Getting More Strategic

Strategy is not a static plan but a set of proximate objectives that let leaders move from where they are to where they need to be. The author argues that being strategic is a four-part equation: time to think deeply, context to ground decisions, direction to set short-term goals, and expertise to execute. Missing any part makes a leader either invisible or seen as merely a talker.

In the post-ZIRP era, resources are tighter and leaders must choose harder trade-offs. The piece shows how product, technical, team, and personal strategies must each fit together like a balanced stool, yet often one leg - the personal strategy - is missing. By treating each as a distinct but linked strategy, leaders can avoid the trap of applying a playbook that worked in a different context.

The article uses vivid analogies - a storm for product strategy, a half-built shelter for technical strategy, an umbrella for team strategy - to illustrate why context matters. It warns against over-emphasizing any single element: too much time becomes political posturing, too much context leads to analysis paralysis, too many proximate objectives turn leaders into hollow thought-leaders, and excessive expertise produces solutions in search of problems.

For technical managers, the takeaway is practical: identify the current level of uncertainty, set short-term objectives that validate the larger plan, and communicate the four ingredients to your team. Doing so not only improves decision-making and execution but also makes the leader visibly strategic in a world that rewards visible outcomes over invisible planning.