Strategic thinking is a valuable skill for executives and leaders, but it is often misunderstood or misapplied. In this article, you will learn about some of the most common misconceptions about strategic thinking and how you can address them in coaching.
Strategic thinking is the ability to see the big picture, anticipate future scenarios, identify opportunities and risks, and align actions with goals. It is not just about planning or visioning, but also about making sense of complex and uncertain situations, adapting to change, and influencing others. Strategic thinking requires both analytical and creative thinking, as well as emotional and social intelligence.
Most small business owners do not get the idea of strategic thinking. One common misconception is that it is meant for large companies. As a coach, it is important to highlight important possible events that may take place in future. One good question is about how will the business grow and sustain in the next decade? Business growth is always a favorite topic. What impact can succession have on the business? Most businesses are family owned. How will the alignment take place between next generation founder and the legacy founder? These questions can create a perspective shift and openness among the founders, to look at applicability of strategic thinking.
strategic thinking requires curiosity at its foundational level, and anyone who purports to be an expert in strategy is already telling you that they just don’t have what it takes to lead strategically. part of the challenge in this area is that most strategic leaders find a method or model that they commit to, and their approach to strategy becomes inherently static. this is both dangerous and ineffective because once you are married to a method, the mission loses everytime. if your strategic thinking modality is never examined at its core, you are not moving strategically. you’re moving habitually.
One of the most common misconceptions about strategic thinking is that it is only relevant for senior leaders or top executives. However, strategic thinking is a skill that can benefit anyone who wants to make a positive impact in their organization or industry. Whether you are a manager, a team leader, a project coordinator, or an individual contributor, you can use strategic thinking to improve your performance, solve problems, innovate, and collaborate. As a coach, you can help your clients develop their strategic thinking skills by encouraging them to think beyond their immediate tasks and responsibilities, and to consider the broader context, implications, and stakeholders of their work.
Strategic thinking isn't confined to the boardroom. This misconception undermines an organization's potential. Strategic prowess at all levels fuels innovation and agility. In coaching, emphasize that every role influences strategy. Empower teams to align actions with broader objectives. Showcase how diverse perspectives enhance decision-making. Encourage proactive problem-solving and idea-sharing across hierarchies. Cultivating strategic thinking throughout fosters a more resilient, adaptable, and competitive organization.
Another common misconception about strategic thinking is that it is a fixed trait that some people have and others don't. However, strategic thinking is not a matter of innate talent or personality, but a skill that can be learned and improved with practice and feedback. As a coach, you can help your clients enhance their strategic thinking skills by providing them with tools and frameworks to structure their thinking, such as SWOT analysis, scenario planning, or mind mapping. You can also challenge them to question their assumptions, explore different perspectives, and generate alternative solutions.
Strategic thinking isn't an inherent trait; it's a skill honed through practice. This misconception limits growth potential. In coaching, debunk this notion by emphasizing that strategic thinking can be developed. Encourage curiosity and learning from diverse experiences. Introduce tools like scenario planning to foster flexibility. Promote a growth mindset, nurturing adaptability and innovation. By demonstrating that strategic thinking is cultivated through continuous learning and adaptation, individuals can evolve their abilities, driving success in ever-changing landscapes.
A third common misconception about strategic thinking is that it is a solitary activity that requires isolation and concentration. However, strategic thinking is not a one-person show, but a collaborative process that involves communication and interaction with others. Strategic thinking benefits from diversity of views, inputs, and feedback, as well as from networking and learning from others. As a coach, you can help your clients improve their strategic thinking skills by facilitating group discussions, brainstorming sessions, or peer coaching. You can also encourage them to seek mentorship, advice, or support from experts, leaders, or colleagues.
A fourth common misconception about strategic thinking is that it is a one-time event that happens at the beginning of a project or a year. However, strategic thinking is not a static or linear process, but a dynamic and iterative one that requires constant monitoring and adjustment. Strategic thinking involves testing hypotheses, experimenting with ideas, learning from failures, and adapting to changes. As a coach, you can help your clients practice strategic thinking skills by asking them to review their progress, reflect on their outcomes, and revise their plans. You can also help them to celebrate their successes, learn from their mistakes, and identify new opportunities.
Strategic thinking isn't a single event but an ongoing process. This misconception undermines sustained success. In coaching, debunk this by highlighting that strategy evolves. Encourage regular assessments, fostering a culture of continuous improvement. Emphasize the need for adaptive strategies in dynamic markets. Promote flexibility, enabling teams to pivot when necessary. By instilling a mindset of ongoing strategic evaluation and adaptation, businesses can thrive in an ever-evolving landscape, staying ahead of the curve and seizing emerging opportunities.
A fifth common misconception about strategic thinking is that it is the same as strategic planning. However, strategic thinking and strategic planning are not synonymous, but complementary. Strategic thinking is the creative and analytical process of generating and evaluating ideas, while strategic planning is the operational and tactical process of implementing and executing them. Strategic thinking informs strategic planning, but strategic planning does not replace strategic thinking. As a coach, you can help your clients balance their strategic thinking and strategic planning skills by reminding them to keep their vision and goals in mind, but also to be realistic and pragmatic about their resources and constraints.
Strategic thinking and planning aren't synonymous. This misconception limits a holistic view of strategy. In coaching, clarify that thinking precedes planning. Encourage exploring possibilities, envisioning outcomes, and understanding market dynamics. Emphasize strategic thinking as a creative process, while planning is its structured execution. Foster adaptability in plans derived from thoughtful strategic insights. By distinguishing between the two, individuals learn to combine creativity and execution, driving more effective strategies aligned with organizational goals.
Misconceptions about strategic thinking often revolve around its exclusivity to top management and a rigid, fixed planning approach. To address these in coaching, emphasize that strategic thinking involves all levels of an organization. Encourage open dialogue among teams, fostering a shared understanding of goals. Additionally, stress the dynamic nature of strategy, coaching individuals to adapt and innovate rather than adhering rigidly to plans. This holistic approach empowers all employees to contribute, fostering a more agile and responsive organizational strategy.
many strategic thinkers are self-appointed, but when asked what strategy means…they ramble on and on while saying NOTHING. strategic thinking is a muscle…and it has to be worked regularly. if your greatest strategic minds are set in their ways, they’re a liability. if they are deeply tenured in the systems you seek to disrupt (even just on paper), you AND they are a liability. strategy isn’t static. it’s dynamic and fluid. and it has to be clear. if you talk more than you listen as a strategic thinker, you don’t understand strategy. i see orgs ALL THE TIME that lean on well-established folx INSTEAD of leaning on actual strategy. do an audit of who you listen to most…and if they’re doing more talking than moving, you’ve got to rethink.
strategy without consideration of the most impacted by the decisions is NOT strategic. beyond looking outside of the executive teams (or specific people on executive teams), organizations MUST include front-line staff, middle management, and COMMUNITY. the “nothing about us without us” approach that originated with disability advocates is critical in any space where decisions are being made. if you are making decisions, the conversation needs to be informed by lived experience and impact, NOT a fundamentally exclusionary framework crafted by problematic folx with knowledge and no wisdom.
One common misconception is that strategic thinking is "serious". Although it involves making critical decisions, it can also thrive with creativity, playfulness, and thinking outside the box. This is why I encourage clients to infuse curiosity and creativity into their strategic thinking processes.