation, improve efficiency, and enhance competitiveness. Align your initiatives with the organization’s strategic priorities.
5. Embrace Uncertainty and Risk – Develop comfort with ambiguity and uncertainty. Recognize that strategic decisions often involve taking calculated risks and making decisions with incomplete information. Learn to assess and manage risks effectively.
6. Communicate Vision and Risk – Articulate a clear vision for the organization’s future and communicate it effectively to stakeholders. Develop compelling narratives that inspire others to align their efforts with the strategic direction. Foster a culture of transparency, collaboration, and accountability.
7. Promote Cross-Functional Collaboration – Foster collaboration and alignment across different departments and functions. Break down silos and encourage knowledge sharing and interdisciplinary problem-solving. Recognize the value of diverse perspectives in developing robust strategies.
8. Stay Agile and Adaptive – Embrace agility and adaptability in response to changing market conditions, customer needs, and competitive pressures. Continuously evaluate and refine strategies based on feedback and evolving circumstances.
9. Invest in Continuous Learning – Commit to ongoing professional development and learning. Stay current with industry trends, best practices, and emerging technologies. Seek out opportunities to expand your knowledge and skill set.
10. Lead by Example – Demonstrate leadership qualities that inspire trust, confidence, and respect. Lead by example, exemplifying the values and behaviors that support strategic thinking and execution.

By incorporating these practices into your approach as an executive, you can transition from being perceived primarily as a manager or leader to being recognized as a strategic thinker and contributor to the organization’s long-term success.