Competitive identity: Your hidden lever in a transition
Considering a career transition? Begin by identifying your unique values and strengths. Sophi Hazi and Arturo Pasquel guide you through the process....
Brain Circuits
Do you know the four As of cultivating strategic thinking?
Being able to think strategically is key to addressing the ever-increasing demands on leaders â but itâs easier said than done. Here are four key capabilities that will help you succeed in turbulent times.
Reconciling certainty and uncertainty
We can think of our brains as having an âifâ side and a âthenâ side. The first is all about exploring possibilities from multiple perspectives. In terms of strategic thinking, itâs about analyzing situations to identify possibilities. The âthenâ side of our brain concerns certainty â itâs about finding solutions. Both sides are very active in the way that we engage with problems.
Practical applications
This means we have two potential lenses on strategic thinking because there are two different ways of tackling a problem. How can we switch easily between them? And how can we override our long-ingrained neural pathways, which prompt us to follow tried-and-trusted solutions, and explore new ones? Four key capabilities are crucial:
Acuity
This is the capacity to scan the horizon to draw on a broad range of information sources and synthesize insights to anticipate trends and events.
Audacity
Audacity is the courage to act and move ahead in the context of ambiguity and uncertainty â and under the gaze of stakeholdersâ scrutiny.
Agility
This is the ability to look at insights and information from multiple perspectives to ensure a robust consideration of the situation â including the ability to switch attentional modes.
Adaptability
Adaptability is the capacity to choose behaviors, strategies, and actions based on what is needed and guided by insight rather than by preference, habit, or other factors.
Â
Key learning
How we frame problems is key. We are much more likely to be risk-seeking in a situation where we perceive the potential for gain versus where we perceive the potential for loss. To encourage effective strategic thinking, people must be encouraged to explore possibilities in what psychologists call an environment of âpsychological safetyâ and which does not inadvertently trigger loss aversion.
Authors
Related
Bias in the boardroom: Good or bad?
Of the many biases humans are prey to â such as anchoring bias, loss-aversion bias, status quo bias, and recency bias â confirmation bias can be most evident in the boardroom. But...
Checklist: Are you responding to changing workplace demographics?
As workforces age, organizations must confront a critical question: how will extended lifespans reshape leadership, organizational strategy, and the very concept of a career? Anna Erat identifies four focus areas to sustain...
Searching for your first board role? Start here
To transition into the boardroom, you need a brand, a unique board proposition, and a governance mindset - but you also need to consider the value you add and the cultural fit...