“If only I had enough time to… (fill in your own blank)”. How many times have you heard someone say those words in the last week? How many times have you thought those words in the last two days? I’m not sure I’ve ever met anyone who has enough time to do all of the things they should do, let alone include the things they would like to do. Nor have I ever met anyone who claimed to have too much time. And the reality is each of us has all the time there is… exactly 168 hours a week, no more no less. So then, why is it that some people find a way to get so much more done than others in the same amount of time? Or, why is it that some people are so terribly busy, they’re running here and running there but rarely get anything of significance accomplished? I have a theory and I would love to share it with you.
I’ve come to the conclusion, that for most of us, time management is not the problem. There is little doubt that each of us couldn’t get better in some aspect of time management. I’ve taught time management classes for more than 20 years. And while far from perfect, time management is not my biggest challenge either. So what is the biggest challenge to getting more done and creating more value where it matters most? I believe the answer is a lack of well thought out and clearly defined “strategic targets” which will have a significant impact on your future. Let me explain.
A “strategic target” represents an innovative, strategic idea or initiative you want to pursue. It describes where you want to be or what you want to accomplish at some point in the future. These targets could be personal or professional; they could be linked to your family life or relationships, your career or some aspect of your current job. A target could be as simple as “What are the expected outcomes of a meeting you’re facilitating this afternoon?”, or as complex as “What will the organization look like after the merger?”
Without specific targets to focus our limited time and energy, we spend a lot of time spinning our wheels on things of little strategic value, things that keep us running in frantic, meaningless circles. We’re very busy trying to do everything for everyone, and in the process, getting very little done that really matters or adds value to our lives or the lives of others. It is ironic that very few of us would get in our cars and drive frantically without a clear destination in mind. And yet, most of us have a tendency to go through our projects, jobs, careers and lives in just such a fashion… no clear destination or target in mind. No wonder we find ourselves so tired and so stressed out and yet no farther down our desired path.
Time management is not the problem… a lack of strategic targets is. What targets, if obtained, would make a difference in your life? Where are you going today? Do you know?
Recently I received a call from my husband. The conversation began with him saying, “Don’t get mad…” If you have ever heard those words from a loved one, you know what kind of dread sets in as you anxiously await the bad news. This particular call was no different. He had been in a slight fender bender – his second automobile wreck in a mere 18 months. I was furious, but tried to remain calm as he is fairly new to driving in the U.S. I asked if he had used the process outlined for him in the event he was in another accident, no matter how minor. He proceeded to tell me that he had not done anything and I was the first person he called.
I recalled his first car accident (from 18 months ago) and how afterwards, we had created a step by step process to help him in the future. In addition to creating a process and with the hopes of being as strategic as possible, we discussed plausible outcomes that follow an accident and how he could handle each one. For me, I had thought this was an excellent opportunity to think ahead and plan for the future, as the odds of a car accident repeating itself in his lifetime were not in our favor. I made sure my husband had updated insurance cards in the car, an “accident packet” with phone numbers and our written process for what to do. In my mind, my husband had all he needed to manage such a situation effectively.
Following his second accident I took away three lessons for what now lies ahead:
You can never be too prepared. The path to become an effective strategic thinker does not end when the clock strikes 5 and you go home from work. For example, I could have talked to my husband a bit more about car insurance when we renewed the policy.
Think and re-think possible and plausible scenarios. Time, attitude, and experience changes and thinking strategically by anticipating this ever changing world allows us to be more prepared.
Plan. Execute. Adapt. Repeat. Thinking strategically means having a plan in place and executing the plan as needed. Change is inevitable and you must be proactive to the change, adapting, not reacting to it. Repeating the process is how we grow as strategic thinkers as there will always be a next time.
It was clear to me that day that thinking strategically is not a 9-5 job. Strategic Thinking is an ongoing responsibility that extends beyond work and into your day to day life. As you implement these few points you will be better prepared for the next time you hear the words, “Don’t be mad…” Wrecks happen. Deadlines happen. Obstacles happen. When we learn to think strategically, it makes us better prepared to control the situation, rather than the situation controlling us.
Upon meeting new people, one of the first questions I am asked is often, “Where do you work?” or “What do you do?” This was the case a few nights ago, after being introduced to a colleague of a friend. When I explained that I work for CMOE, which provide leadership and employee development training, he asked me to tell him more about it. I gave a brief list of our services and explained that one of our most popular workshops is on strategic thinking. He said he took a class on strategic management, but it didn’t apply to him because he wasn’t an executive. I explained to him that strategic thinking is not the same as strategic management.
Strategic Management
Let’s look at Strategic Management in general terms. Wikipedia explains, “Strategy is the art, science and craft of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives. It is the process of specifying the organization’s mission, vision and objectives, developing policies and plans. Strategic management seeks to coordinate and integrate the activities of the various functional areas of a business in order to achieve long-term organizational objectives.”
Applied Strategic Thinking
Applied Strategic Thinking is a way of scanning your environment, finding ways to perform more efficiently, being more innovative, and reacting to outside challenges and opportunities with more confidence because you have already considered variables.
The Difference
Notice that the main difference between these definitions is the timing. Where strategic management is a long-term plan for the future, Applied Strategic Thinking considers the future from the next few seconds to however long the concept will be relevant. In other words, you can consider the best route around an accident or plan for your retirement and everything in between including your influence on the future of your organization.
The second difference is in the number of members. Strategic management usually takes a team to determine the direction of an organization. Strategic thinking is something everyone, as individuals, can do. So a strategic thinking janitor may discover that changing a product will be less expensive, more effective, or perhaps more environment friendly than the current product being purchased. Strategic thinking means an individual looks at his/her environment, evaluates it, and then asks, “What would happen if . . .?”
Strategic thinking is a skill that anyone can use in any role. Applied strategic thinking is practical, ongoing, and informal. Strategic thinking is helpful when it is linked and aligned with grand corporate strategy.
I’ve come to the conclusion, that for most of us, time management is not the problem. There is little doubt that each of us couldn’t get better in some aspect of time management. I’ve taught time management classes for more than 20 years. And while far from perfect, time management is not my biggest challenge either. So what is the biggest challenge to getting more done and creating more value where it matters most? I believe the answer is a lack of well thought out and clearly defined “strategic targets” which will have a significant impact on your future. Let me explain.
I recalled his first car accident (from 18 months ago) and how afterwards, we had created a step by step process to help him in the future. In addition to creating a process and with the hopes of being as strategic as possible, we discussed plausible outcomes that follow an accident and how he could handle each one. For me, I had thought this was an excellent opportunity to think ahead and plan for the future, as the odds of a car accident repeating itself in his lifetime were not in our favor. I made sure my husband had updated insurance cards in the car, an “accident packet” with phone numbers and our written process for what to do. In my mind, my husband had all he needed to manage such a situation effectively.
The Difference
