How can you encourage a leader to think strategically beyond their current role?

Encouraging a leader to think strategically beyond their current role is a vital aspect of executive mentoring. It involves challenging the natural tendency to avoid the mental effort and risks associated with strategic thinking. Most people shy away from thinking differently due to the fear of being wrong or failing. A great leader helps her mentees identify these inhibitions, facilitating a realization that often leads to self-driven resolution. By showcasing real-world examples of successful strategic thinking, the leader can show the tangible outcomes of stepping out of their comfort zone. This process not only enhances their current performance but prepares them for higher leadership roles, driving innovation and long-term success.

Encouraging leaders to think strategically beyond their current roles involves aligning strategic thinking with organizational goals, emphasizing the broader strategic picture, and fostering exposure to diverse perspectives. Providing continuous learning opportunities, such as workshops and mentorship programs, is essential to developing a strategic mindset. Keeping leaders informed about industry trends and promoting a culture of innovation further contributes to their strategic thinking. Highlighting the long-term impact and celebrating strategic successes reinforces the value of strategic thinking, motivating leaders to envision and contribute to the organization's future success.

Absolutely, the initial step in cultivating a leader’s strategic thinking skills is understanding their current proficiency and awareness. Utilising tools like the Strategic Thinking Skills Assessment (STSA), I assess their ability to identify opportunities, analyse trends, formulate vision, and align actions. Addressing questions on their strengths and areas for improvement, this evaluation guides a personalised coaching strategy to enhance their strategic thinking capabilities effectively.

As a coach, encouraging your coachees who are great leaders to think strategically beyond their current role involves a multi-faceted approach that includes fostering a broader perspective, enhancing strategic thinking skills, and encouraging long-term planning. When I work with leaders, the first thing I do after understanding their own Strengths and focus is to have them to look beyond their immediate responsibilities and consider the broader implications of their decisions. How does the other leaders know them, their involvement in cross-functional projects, and interactions with a diverse range of stakeholders.

When assessing current level of strategic thinking I suggest the following: Begin by administering STSA or similar diagnostic tools, to gauge the leader's proficiency and awareness in key areas such as identifying opportunities and threats, analyzing trends and scenarios, formulating vision and goals, and aligning actions and resources. After this engage in reflective discussions with the leader to review the results of the assessment and explore their perceptions, insights, and experiences related to strategic thinking. Encourage open dialogue to uncover their strengths, challenges, and aspirations, facilitating a collaborative approach to identifying development priorities and crafting a tailored coaching plan.

In fostering strategic thinking, a crucial aspect is challenging the status quo and exploring diverse perspectives. As a coach, I facilitate this by posing powerful, open-ended questions: What assumptions underlie the current strategy, and could they be outdated? How do emerging trends impact the organisation? What alternative scenarios exist, and how are they evaluated? Encouraging leaders to reflect on feedback and learning further refines their strategic approach. This dynamic questioning process aims to deepen their strategic thinking capabilities

We can get stuck in our own perspective of our life and the future - which limits what is possible. I find it helpful to deliberately consider different perspectives. For example, one exercise is to have them consider three different perspectives. The first, is the one they currently have. I get them to write out all the details of their life and work as it would appear, say, 10 years from now. Then, they are to consider the same question but they have to imagine what they would do if they couldn't do the job they are currently doing. This forces them to consider what is fundamentally important to them. Finally, the third question is what would their life look like if money/resources/time were no object.

I agree, one feedback early in my leadership journey, I had got was I am not self-aware, which made me go through my own skill assessment and 360 feedback to understand my opportunities to improve as a leader as well. These tools helped me in understanding the bigger picture and anticipating future trends and challenges for moving to bigger roles. My leader that time motivated me to set goals that are not only about my current role but also about my future aspirations. These goals should be challenging yet achievable and aligned with both their personal aspirations and the organization's strategic objectives. Getting the diverse perspectives helped alot

In order to make sure that person is thinking in right direction, its important to challange the assumption and basis behind critical thinking. For example - if any leader planning to massively grow the team in specific vertical - it's important to challange him or her about the basis ? Why the specific vertical, do propoer research made about progress of certain sector, pipeline, structure of the team etc.

What is more important than the act of challenging their assumption is the process. You will inevitable trigger discomfort in them when they have to practice introspection. However, you can manage the intensity of discomfort by how you frame your questions. For example, if you use words like: You should look at this in this specific way! Why haven't you considered this before? What were you thinking? These are all framed from a judgemental perspective, there is an emotional weight of feeling good or bad, right and wrong. Versus applying discernment and curiosity, which comes with no judgement and opens up new perspectives. Interesting, tell me more. I am curious to learn your thought process behind your actions.

Encouraging leaders to think strategically beyond their roles involves exposing them to diverse sources of inspiration. As a coach, I recommend books, podcasts, articles, and events to broaden their knowledge and spark creativity. I facilitate reflection on how these resources can be applied to their context, fostering strategic thinking. This personalised approach aims to fuel curiosity and stimulate their unique perspective on strategic leadership.

Exposure to New source of importation add another perspective. Although executives keep on improving knowhow, certiann occasions they should be encouraged to check different source of information books, study , research, podcast which give them another perspective. One of the best way to have diverse cultural structure, which help leaders to think from different culture's mindset.

Formas efectivas de alentar a los lideres hacia una visión estratégica es fomentar la capacidad de pensar acerca del "para qué" el éxito, estimo se basa en ello, más allá de las responsabilidades diarias, es esencial alentar y apoyar a los líderes a cultivar una mentalidad estratégica que trascienda su función actual. se pueden usar herramientas como: Fomentar la Formación Continua; Foco en Objetivos a Largo Plazo; Alentar la Diversidad de Pensamiento; Gestionar la Retroalimentación Constructiva, Instar a innovar y desarrollo de comunidades

A leader should be driven & motivated from within to seek inspiration in thinking beyond their current role. Someone who needs to be encouraged to think strategically & beyond their role does not qualify as a leader. Coaches do not give suggestions but can ask pointed questions to suss out the level of interest an Executive / a leader shows in expanding their knowledge.

Understanding the process of change management applied to people is key. When we believe something to be true for a long period of time, it is not easy to change our mind. When we feel challenged or pushed to change it anyway, than this comes with emotional discomfort. Change happens to us, disruption happens within us. Some leaders may be better equipped to move from denial to anger to acceptance to being open to new points of view. Others may be stuck longer in the phase of denial or resentment. In any case, as a coach you need to develop this emotional awareness and guide your clients accordingly so they can shift their perspective in a psychological safe space.

Un pensamiento estratégico es una correlación de experiencias y conocimientos que de forma conjunta permite crear de forma sistemática un pensamiento enfocado a la solución de problemas y creación de planes para la solución de problemas. Muchas veces correlacionas experiencias previas en la solución de problemas futuros, sin embargo hay que cuidar el sesgo de taller.

From my perspective, strategic thinking is more than a skill—it’s a mindset and habit crucial for effective leadership. As a coach, I guide leaders in adopting a long-term, holistic, and proactive approach. This involves setting and regularly reviewing strategic goals, creating aligned action plans, and allocating dedicated time for reflection. Encouraging open feedback on strategic issues and fostering a culture of celebration and learning from both successes and failures is integral. This comprehensive coaching approach ensures leaders strategically shape the future of their endeavors.

For many leaders it can become easier and 'safer' to stay in the business than work on the business. This is a very hard habit to break, especially for hands-on leaders. Building strategic mindset habits takes time and discipline. 1. Leaders need to add 'CEO' time on their calendar. Time to mentally explore and contemplate the possibilities. 2. Visualize. Creating a practice of big thinking and visualizing where you want to go longer term. To start, it may be in 6 months instead of 3 years, but getting into the habit of practicing this will help. 3. Reverse engineer. Evaluate what needs to happen to reach the vision, what may stand in your way, how many different ways can you achieve it, what diverse perspectives can add to it.

You plan for a game, you plan for a series and then you plan for a career. The strategies and actions will be interlinked, often discreet however there is a journey that you need to traverse. Work with a solid coach, develop reflective practices, unlearn/learn, mentor juniors, and volunteer.

Pensamento estratégico é algo a ser desenvolvido, uma organiza??o n?o se faz estratégica da noite para o dia, ser estratégico n?o esta no papel, esta na a??o! Pense além, pense: “isso que estou fazendo, esta impactando onde, e quanto isso esta gerando para a empresa”

Leaders are often looked upon as role models. We often have vivid memories of leaders who inspire, build us, and help us grow. These leaders wield significant influence among the stakeholders and keep expanding their circles. These are leaders who are keen to build leaders and not just followers.

Un líder de influencia demuestra una aguda perspicacia al comprender las verdaderas motivaciones de aquellos con quienes interactúa, sacando provecho de esta habilidad para alcanzar los objetivos. Es preferido tanto en su área de trabajo como en otras áreas, cuando se trata con clientes y proveedores difíciles. Se expresa con seguridad, proyecta una postura abierta y cálida que facilita la comodidad de otros. Atrae la atención y genera respeto, creando una impresión positiva en quienes lo rodean. Implementa estrategias de negociación con notable destreza y realiza intervenciones que influyen de manera positiva su entorno. Logra acuerdos y fomenta el compromiso de las personas, comportándose con gran respeto y calidez hacia los demás.

Leadership requires strategic thinking beyond the present to shape the future. Leaders should participate in cross-departmental projects and industry networking to broaden their perspectives, fostering a vision beyond their immediate role. This exposure to diverse stakeholders and trends helps steer their thinking towards long-term implications and holistic decision-making. Leaders should also share their insights, contributing to thought leadership, enhancing their profile, and deepening their business and industry understanding. This transformation from operational managers to visionary strategists is key to success.

Para encorajar essa habilidade de pensar estrategicamente, é preciso também que esse líder tenha autonomia de decis?o e implanta??o da sua estratégia, testando-a e validando-a sempre.

One thing I have found useful with my leader coachees have been to do some reflective practices: such as journaling or reflective thinking, which helps tostep back and consider their actions and decisions from a strategic standpoint. Another one is understand the importance of feedback in their development. its truly a gift. Encouraging self-awareness about their leadership style and its impact can foster a more strategic approach to leadership. Another point is to take risks and innovate. I had one leader share her story on how she always had the attitude of smart risk-taking and innovation which got noticed by her leadership team and is now shining in her new exec role.

In my experience one of the most effective ways to get someone to think strategically beyond their current role; is to help them to formulate questions that they can then ask of someone in roles within their sphere, outside of their sphere and 'above' their current level of leadership. When we are open with our development and seek the perspectives and views of others we have to be strategic in who we choose, how we communicate this our reasons and calibrations for why as well and learning perspectives from those who think, act and feel differently to us. Choosing a diverse group helps too. And a coach can help you formulate questions from and around and through your blind spots too

I think it’s helpful for people to consider their highest and best use and focus. As we grow in our organizational responsibilities, it’s important that we begin to be capable of thinking about more complex issues with a longer time horizon. As we do, so, we have to let go of some things that used to catch our attention in order to focus in on things that need to command our attention now. A good question to ask, in my experience, is what are the things that only I can tend to or think about and must for our organization?

The key is taking a balcony approach—what are the questions the leader can ask themselves first. Then, organizational data and empathy interviews in their sphere of influence follows. Ultimately, it’s stepping outside of your own lived experience to gain perspective and understand what’s needed to see the landscape.