The #1 gap most leaders don't fill
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Reader, After two decades working mostly with CEOs, founders, and senior execs, being strategic felt normal to me. But that wasn’t the case when I was a younger rising leader…and it wasn’t the case for you either. We learned it. I believe this is the single biggest gap you need to fill in your team. And in this email, I'll dive into why—and what to do about it. Being strategic by nature is different than being strategic about work. The popularity of personality and strengths assessments often labels some people as “strategic” and others as executors, influencers, or relationship builders. And to be fair, that’s true. Some people naturally spot patterns, analyze situations quickly, and find the most efficient path to a goal. Some are forward-thinkers, always envisioning what could be. Others connect easily, see the uniqueness in people, and build trust quickly. But it’s a mistake to look at the way someone works and assume: “This person isn’t strategic.” The reality in the current business climate. I don’t need to spend time listing all the reasons why successful organizations are the ones that can respond and adapt to change quickly. The world around us proves it every day. And yet, many organizations are still struggling to build teams that can be both adaptive and aligned. If you’ve ever thought, "If I give them freedom to respond in the moment, they’ll go off in the wrong direction," you’re not alone. I’ve never seen a study on it, but I wonder if this is one of the biggest fears leaders carry—and it makes them hold on too tightly. On the flip side, maybe you’re thinking, “I need my team to step up right now so I can focus on other things.” That fear makes leaders let go too quickly. Neither approach is helpful for rising leaders who don’t yet know what they don’t know. The gap is strategy. If you want (or need) your team to step up as decision-makers who can respond to changing conditions and execute without depending on you this year, focus on helping them become strategic about their work. For a leader at the top of an organization, being strategic means looking forward, evaluating options, considering the shifting landscape, anticipating how client needs will change, and selecting the best route toward the vision. It’s complex. And it’s difficult. But this is not what being strategic looks like for your team. For them, it means:
Don’t skip over this too quickly. I know these sound obvious. Every leader knows these things are important. But not many leaders do it really well. What’s missing? Consider this vision and strategy: Vision: We will scale our organization by expanding nationally. As a leader, you probably read this and immediately started thinking through what it would take to make it happen. But rising leaders often don’t know where to start—not because they aren’t capable, but because they don’t yet have the experience to ask the right questions. So often, leaders get frustrated and respond by:
Most leaders think they’re clear, but they unknowingly rely on buzzwords and generalities that don’t resonate. And it falls flat. Meanwhile, rising leaders hear the strategy and think:
…not realizing the strategy requires a fundamental shift in how the offering is delivered—and in how they need to think about their role. Remember, most rising leaders were promoted because they were great individual contributors, so their instinct may be to work harder, push through it, and make it happen. But great leaders know you can't scale to new markets with more hours alone. This strategy requires a new way to think about the work. What’s missing for your rising leader? Understanding what the strategy means for them and how it changes their role. If you notice your rising leaders hesitating and waiting for you to lead the way, I’d be willing to bet they don’t yet understand what the strategy means in practice. They may even feel overwhelmed by the idea of adding something new that isn’t yet clear. Part of being strategic is the ability to simplify complexity, anticipate obstacles, and find the most effective path forward. So when you share your strategies with rising leaders, here are a few things to consider:
And here’s the most important part: don’t tell them the answers. Give them space to think, ask questions, and talk it through until it becomes clear. Think of yourself as a consultant or coach whose job is to help your team move: From Point A: “The strategies are just words on a page.” You’re solving for more than inexperience. In case you’re thinking this burden is yours because you have a young team…think again. Years ago, after 17 years in an owner/CEO role, I joined a team where I had no positional authority, no direct reports, and no defined leadership responsibility. The work was familiar. I understood the culture, mission, and vision. I had the experience to succeed. But…I still had to understand what they meant by the strategies. I still needed to see the same picture they saw. When strategies are left to personal interpretation, people will either wait for clarity or move forward based on what the strategy means to them. Don’t let this happen to you. In all the time I’ve spent with rising leaders, I’m convinced the #1 gap you need to fill is strategy. And strategy isn’t a personal trait. It’s a learned responsibility. Enjoy! Sara Prefer to view the newsletter in our app? Scan the QR code to download it now. Like this content? Subscribe, read past posts, and share it here. Follow me on LinkedIn |