“You need to think more strategically; you need to be more strategic!”
It’s one of the most common, but least helpful, pieces of feedback professionals receive.
It sounds smart, it sounds wise, it also sounds important. But ask people what it actually means, including those who are proffering this advice, and you’ll likely get many different answers.
I’ve spent more than two decades working with leaders, entrepreneurs, and teams around the world to help them become more strategic in how they think, act and make decisions. Along the way, I’ve seen the same frustration crop up over and over again: people know strategy matters but don’t know how to “do” it.
The good news?
Strategy—and being strategic—isn’t a mysterious skill reserved for those sitting around the boardroom or graduating from business school. It’s a learnable set of practices that anyone can develop and apply to have more impact, both in their work and in their lives more broadly.
Strategy isn’t a document—it’s a mindset
Many picture strategy as a dense presentation or abstract five-year plan. At its core, though, strategy is about making meaningful choices. It requires zooming out to see different perspectives, managing complexity and uncertainty, deciding what matters most, and aligning actions accordingly.
Strategy is both a skill and a mindset—a lens and a habit. It’s a way of scanning your environment with curiosity, noticing what you see—and don’t see—and choosing where to focus limited time, energy, and resources.
Three myths of strategy
Myth 1: Strategy is for senior leaders only
Many scaling the career ladder will put off learning about strategy until they’re at the top. By then, it’s often too late. You will get passed up on that promotion or job offer, or you will quickly come unstuck when tasked with “developing the strategy for market X and service Y.” The earlier you develop your strategic muscles, the more choices you’ll have, the better the decisions you’ll make and greater impact you’ll have.
Myth 2: Strategy requires a genius IQ
Many of the most strategically effective people I’ve worked with aren’t the most qualified, or necessarily the most academically accomplished. Instead, they’re curious, they listen deeply, and they are genuinely collaborative. They spot opportunities and connect dots others don’t see. Rather than IQ points, strategy is about awareness, asking questions to foster more informed responses, connecting intentions to outcomes, making meaningful choices—and practice.
Myth 3: Strategy is about predicting the future
It’s tempting to think that great strategy is about making accurate predictions and perfect forecasts. In reality, it’s about navigating uncertainty. It’s learning how to make robust decisions and committing to action even when the path ahead is foggy—or worse.
So what does being strategic actually look like?
Here’s what I’ve learned from thousands of conversations across my career: being strategic is about three intertwined disciplines and their related habits: awareness, curiosity, and intentionality.
- Awareness: Understand your context. Who are the stakeholders? What’s changing, and how quickly? Where are the hidden pressures and opportunities?
- Curiosity: Don’t just accept the first answer or the obvious explanation. Probe. Challenge. Listen carefully. Invite feedback. Connect ideas across boundaries.
- Intentionality: Make clear, meaningful choices. Set priorities. Decide not only what to do but also what not to do—and commit.
These habits don’t just apply to leadership roles. They apply to your own career decisions, your relationships, and even your personal goals.
Why being strategic matters for your well-being
There’s another reason to master strategy: it reduces overwhelm. In a world of endless notifications, shifting priorities, and constant change, it’s easy to stay in a near constant reactive mode. Being strategic gives you back a sense of agency.
When you think strategically, you stop confusing activity with impact. You say no more often. You’re comfortable with ambiguity, and you’re OK not having all the answers. This isn’t just good for business, it’s good for your health and well-being.
How to start being more strategic today
Here are three simple things you can do this week to build your strategic muscle:
- Zoom out before you zoom in. Before your next meeting or decision, take five minutes to sketch the bigger picture: What’s really at stake? Who wins and who loses? What are the potential consequences? What’s the longer-term impact?
- Ask better questions. Instead of “What should we do?” try reframing the situation:
“What problem are we really trying to solve?”
“What would success look like in 12 months—and how would we measure it?”
“What assumptions are we making, and what if they’re wrong?”
“What if we do nothing?”
- Block thinking time. Schedule a recurring appointment with yourself, even just 20–30 minutes, to reflect, scan for patterns, and where necessary, reprioritize. Treat it like an immovable meeting with your future self.
These small shifts compound. Over time, you’ll notice you’re less reactive, clearer and more confident, and better able to influence outcomes. People will start to seek your perspective not just on the task at hand but on the more strategic, longer-term issues and opportunities.
Strategy decoded—for everyone
Strategy, decoded, is simply this: the skill of making better choices under uncertainty—choices that align with your goals, your values (and those of your team and organization), and the impact you want to have. It’s a set of skills and mindsets anyone can learn and develop, at any stage of their career. And once you start practicing it, you’ll see the benefits everywhere—at work, at home, and in your own sense of clarity, control, and confidence.
My invitation to you is simple: treat “being strategic” as a daily practice, not a distant aspiration or a skill reserved for other people. Start with self-awareness, curiosity, and intentionality.
Because strategy isn’t a secret. It’s a way of showing up in the world—and it’s available to you today.
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