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Are you strategic enough?

Most professionals and operational experts have been rewarded throughout their study and experience on the job for their critical analysis skills and the ability to assess risk and offer expert advice.  The more competent the person, the more likely it is they can quickly judge ideas from an implementation perspective.  However, these very skills that have lead to a certain level within their career can begin to fail them as they seek more strategic roles.  Their expert risk analysis and sometimes detailed questions frustrate some others, who can perceive them as negative and too low level.  And yet, some manage to have technical competence and also be deemed strategic thinkers by others.  In over a decade of responsibility for developing future leaders in corporate settings, I began to identify the characteristics that lead senior managers to predict certain people as having the ability to move into strategic roles.  I call this attribute Strategical Savvy.

Strategical Savvy differs from Political Savvy, in that Political Savvy is the ability to connect with the ‘right’ people in an organisation, get involved with high profile projects and events, and be able to say and do the right things to make a positive impression.  Strategical Savvy is more specifically about hearing an idea or suggestion and responding in a way that others can recognise as strategic rather than operational.

To develop Strategical Savvy, you must:

  • Have some knowledge of the trends in business generally and in your industry in particular
  • ask questions that explore how the idea presented might align with key strategies and how they might impact across the whole organisation and its various parts
  • understand how an idea could be implemented in a particular role or task
  • have the personal discipline to refrain from voicing any initial view of the idea too soon
  • respond in a way that indicates that you have heard and understood the strategic implications before considering the specific impacts.

Handling strategic conversations effectively can avoid you being perceived as ‘not strategic’, even when disagreeing with the idea or exploring negative consequences.

 Strategical Savvy can be learnt, just like any other behavioural competency.  Even highly detailed experts can learn to relate to strategic ideas and concepts in ways that allow them to contribute from their area of expertise and still present themselves to others as positive and strategic.

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