As leaders progress through mid-level into early executive roles, expectations shift dramatically. Success is no longer defined by personal execution, functional or technical expertise, or problem-solving speed – but by the ability to think, act, and be perceived as “strategic.” A strategic leader is regarded as a forward-thinking decision-maker who can connect daily operations to the organization’s “big picture” long-term success; proactively manage change and disruption; and decisively maneuver complex, ambiguous situations to advance overarching business goals. This session equips participants with frameworks, language, and behavioral shifts that balance operational imperatives with the strategic perspective essential to lead at the enterprise level.

LEARNING OBJECTIVES:

1. Define what “strategic” means at the executive level. Distinguish between tactical excellence and strategic leadership – and understand how executive teams evaluate strategic contribution.

2. Avoid common traps that undermine strategic credibility ‒ recognize behaviors such as over-executing, over-explaining, and staying too close to detail that can reinforce perceptions of being “tactical” rather than “strategic”.
3. Demonstrate strategic leadership visibility in meetings and discussions – especially in senior leadership forums – through executive-level language, questions, and positioning to signal strategic thinking.

4. Cultivate a broader business perspective through strategic relationships and “stretch experiences.”

LEADERSHIP COMPETENCIES: Sets Vision & Direction; Business Acumen & Business Judgment; Effective Communication with All Levels; Builds Relationships & Coalitions