Make time for strategic thinking every day

If you believe that only senior executives need to think strategically, think again. No matter what level you’re at, strategic thinking is a critical skill — one that can always be improved. Start by making sure you have a solid understanding of the industry context and business drivers. Make it a routine to explore the internal trends in your day-to-day work. Pay attention to the issues that get raised repeatedly, and synthesise the common obstacles your colleagues face. Be proactive about connecting with peers in your organisation and in your industry to understand their observations of the marketplace. Take the time to understand the unique information and perspective that your job function contributes to the company.

(Adapted from 4 Ways to Improve Your Strategic Thinking Skills, by Nina Bowman)

Have clear goals for your weekly meeting

Just because you have a recurring meeting on your calendar doesn’t mean you have to hold it. Only convene the group if everyone is clear on what the objectives are. Here are a few sample objectives to consider:

— Share updates and review progress to date, including major milestones or upcoming activities.

— Identify questions and concerns related to progress.

— Prioritise and resolve issues and address additional questions.

— Agree on next steps (for example, what to do if a situation escalates, and what each individual’s role is).

(Adapted from the HBR Guide to Making Every Meeting Matter)

Confront a co-worker

It can be hard to know what to do if you’re having problems working with a colleague. Ask yourself these questions to decide the best way forward:

— Does your short- or long-term success rely on addressing this problem?

— Is this person a direct report or a boss?

— Will you be working for them in the short term? Is it an ongoing relationship?

— How important is it to you and the organisation to improve the situation?

— Is the issue affecting your ability to concentrate or how you feel about going to work every day?

If the answers to these questions reveal that the problem is a one-time occurrence, or you don’t interact frequently with the person, try not addressing the issue — wait and see how the situation plays out. On the other hand, if you determine that your success is being hindered or your relationship with the person is important, try to quickly resolve the problem at hand.

(Adapted from Difficult Conversations from the 20-Minute Manager Series)

Adapt your leadership style to the situation

Different work situations call for different leadership styles, and most managers use one of two approaches: dominance or prestige. When you lead through dominance, you influence others by being assertive and leveraging your authority. This approach works best when your job is to get everyone aligned. When there is a clear strategy for a new product launch, for example, and the challenge is in getting your team to enact that vision, dominance is an effective way to create a unified front. Prestige, in contrast, means influencing others by displaying signs of expertise and being a role model. This approach works best when you’re trying to empower the people who report to you. If a marketing team is charged with creating an innovative advertising campaign, for example, a prestigious leader can release the constraints on team members and encourage them to think outside the box.

(Adapted from Good Bosses Switch Between Two Leadership Styles, by Jon Maner)

Don’t let criticism overshadow praise

When you get feedback from your boss or your colleague, it’s tempting to focus on the criticism. But dwelling on the negative can be debilitating. You also need to make sure you hear the positive:

— Write down the praise. When receiving feedback, don’t take notes only on the criticism. Jot down the positive feedback, too, so you know what to keep doing.

— Dig in to better understand the praise. Ask questions and gather concrete examples of how you’re effective. For example, you might say: “I’m so glad my workshop was helpful to you. What about it was helpful?”

— Believe it. Self-doubt can make us mistrust compliments. Internalise the praise and act as if it is true, even if you don’t believe it at first.

(Adapted from Silence the Critical Voices in Your Head, by Sabina Nawaz)

Published in Dawn, Economic & Business, March 20th, 2017