The imperative for a leader of people to embrace strategic work is nonnegotiable. It requires a firm boundary against the incursions of the day-to-day—meetings must be declined and digital notifications silenced. This is not a mere preference but a necessity for the deep, focused thought that strategic planning demands.
The environment for this work should be a protected fortress of solitude where the only task is to plot the course forward, and asserting control over your schedule is only part of the equation. There’s also a need for what’s known in corporate parlance as “managing up.” This is the subtle art of shaping how you are managed, guiding your boss to see the benefits of a strategic focus for you, the team, and the organization. It’s about advocating for your productivity and well-being, framing your strategic time as an investment that pays dividends for everyone involved.
The reality of a leadership role is that you are often subject to the whims of superiors, their shifting priorities pulling you in different directions. But yielding to this without pushback is to concede defeat to the urgent over the important. Maintaining your strategic priorities and negotiating others’ pulls with tact and diplomacy is imperative. Planning against these distractions is a dynamic challenge that requires foresight, firmness, and sometimes a touch of finesse. It’s a commitment to the kind of work that doesn’t just keep the lights on but illuminates the path to new opportunities and innovations.
Creativity is the soul of strategy, akin to the process of writing a novel—it demands imagination and the freedom to explore possibilities. When submerged in a state of constant reactivity, this creative spirit suffocates and, with it, the strategic innovation that companies so desperately seek. Strategic work should be preemptive, not used as a last resort in times when energy levels are already depleted. It’s about safeguarding the “heads-down” time before the whirlwind of the day’s events can diminish your mental reserves.
For those who have led through decades of corporate firefighting, the exhaustion of constant crisis management is all too familiar. It’s a weary cycle that threatens self-worth and undermines the team’s efficacy and satisfaction. Breaking this cycle isn’t just a personal reprieve; it’s imperative for the organization’s health.
Imagine a Monday unmarred by chaos, where the seeds of productivity planted are allowed to bloom without being trampled by emergencies. It’s not just a leader’s dream but a feasible reality. The solution combines discipline and assertiveness, creating an environment where strategic work is protected and reactive tasks are managed without eroding your foundations. It’s about asserting your need for undisturbed time, not just as a preference but as a strategic imperative.
True leadership is not measured by how well you respond to crises but by how effectively you prevent fires from igniting in the first place, allowing you to lead with intention and foresight. It’s a shift from being perpetually on call to being in command—of your time, energy, and strategic vision.
A strategic approach enables better prioritization of tasks and activities. It offers a lens through which to evaluate the potential impact of every action, allowing the team to allocate resources and energy more efficiently. By reducing the chronic sense of just surviving, a strategic focus enhances the quality of work life. It replaces the relentless pressure of survival mode with the measured pace of progress, easing stress and fostering a healthier, more sustainable work environment.
Leadership that is done strategically is also a catalyst for innovation and empowerment. It encourages team members to think independently, offer new ideas, and take ownership of their work. When empowered, the team feels invested in the outcomes and is likelier to go above and beyond in their roles.
Excerpt from the book “Optimize Your Leadership: An Impactful and Healthy Way to Lead in the New Age”.
