"The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong questions.”
I have been working recently with a young CEO-in-waiting who is eager to move into the top spot. He recognizes, however, that his struggle to “think strategically” may be keeping him back. On a tactical level, he is very efficient, discharging the assignments given to him, working his way through his daily action list and dispatching players to their intended destinations. He’s proud of his accomplishments, as he should be, but he “can’t see the lawn for the blades of grass,” and is constantly wrestling with how to develop a strategic perspective.
Ironically, many executives bear a subconscious fear about actually getting to that strategic level. After all, it’s a little harder to figure out what to do than to simply -- do. It’s more demanding to establish the flight plan than to follow it. Creating the plan also demands more personal accountability, the conundrum that befuddles so many executives in the first place.
What does it mean to “think strategically?” Most executives seem to recognize when they’re not doing it, but don’t know how to attain that perspective. They get bogged down in the tactical details of their daily agenda, turning the dials but unsure about which ones belong on the dashboard. There are several approaches to this dilemma, but let me offer a handful of simple triggers, any one of which may ignite those strategic brainwaves.
Elevate and Extend. Write this phrase on your hand, and look at it whenever you feel like you’re slogging your way through the tactical quicksand. One goofy image that works for me is of a lawn sprinkler. You’re encamped among the blades of grass, sitting quietly, and suddenly you’re activated. What happens? Your head pops up, you begin to spread your tendrils, look out over the lawn and begin anointing your mates with those coveted drops of water. Now that you’re above ground level, you can see that you’re part of a lawn rather than a random assemblage of shoots. The lawn sprinkler, once barely noticeable, now has perspective over a wider domain and engages the world quite differently.
Control versus Perspective. Imagine that you’re the captain of a submarine. Most of your time is devoted to the critical functions of controlling your ship, maintaining healthy living conditions in very close quarters while pursuing a typically risky mission. Unless you “up periscope” regularly, your entire world will be squid, underwater terrain ... and lots of water. A periscope provides perspective, a way to see where you are in relation to other objects, to see your role as part of a broader engagement and to remind you that there is a much bigger world with which you must remain familiar if you’re to successfully accomplish your mission.
The GTD methodology, to which I’ve frequently referred in this column, also includes a framework called the “horizons of focus,” each level of which elevates and extends to an even broader perspective over the preceding levels. Current actions representing a daily agenda become elements of larger projects, which in turn, fit into an even higher level of focus on areas of responsibility. As we ascend this ladder, we consider our goals, then our vision and, ultimately, our purpose in life, with each level offering a higher-level perspective