Nobody knows what it means to ‘be more strategic.’ Here’s why (and how) to explain it
Somewhere in your organization, right now, a manager is telling a team member to “be more strategic.” That team member says “Okay,” walks out of the room, and has absolutely no idea what that actually means. It would have been helpful if the manager had actually given a specific example or two, but that assumes the manager could define it themselves. Because that manager has likely heard the same…
In various organizations, managers are currently instructing their team members to "be more strategic." However, the person receiving this instruction often remains unclear about the actual meaning behind it. If the manager had provided concrete examples, it would have been beneficial, but the manager themselves might not have a clear understanding of the term.
Leaders frequently use the term "strategic," but it often results in a game of corporate telephone, where a poorly defined concept becomes a performance review issue. The reason why team members don't typically ask for clarification is that admitting they lack understanding could be perceived negatively. Instead, they might search for online explanations, avoid raising concerns in meetings, and focus on discussing broader issues, even if they have no grasp of the bigger picture.
Telling someone to be more strategic doesn't automatically make them more so; it can lead to increased anxiety and decreased performance since they are forced to think about outcomes rather than focusing on actual work. The term "strategic" isn't a single trait but encompasses various behaviors like prioritization, root cause thinking, second-order thinking, framing for decision-makers, and connecting work to the organization's business goals.
These behaviors are specific, teachable, and observable, and thus, they can be addressed if managers define which behavior they mean. When a manager instructs someone to "be more strategic," they should specify which behavior they are referring to. For instance, instead of saying "be more strategic in the meeting," a manager could say, "Next time, bring me your top choice and the reasoning behind it."
This way, the feedback is actionable and specific, allowing the team member to practice the skill immediately. It is crucial not just to tell someone to be more strategic but to demonstrate it using examples from their actual work. If they cannot explain what "more strategic" would look like in their current situation, the conversation should continue to ensure that the actual concept is transferred, not just the buzzword.
The consequences of not providing clear feedback can be significant. Without a clear definition, people may spend time trying to guess what "strategic" means from the internet, rather than understanding what their manager expects. This guessing game is inefficient and leads to more time wasted instead of productive work. Therefore, before instructing someone to "be more strategic," it is essential to define what it means for their role, their current work, and their next steps.
Although it might seem easier to simply say the word, the long-term costs, including performance conversations, turnover, and wasted time, make it more expensive to clean up later.
Written by urgent.news from Fast Company's reporting — not their text. Machine-written — it may contain errors, so check the original before relying on it.
