As an Executive Business Partner or Force Multiplier, our first inclination when faced with a problem, a newly assigned task, or an upcoming project is to put our heads down and get to work. This is usually the fastest way to get said item done, off your list, and on to the next task before ten more things fall on your plate. And yet, in order to grow in our roles, we need to fight against our first instinct (and well-honed "get shit done" muscle) and become more strategic.
[00:00:24] Honestly, there are several common themes, but let's just tackle one. Today we're gonna talk about strategic thinking. Force multipliers are asked to be more strategic at work, encouraged to be more strategic in order to grow their careers, and they also desire to be more strategic for their own leadership, but often with little guidance on how to actually make that happen.
[:
[00:01:08] As an executive business partner or force multiplier, our first inclination when faced with a problem or a newly assigned task or an upcoming project, is usually to put our heads down and get right to work. This is often the fastest way to get said item done off our list and onto the next task. Before 10 more things fall onto our plate, and yet, in order to grow in our roles, we need to fight against our first instinct and well honed and get shit done muscle and become more strategic.
[:
[00:01:55] I. The strategic pause is a practice of taking a break or pause before you dive into a task or project. This pause allows you to stop just long enough to analyze, ask questions, and strategize before you start going into your doing mode. After taking this pause, you may realize you don't actually have to do anything at all except maybe delegate or make an introduction to someone else.
[:
[00:02:34] Number one, you're gonna analyze, really look at the project task or new idea that your principal shared with you. What is the problem that you're trying to solve? What information do you have? What information do you still need? How does this task fit into the overall company's objectives for the quarter?
[:
[00:03:10] Is this a one-off assignment or is it actually part of something larger and necessitate bringing other team members together? How does a new hire that you are responsible for helping to onboard fit into the bigger picture? How will this new hire impact the organization? Consider various possibilities that may happen in the future based on your new task before you act.
[:
[00:03:49] You never know what may arise from this strategic thinking exercise. Number four, plan. Once you have analyzed the assignment, consider future implications and brainstorm new ideas. It's time to create a plan of action. Get clear on the desired outcome objectives, and any action steps that need to be completed in order to achieve the immediate and long-term result.
[:
[00:04:28] You may not be the final decision maker, but you can still make an impact on the decision that is made. After your thorough analysis and propose plan of action, make sure to voice your opinion about what decision or direction you think your principal or the company should take. You've done the research, you've done the strategic thinking, now it's time to make a recommendation.
[:
[00:05:05] A strong strategic thinker is able to adapt to new pieces of information in uncertain situations. You must be flexible and open to change, respond to unforeseen circumstances and learn from each new experience. Now, not every situation is going to call for a full six-step strategic thinking process, but you will want to get into the habit of taking the strategic pause and asking yourself questions before you dive in, make sure you are clear on the goals for the company, the quarterly OKRs, and other metrics that provide the context you need to practice your strategic thinking.
