Leaders like to seem busy, so they rarely make time for strategic thinking.
Even with limited time and the same amount of responsibilities, it’s far easier to think strategically if you can clear the decks by doing simple things such as writing down all of your outstanding tasks in one place, so you can properly triage them and aren’t constantly interrupted by the feeling that you forgot something.
Second, it’s useful to be clear on where your time is actually going. Earlier this year I undertook a, in which I logged how I spent every half hour over the course of a month. It’s not the easiest project to keep up , but the resulting data was invaluable in terms of helping me understand exactly where and how I was spending my time.
By extension, one might argue, true status comes from having the discretion to opt out of the frenzy. As Sivers shared in one, “I find it funny when people preface their emails saying, ‘I know you must be incredibly busy,’ and I always shock them by going, ‘No, I’m not busy’…. It’s like, ‘No, I don’t have to do anything for anyone, so I don’t do anything I don’t want to do…I’ve got time.
The responsibilities placed upon us are unlikely to diminish anytime soon. In fact, as we ascend in our careers — and as global competition further increases — it’s almost certain we’ll be expected to do more and produce more. Without a concerted effort, it’d be easy for strategy — yet again — to slip to the bottom of the to-do list, despite our protestations about its importance.
By becoming aware of the disincentives to make time for strategy — and taking proactive steps to embed strategic thinking into your life and professional schedule — you can stand up for a goal that you, and 97% of other leaders, recognize as critical.Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Strategy Planning and Execution. Earn badges to share on LinkedIn and your resume.
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