Strategic Thinking is Crucial
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When I was an MBA student at Harvard Business School, professors rewarded strategic thinking. I excelled in strategic thinking and was therefore able to do well even though I was poor in math. In each case we needed to clarify what really mattered to an executive and the company. I could do this exceptionally well by focusing on the big picture. I saw what pieces fit in where and what was needed to complete the puzzle. On tests, I would describe this big picture and then I would say, “If I had time to do all the math, I would expect the numbers to come out this way.” Professors saw that I had grasped the big picture and gave me good grades.
I learned from my classmates that some tried to excel via their math skills. They analyzed all the numbers to death. The problem was that they got lost in the details and time ran out before they solved the puzzle mathematically. They couldn’t see the forest for the trees. They got lower grades because they used the wrong thinking approach. Harvard believed that our business success depended on thinking strategically.
How about you? Can you notice what thinking approach is called for in a given situation? When to turn on your strategic thinking? Once you know it is time to think strategically, I suggest asking yourself two questions:
1. What is the main problem or opportunity facing my company or business unit?
2. What can I envision that will resolve the problem or grasp the opportunity?
In step number 1, you must know what really matters. Keep looking for that until you find it.
In step 2, you must clarify your vision until others can understand it. Then get their input. Spread out the ownership for the vision so that more people buy into it.
This strategic thinking approach can help you succeed while others get lost in the details.
Copyright © 2010, by William R. Murray, President of Eagle Alliance Executive Coaching, LLC. Reprint rights granted to all venues so long as this article and by-line are printed intact with all links made live.
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About the Author
William R. Murray has a Harvard MBA, Yale M.Div., is a graduate of Corporate Coach U and a Master Certified Coach since 1999. He has over 30 years of experience both as a leader and Executive Coach and Trainer.
Bill coaches leaders, managers, business owners, and professionals, individually and in small groups to be more effective and resilient through emotional intelligence and people skills. His passion is to see you perform at your best, grow professionally, and enjoy it.
Bill started as a line manager with bottom-line profit responsibility. Then in l976, he began training and coaching managers in leadership and communication skills in JC Penney's corporate headquarters in NYC. Bill helped JC Penney's open the largest management training center in New York. Since then he has trained and coached leaders in companies ranging from large companies like IBM, to small businesses. In 1993 he founded Eagle Alliance Executive Coaching, LLC with the motto, "Powerful leadership through emotional intelligence."
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