Strategy is an output multiplier

“How can I be more strategic in my role?” I was asked today.

It’s a great question.

At the highest level, being strategic has two components:

How much will your actions contribute to the company’s long-term goals (success)? ↳ Aligning with the business goals ↳ Analyzing and planning ↳ Decision making

How efficient are you at execution? ↳ Collaboration with others ↳ Resource management ↳ Leadership

Good alignment ⅹ Efficient execution = 5x, 10x, 27x results

The higher your role, the more impact your strategic decisions have on the bottom line and the company’s direction.

Here’s the thing …

That doesn’t mean you must be the CEO to be strategic. It just means you need to apply these principles and ask yourself:

Are you passively executing?

or,

Are you actively trying to understand the (underlying) problems you are asked to solve, understand them deeply, and find a way to tie your actions to a measurable business outcome?

Is your default a “yes,” or can you do a cost-benefit analysis and present options?

Yours,

Taj