Lately, I’ve noticed a recurring theme in conversations with leaders: everyone wants more strategic thinking. Way more than usual.
And yet, the irony is that, in many organisations, the very foundation for strategic thought seems to be quietly slipping away.
Here’s the issue, as I see it: too often when a problem arises, we rush straight to a solution. Then we act. Fast. Quick wins are applauded. Therefore, it’s the confident people who make snap decisions who are rewarded and promoted into leadership roles.
But here’s the catch, that quick fix… it frequently doesn’t work because it didn’t target the fundamental problem. And worse, over time, we risk losing the skills to think strategically at all.
Why is this happening? Because the very processes that create long-term impact (data analysis, root cause investigation, action planning) have lost their value in people’s minds. They are increasingly viewed as a luxury in a world obsessed with “doing” rather than thinking.
And because of that, we stop doing them. And even more dangerously, we stop coaching the next generation in these critical skills.
Speed over substance.
Let’s be honest, if a direct report asked for time to research a solution before acting, would you be happy they wanted to take time to diagnose, or would you be frustrated that you have to wait? We push for speed over depth, for action over reflection. And those who ask too many questions? They often get sidelined in favour of people who just “get it done.”
Now, don’t get me wrong, I’m a quick thinker myself. In fact, I pride myself on it. My natural Red energy often wins the day, even though my inner Blue keeps quietly shouting, “slow down, think this through!” It’s a struggle I’m trying to challenge, not just for me, but for the culture I want to cultivate.
Take presentation skills as an example. If you do it often, you get better. But skip the preparation, skip the reflection, skip the analysis, skip the practise and it becomes daunting. The same is true of strategic thinking. If we don’t apply it, we lose it. We forget the value of structured processes. We start treating strategic thinking like a chore rather than an art.
And it’s not just about individual capability; it’s about team dynamics too. In meetings, certain personality types dominate: Reds and Yellows push for fast decisions, confident in their answers. Blues and Greens, the ones who excel in analysis, reflection and long-term thinking, can feel alienated. They can even end up adopting a ‘told you so’ stance when things go wrong and during discussions, then go quiet, because let’s be honest, no one wants to feel like a walking warning label.
The result? Skills are lost, talent is underutilised and the ripple effects of poor decisions spread far and wide.
Quick wins vs. long-term impact.
Consider this scenario: 30 people having spent a full year working on tackling issues X, Y, and Z.
Yet, if they’d taken some time to do some proper research and data analysis, they might have discovered that actually the issues they should have been tackling were A, B, and C. Solving them would have had a far bigger long-term impact – not just for the business, but for their people too.
So, what can we do? Here are three ways we can start rebuilding strategic thinking in our organisations:
- Train teams to think strategically. Just as you’d train them to present, train them to analyse, plan and reflect. Strategic thinking is a skill, not a trait.
- Level the playing field in meetings. Create a collaborative culture that makes space for every voice. Team building sessions that focus on communication are helpful, as are tools like Insights® Discovery or Whole Brain® Thinking to understand who your team members are.
- Plan for proper preparation. If you’re writing a yearly business plan, then look ahead and give yourself time to research, analyse, measure and seek advice. A proactive approach now avoids reactive firefighting later.
Strategic thinking isn’t about slowing down because we want to dawdle; it’s about slowing down so we can in fact move forward – in the right direction. It’s about teaching people to pause, reflect and act with purpose, rather than just speed.
Personal note from a red with a blue heart.
I’ll admit it: my Red energy loves action, and sometimes my Blue energy loses out. But as someone who champions planning, I’m determined to stop this rush-to-do culture from spreading. After all, we’re in the business of helping people unbox their potential, and that doesn’t happen if we skip the thinking part.
So, let’s start valuing strategy again. Let’s make thinking as celebrated as doing. And if you see me charging ahead like a typical Red, feel free to wave a Blue flag in front of me!
If you’d like to discuss this topic further or want some advice on how to get a team to think more strategically, then feel free to email me or connect on LinkedIn.
