
CPR: taking the stress out of practicing public speaking
Practicing a speech is intimidating. Not only do you have to know your stuff, but you also have to think about your structure, your gestures, and your audience. Here’s how to use...
by Tania Lennon Published January 28, 2025 in Brain Circuits • 3 min read
We can think of our brains as having an “if” side and a “then” side. The first is all about exploring possibilities from multiple perspectives. In terms of strategic thinking, it’s about analyzing situations to identify possibilities. The “then” side of our brain concerns certainty – it’s about finding solutions. Both sides are very active in the way that we engage with problems.
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:
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 is the courage to act and move ahead in the context of ambiguity and uncertainty – and under the gaze of stakeholders’ scrutiny.
This is the ability to look at insights and information from multiple perspectives to ensure a robust consideration of the situation – including the ability to switch attentional modes.
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.
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 “psychological safety” and which does not inadvertently trigger loss aversion.
Executive Director of the Strategic Talent Development initiative
Tania Lennon leads the Strategic Talent team for IMD. She is an expert on future-ready talent development, including innovative assessment methods to maximize the impact of talent development on individual and organizational performance. Lennon is a “pracademic”, blending a strong research orientation with evidence-based practice in talent development and assessment.
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