How to Master Strategic Thinking Skills

Here’s why sharing strategic thinking “frameworks” without context is useless (and what actually works). I see posts like this infographic daily on social media—pretty boxes, buzzwords… and zero actionable insight. The brutal truth? Posting frameworks without explanation is career virtue signaling at its worst. Strategic Thinking Is actually critical right now: ✅ 57% of business leaders say strategic thinking is the #1 soft skill their workforce desperately needs (Springboard 2024) ✅ The World Economic Forum 2025 Future of Jobs Report confirms analytical thinking remains the TOP core skill demanded by 7 out of 10 companies globally. While everyone’s obsessing over AI and technical skills, the most successful professionals are the ones who can think strategically about those tools. Here are 5 ways I coach my clients to actually develop their strategic thinking which you can adopt right now: 1. Master the “So What?” Question After every data point, analysis, or meeting, → Ask, “So what does this mean for our goals?” Force yourself to connect dots, not just collect them. 2. Practice Scenario Planning Weekly Pick one business decision facing your team. Map out 3 potential outcomes and their implications. This builds your strategic foresight muscle. 3. Reverse-Engineer Successful Strategies Study companies that solved problems similar to yours. What assumptions did they challenge? What patterns can you extract? 4. Create a “Strategic Time Block” Block 2 hours weekly for big-picture thinking. No emails, no tactical work. Just strategic reflection and planning. Non-negotiable. 5. Teach Your Thinking Process Explain your strategic reasoning to others. If you can’t teach it clearly, you haven’t thought it through deeply enough. Strategic thinking isn’t about memorizing frameworks from infographics on Pinterest. It’s about developing the mental discipline to see patterns, challenge assumptions, and connect seemingly unrelated pieces. The professionals who master this will be irreplaceable. The ones who share pretty frameworks will be forgotten. Which one are you? Coaching can help; let's chat. | Joshua Miller #executivecoaching #professionaldevelopment #careeradvice #getahead

"Strategy is not the consequence of planning, but the opposite: its starting point." – Henry Mintzberg Developing a strategy is about creating a clear, actionable roadmap to achieve your most critical goals. It’s not just about what you want to accomplish, but how you’ll get there. Great strategies are focused, adaptable, and grounded in reality. They turn vision into execution and effort into results. Here’s how to develop a winning strategy: 1. Define the End Goal Start with the outcome in mind. What does success look like? Be clear, specific, and measurable. A powerful strategy is built around a compelling goal that aligns with your overall vision. Ask: * What are we trying to achieve, and why does it matter? * How will we know we’ve succeeded? 2. Assess Your Current Reality You need to know where you are to chart the path to where you want to go. Take an honest look at your current situation, strengths, weaknesses, and opportunities. Ask: * What resources, skills, and assets do we already have? * What challenges or gaps must we address to move forward? 3. Identify the Key Levers Not everything matters equally. Strategy is about focusing on the critical few actions or decisions that will make the biggest impact. Ask: * What are the 2–3 priorities that will move the needle? * What must we focus on to achieve the greatest return on effort? 4. Anticipate Obstacles Great strategies are proactive. Identify potential roadblocks or risks in advance, and build contingency plans to address them. Ask: * What could get in the way of success? * How can we mitigate these risks or turn them into opportunities? 5. Create an Action Plan A strategy without execution is just a wish. Break your strategy into clear, actionable steps with defined roles, responsibilities, and timelines. Ask: * Who is responsible for what? * What milestones will keep us on track? 6. Measure and Adjust No strategy survives unchanged. Build systems to regularly monitor progress, gather feedback, and adapt as needed. Agility ensures your strategy stays relevant. Ask: * How will we track progress and measure success? * What feedback loops will help us adjust along the way? 7. Communicate Relentlessly A strategy must be understood to be executed. Clearly communicate the goal, the priorities, and the plan to everyone involved. People need to know how their actions connect to the bigger picture. A great strategy doesn’t try to do everything—it prioritizes the right things. It bridges the gap between where you are and where you want to go, providing focus, clarity, and momentum. Ask yourself: What’s the bold move that will drive the greatest impact? Build your strategy around it, take decisive action, and stay committed. Remember: a clear strategy is the first step to extraordinary results.

90% of “strategic leaders” aren’t leading — they’re managing. And that’s why your team isn’t growing, just grinding. Most leadership programs focus on operational efficiency. Not on strategic thinking. And definitely not on human impact. But if your leaders can’t… → Think long-term under pressure → Empower decision-making at every level → And turn complexity into clarity… You’re not leading. You’re simply firefighting with a better title. The 10 real principles of strategic leadership — and how to put them into practice: 1. Distribute responsibility Empower cross-functional teams with actual decision authority. Create a decision-rights matrix and make it visible. 2. Be radically honest about information Hide nothing. If your team doesn’t know the numbers, you don’t have a team — you have followers. Share financials, risks, and roadblocks in team huddles. 3. Create idea pipelines, not idea boxes Every strategy should welcome dissent. Innovation dies in polite rooms. Use structured ideation frameworks (like “Assume We’re Wrong”) in monthly reviews. 4. Make it safe to fail — but not to underperform Reward learning from failure, but don’t tolerate learned helplessness. Debrief every failure as a “learning win” — not a blame hunt. 5. Connect strategists with each other Strategy isn’t a solo sport. It’s a relay. Build internal forums for idea sharing across departments and levels. 6. Build experiential learning Exposure is non-negotiable. No amount of theory beats a tough project.  Rotate high-potentials through critical business units. 7. Hire for disruption, not culture fit Culture fit is often code for “comfort zone.” Interview for cognitive diversity and risk appetite — not just resumes. 8. Lead with full-spectrum self Vulnerability isn't weakness — it’s the entry point to trust. Share personal failures and “why I stayed” stories with your teams. 9. Reflect, then act — not the other way around Strategic leaders think more than they react. Block 90 mins a week for deep reflection — no meetings, no screens. 10. Treat leadership development like fitness You don’t “complete” leadership. You condition it. Invest monthly in coaching, peer advisory, or mastermind groups. If your leadership development isn’t grounded in these principles, you’re not building leaders — you’re building burnout. As an executive coach, I help organizations evolve managers into visionaries and teams into strategic powerhouses. Let’s talk if you’re done with surface-level leadership. #LeadershipDevelopment #ExecutiveCoaching #StrategicLeadership #TeamAlignment #LeadWithPurpose #PeopleFirstLeadership #GeorgeSpeaks

The biggest thing that helped me become a better PMM was carving out time for strategic thinking, no matter how busy I was. Why is this important? -> Tactical work alone won’t advance your career. You need to think far with a strategic vision and have the ability to execute. -> Strategic clarity reduces decision fatigue and eliminates random tasks that don’t lead to real outcomes. -> It helps you identify opportunities to innovate and create net new value for the business. -> Teams naturally follow people who think beyond the immediate. Here’s how I do it (and how you can too): 1️⃣ Block time for deep thinking It’s very hard to focus on strategic work if you are always busy in meetings or putting out fires. So the first step is to make TIME. Dedicate 30–60 minutes daily to uninterrupted, quiet thinking even if it means waking up earlier. I also block Wed and Friday mornings for extended work sessions. Find a time that works with your natural productivity. 2️⃣ Prioritize what to focus on (and not focus on) Strategy also means saying no, or not now. Use my Action/Priority Matrix to identify and focus on high-impact tasks, while deferring, delegating or eliminating the rest. Communicate your priorities to your manager for transparency. Remember part of strategy is also saying no. https://lnkd.in/eDd_PvuN 3️⃣ Create project plans Before jumping into a project, no matter how big or small (even if it’s just creating a piece of content), get into the habit of writing out a project plan, including who, how, what, when, why, KPIs, milestones, and key stakeholders. This forces you to think AHEAD, create a repeatable structure, and helps you easily drive alignment with others. 4️⃣ Review long-term goals often Regularly assess how your day-to-day work aligns with your big-picture vision/strategy. Realignment ensures you’re always working toward meaningful outcomes. I suggest doing a monthly review and then communicating what you’d like to start, stop, and continue, with your manager. This also shows you are proactive. 5️⃣ Talk it out with a thought partner or coach Clarity doesn’t always come on your own. Talking through your ideas with someone who can ask the right questions or challenge your assumptions is invaluable. My clients often come to me with a jumble of (great) thoughts, and we untangle them to pull the thread together and uncover the strategy. — Carving out time for strategic thinking isn’t just about blocking time - it’s about making that time effective by doing the right thing and creating the right system. What would you add? #productmarketing #strategy #career #growth #coaching

I’ve been thinking a lot about leadership lately, and specifically leaders I’ve worked with over the years. Generally leaders are bucketed into one of two categories, tactical or strategic. Both are essential to a company’s success but those who effectively bridge the gap from tactical to strategic tend to see more opportunity for promotion and growth. I’m a big believer that unlocking strategic thinking involves honing three essential competencies: acumen, allocation, and action. Develop your acumen by understanding your organization inside and out, allocate resources wisely with a focus on alignment, and drive impactful action through effective communication and execution. - Acumen (how you think). Start by assessing your organization’s current context, both from an internal perspective (culture, purpose, processes, etc.) and external perspective (market trends, customer behavior, competitive landscape, etc.). Then get comfortable sharing your valuable insights with your team and key stakeholders. Finally, look for novel approaches to the problems and opportunities you identify. - Allocation (how you plan). A strategic mindset entails the ability to constantly focus and refocus your resources, the courage to make trade-offs and tough decisions, and the willingness to ensure that your use of resources always aligns with your goals and pushes you forward. - Action (what you do). Preparing a strategy is just the first step; how you implement it determines your success. Implementation depends on collaboration and execution. So focus on sharpening your communication skills to deliver your messages effectively (listening to feedback when it arises), and keep your team on track by measuring its performance along the way. What do you think? There are so many incredibly smart people on LI so if you have a top strategy for enhancing one of these key competencies please share your insights below! #StrategicThinking #Leadership #BusinessStrategy

I was the 1st PM at Thumbtack. I worked incredibly hard. But I was not getting promoted to senior leadership. Why? Because I was directing my influence in the wrong direction: Downwards and sideways instead of upwards 👆 . My overall influence was quite high after years at the company. I knew people across every department, advised on their work, and had mentored actively. But I directed my influence downwards (executing & shipping) instead of upwards (shaping strategy & company direction). Here's how to recognize if you're stuck in this trap: 🔎 You're praised for your execution excellence: "You get things done so well!" "I trust you to get whatever I give you done." 🔎 You're consulted on "how" questions but rarely on "what" or "why" 🔎 Your calendar is filled with 1:1s and team meetings on how to get something done. To redirect your influence upward: 1️⃣ Make a list of the 3 most important challenges across business, product, and people that you think need attention now and will have a high impact when resolved. 2️⃣ Develop your opinion by talking to others, researching competitors, and analyzing data. 3️⃣ Share your thinking (not answers) with your peers and leadership. Create the meetings you need to have these conversations if ones don't already exist. A powerful career shift happens when you stop asking "How can I execute better on our strategy?" and start asking "What should our strategy be?" Someone who consistently executes well makes senior manager. Someone who shapes org strategy makes executive. 🔔 Want to learn how to position yourself as a strategic thought partner to executives? check out my lightning lesson "Use GenAI to Nail Questions From Executives With Confidence". We'll cover practical frameworks to help you redirect your influence upward. https://lnkd.in/d72zvxfS ----- 👋 Hi! I'm Yue. I am a Chief Product and Technology Officer turned Executive Coach. I help women and minority aspiring executives break through to the C-suite. 🚀  🔔 Follow me for more content on coaching, leadership, and career growth.

I’m a CFO today, but I still remember the first time someone told me: "You are not strategic enough." At the time, I was a Controller at a $100M+ company. I had direct and indirect reports, And I remember thinking, how? 🤷🏾♀️ I thought I was already doing all the right things, but I didn’t even know where to start. If that’s you right now, save this post. Being more strategic means understanding the bigger picture, (How things work beyond your role, your department, and your organization) ↪️ So you can think ahead about risks, opportunities, and trade-offs ➕ And prioritize actions that create the most value accordingly. Now, how can you do that when you feel stuck in the weeds? Here are 3 ways to get started: 1️⃣ Block 20-30 minutes on your calendar 2-3 times weekly - Use this time solely for pattern recognition and asking "why?" - Focus on one specific dataset or process each session 2️⃣ Find ways to make your existing work strategic For example: - Include a "Business Implications" section to your regular report. - Add a 5-minute "Patterns We're Seeing" discussion at the end of a team meeting 3️⃣ Make it a habit to go one layer deeper. When reviewing any financial data, Ask one question that goes beyond the surface. For example: - Surface: Did we meet budget? => Deeper: Which assumptions in our budget proved most/least accurate, and why? - Surface: What's our DSO this month? => Deeper: Which customer segments show the biggest changes in payment behavior? Start small, but start today! I wrote a full guide on this for my newsletter subscribers. You can access it here: https://lnkd.in/eh42pXMX ---------------------------- If you are new here - Welcome 👋🏽 My name is Wassia (pronounced Wa-see-Ya), and I post about what it really takes to reach and thrive at the executive level, especially in finance and accounting. If that resonates with you, click "visit my website" below my name to sign up for my newsletter. Cheers!

"You (or your thinking) aren't strategic enough." Here are 7 actionable steps to help you address this TODAY: (Prioritize #6 - others can't read your mind) 1. Seek Specific Examples ↳How: Approach the feedback with curiosity rather than defensiveness. Ask your manager or key stakeholders for specific instances where you could have been more strategic. Frame these conversations around seeking advice rather than just feedback. Mentors can also help here. ↳Why: Helps you focus your efforts on the appropriate next step(s). 2. Understand the Business Strategy ↳How: Dive deep into your company's strategy. This can be done through reviewing formal strategy documents, participating actively in strategy meetings, or having one-on-one discussions with key leaders. ↳Why: A deep understanding of the overall strategy will provide context for your actions and decisions. It also signals to others that you are ingesting the necessary inputs. 3. Link Your Work to the Strategy ↳How: Explicitly connect your current projects and initiatives with the broader business strategy. When communicating about your work, balance the focus between immediate outcomes and future implications. ↳Why: This showcases your long-term thinking and impact, beyond what is being delivered in the near-term. 4. Scale your Work ↳How: Identify ways to expand the impact of your work, either horizontally across different areas of the business or vertically by adding more value to functions you already serve. ↳Why: Scaling your work demonstrates a strategic mindset that thinks beyond the immediate scope. 5. Propose New Opportunities ↳How: Put forward new ideas for the organization, regardless if they may be immediately pursued or not. ↳Why: This shows initiative and a strategic approach to business growth. 6. Expose Your Thought Process ↳How: When in meetings or preparing documents, go beyond presenting results. Articulate the thinking behind your decisions and actions. ↳Why: This helps showcase your strategic thinking to others. 7. Communicate at the Right Altitude ↳How: Tailor your communication to your audience, especially when dealing with senior leaders. Start with the main message ('the punchline') and the first level of detail. ↳Why: This approach ensures that your communication is concise, focused and effective in strategically aligning with the interests and concerns of your audience. PS: Strategic thinking requires mental space, create time for it in your schedule. ----- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

7 words of the best advice if you keep hearing "Be more strategic" Strategy isn’t tasks. It’s visibility of thought. A few years ago, I hit a wall: My feedback always came back to strategy. Even when my results were top-tier. “You’re doing great. Just think more strategically.” Meanwhile, peers with less execution power got tapped for bigger roles. And every time I’d ask: “Can you clarify what being strategic looks like here?” They’d say some version of: “Take a broader view. Think beyond your lane.” Even though I’d already been connecting dots across functions. If you’ve heard that same vague feedback... You know how frustrating it feels. When you’re delivering (amazing) results But still not seen as “ready.” Here’s what I had to learn: Strategic isn’t about adding more to your plate. It’s about making your thinking visible. If your work only lives in execution—no one connects it to leadership. This is when you stall: “You’re excellent at delivery, but we need someone thinking a few levels up.” Heard that before? So what now? Follow this shift: Strategy isn’t said. It’s shown daily. When I coach mid-career pros into Director and VP roles, this is the pivot we make: We stop asking: “Why don’t they see me as strategic?” And we start asking: “How do I make my strategic thinking visible?" Two examples: Example 1 They say: “We need to think bigger across departments.” Instead of nodding, try: “I’ve noticed X trend across two teams. What if we built a joint approach to solve that? I’d be happy to map it out and lead coordination.” Now you're showing strategic thinking. Not asking for permission. Example 2 They say: “We’re looking for someone who sees the big picture.” Instead of going quiet, try: “I’ve been mapping out how X impacts Y across teams. I’d love to share a few scalable plays I see from here.” Too bold? Maybe. Now you’re not waiting to be called strategic. You’re proving it in real time. That’s the shift. If you’re waiting for someone to label you strategic, you’re behind. If you’re showing it, you're already being measured that way. Big difference. Bottom line: “Be more strategic” is often code for “show us the thinking we haven’t seen yet.” If that landed for you... Join my free masterclass to unlock your next promotion: https://lnkd.in/grCCCHp3 I'll show you how to shift your strategy from being the best-kept secret to the obvious next leader.

It’s no hidden truth that most companies are looking for product managers with strategic thinking. Question is: how do you build this muscle early in your career to be able to communicate your value to interviewers or your manager? First of all, flipping through “strategy frameworks” doesn’t make you a strategic thinker. Yet, that’s the thing I see most PMs doing. They say, “I know strategy because I studied it.” But it’s not something you can study, strategy needs clarity of thought: How broad yet deep can you think about a product problem or a solution? Here’s how you can train yourself to become a strategic thinker no matter how early you are in your tech career: 1. It’s not just about shipping a feature but about exploring a problem to such breadth and depth that you’re able to grasp the context you’re working in and then, can explore and evaluate solutions. 2. Narrow your focus on business impact. Learn the levers of how the company makes money so that you can better understand what your senior leadership cares about. Be interested in your company’s financial performance and which factors impact it the most. 3. Be genuinely interested in making your manager's life easy. (Highly underrated!) You will be surprised how easy it is to get special projects and get involved in strategic initiatives and highly visible projects like roadmap building, and OKR setting — which will add to building your strategy muscle. 4. Slow down. Product thinking involves keenly observing ideas, conversations, conflicting priorities, and customer motivations. You won’t be able to spot red flags, or capture trends or patterns if you’re in a hurry. 5. Wear a lab coat. Scientists rarely jump to conclusions or assumptions — they study the problem and all its connecting threads by inverting the problem and looking at it upside down. They ask the questions, “why”, “why not”, and “how” until they’ve uncovered an insight that can simplify their understanding. And finally, keep asking for feedback on your strategic thinking every 3-4 months. This helps track progress. #productmanager #productmanagement #womenintech #productcoach #womeninproduct