If you are reading this because you’re interested in the answer for yourself, then you are probably either in a strategic role, or aspiring to be in one, and perhaps you’re feeling unsure if you’ve got what it takes. Or you may have been in a strategic role for some time, even be considered an expert, but you may still sometimes ponder this question.
The question ‘Am I a strategic thinker?’ is better framed as ‘To what extent am I a strategic thinker?’, because it is not an either/or question. The question can be answered by considering two things – natural ability or aptitude, and learned skill. If we had a conversation, you could probably tell me something about your strategic thinking skills – the thought processes you use, the things you have learnt from others, what works or doesn’t work for you. You might also be able to tell me your thoughts on your natural ability – what comes easily to you and what feels hard. This kind of self-reflective conversation is a helpful one you could have with a coach, mentor or boss.
Self-reflection and feedback are important personal development tools, but they have the limitation of being subjective. The best way to access objective insight about natural strategic thinking ability and answer the ‘Am I?’ part of the question, is through an assessment designed to measure the cognitive abilities, thought processes and thinking styles that enable effective strategic thought.
I often get asked - Can it be taught? Or are you stuck with the hand you have been dealt in terms of natural ability? This raises the ‘Can I?’ part of the question. The answer is like personality and poker – we work with the hand we have been dealt. An introverted leader who prefers to work alone probably always will, but they learn that they will be a better leader if they regularly check in with their staff. In the same way, information from an assessment of cognitive abilities can guide skill development. For example, an integrative, intuitive thinker who discovers they have an ability to synthesise information and ‘see’ what is often the right answer, learns to trust their insights, but to check and reflect on where they came from before acting. A creative, unstructured thinker learns to harness their creativity and flexibility, but apply structure to gain focus and to help others understand their ideas. An analytical and explorative thinker learns that their strength is their thoroughness and breadth of thought, but recognises that their challenge is to overcome paralysis by analysis.
Aside from a person’s natural ability and learned skill, personal capacity is another significant factor determining strategic thinking performance. Capacity is diminished by stress, poor balance, lack of quality thinking time, lack of head space, and the distracting, sometimes debilitating, effects of low confidence. Diminished capacity can derail even those who answer yes to both ‘Am I?’ and ‘Can I?’
If you are wondering whether you are a strategic thinker or how to improve your thinking, first understand your answer to the ‘Am I?’ question. Then before you go any further, consider your capacity and take steps to get the best out of yourself. Next, use your self-insights to leverage your cognitive strengths and scaffold your thinking in weaker spots. To keep expectations of yourself realistic, take a look at the role you are in, or aspiring to be in, and use that to focus your development. These are all the things I help people to do who want to know ‘Am I – and can I – be a strategic thinker?’
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