How can we encourage our operational leaders to think more strategically? This question has been on my mind recently, particularly after reading some new research on the subject. One notable finding is that: 97% of senior executives rate strategic thinking as the most critical leadership skill for organisational success. However, many managers who excel at keeping daily operations on track struggle to take a step back and see the bigger picture.
In fact, research shows that many leaders remain deeply focused on tactical, day-to-day issues, assuming that flawless execution alone will propel them into higher roles. Unfortunately, this is not the case. Without developing a strategic perspective, even strong operational managers may reach a career plateau (one study noted that leaders who experienced career setbacks were often perceived as ‘operations-oriented, not strategic’). This is a wake-up call: operational excellence is vital, but it is strategic insight that turns managers into future-ready leaders.
So, how can we foster strategic thinking in individuals who are firmly rooted in day-to-day operations? Recent findings and my own experience suggest a few effective approaches:
Share the ‘big picture’.
Provide your teams with context. People cannot think broadly unless they understand the broader vision. Ensure that operational leaders are familiar with the company’s vision, goals and key market trends, as well as the future outlook, competitor and customer activity, and the role of other departments. This wider perspective will “fuel the process of strategic thinking”, helping them connect their day-to-day decisions to long-term objectives.
Encourage solution-oriented thinking
It’s easy to get caught up in ‘firefighting’ mode, but strategic thinking means looking beyond the immediate issues. Encourage leaders to ask big-picture questions whenever they tackle a problem, such as, ‘Does this help to achieve our company’s goals?’ How? What will be the impact on other teams or stakeholders?’ By refocusing on long-term solutions and system-wide impacts instead of just quick fixes, leaders learn to think in terms of lasting outcomes rather than today’s immediate tasks.
Make time for strategy
Busy operational managers often feel they “don’t have time” to think strategically. We need to build time for thinking into our schedules. Consider scheduling periodic strategy sessions or reflection time, even if it’s just an hour a week, away from usual operational duties. Research suggests that setting aside dedicated time for individuals and teams to brainstorm and ‘think things through’ is an investment in future success. In my experience, when leaders are given the opportunity to take a step back and analyse trends, explore ‘what if’ scenarios or simply ponder improvements, they begin to generate ideas that can transform the business.
I’ve learned these lessons first-hand over the years. Having spent time both on the shop floor and in boardrooms, I’ve seen how challenging (but powerful) the shift from operational manager to strategic leader can be. When operational leaders start thinking strategically, it’s as if they are lifting an organisation’s gaze to the horizon: new opportunities appear, teams become more proactive and innovation flourishes. This truly bridges the gap between short-term excellence and long-term success.
Change from within is possible. Often, this begins with providing your employees with the confidence and tools to think beyond their immediate scope. If you’re looking to cultivate this kind of strategic mindset in your team, I can help. I specialise in designing and facilitating custom strategic workshops that encourage leaders to step back from the day-to-day, engage with overarching challenges and develop actionable strategies for your business. These workshops are tailor-made for your organisation (there are no off-the-shelf lectures here; we work on the real challenges you face) and are designed to develop the strategic thinking skills and team alignment needed for sustainable performance.
Let’s discuss how we can foster the growth of your operational experts into strategic leaders. Whether through hands-on strategy workshops, coaching sessions or ongoing facilitation, my goal is to help you transform your issues into systemic solutions and turn everyday managers into strategic change agents for your organisation.
Feel free to reach out to me directly if you’re interested in strengthening your team’s strategic thinking capabilities. Together, we can build a leadership team ready for the future that delivers tangible results while genuinely respecting and engaging your people.
Mark Harling, Founder of Yinsight (Consultant in sustainable performance and organizational transformation)
Sources
Betz, A. (2023). The Neuroscience of Doing and Being. Arete Pursuits.
Trope, Y., & Liberman, N. (2010). Construal-Level Theory of Psychological Distance. Psychological Review, 117(2), 440–463.
Boyatzis, R. E., & Jack, A. I. (2014). The neuroscience of coaching: Implications for coaching practice and research. Consulting Psychology Journal: Practice and Research, 66(2), 109–122.
Schwartz, T. (2014). What It Takes to Think Deeply About Complex Problems. Harvard Business Review.
The Persimmon Group (2023). Obstacles to Thinking Strategically.
Angelo, L. (2023). Mastering Strategic Thinking: 5 Exercises. Medium.
Through Yinsight, I support companies, their managers and teams in their development with a view to achieving tangible performance that respects people. Creating strategy, working on collective values, aligning teams, managing complexity and interpersonal dynamics, and providing individual and collective support for transformation are at the heart of my work.