The Leadership Evolution: Doing vs. Thinking
Most leaders rise through the ranks because they excel at execution—solving problems, delivering results, and implementing solutions. Yet the very tactical excellence that earns promotions can become a limitation as you advance. Leadership at higher levels demands a fundamental shift from doing to thinking, from executing tasks to shaping direction.
“The most common source of leadership failure we’ve observed is not the failure to take action but the failure to take appropriate action because of an inadequate or incomplete understanding of the situation.”
This transition from tactical to strategic thinking isn’t just a nice-to-have skill—it’s the fundamental mindset shift that separates exceptional leaders from merely effective managers. The good news? Strategic thinking is not an innate trait but a learnable skill that can be developed with the right frameworks and practices.
The Tactical-Strategic Spectrum
Rather than distinct categories, tactical and strategic thinking exist on a spectrum. Most leaders need to operate across this spectrum, but the balance should shift toward strategic thinking as you advance in your leadership journey.
Tactical Thinking
Focus
Immediate problems, tasks, and deliverables
Timeframe
Days to weeks
Core Question
”How do we execute this?”
Success Metric
Efficiency and completion
Operational Thinking
Focus
Systems, processes, and resource allocation
Timeframe
Months to quarters
Core Question
”What should we prioritize?”
Success Metric
Effectiveness and optimization
Strategic Thinking
Focus
Direction, possibilities, and ecosystem
Timeframe
Years to decades
Core Question
”Why does this matter and where are we headed?”
Success Metric
Impact and transformation
Real-Time Audits: Where Are You Spending Your Time?
The first step in shifting your mindset is understanding your current reality. Most leaders are shocked to discover how much of their time is consumed by tactical matters, even when their role demands strategic thinking.
Time Allocation Audit
Track your activities for one week, categorizing each according to the tactical-strategic spectrum:
| Activity Type | Examples | Hours | % of Time | Target % |
|---|---|---|---|---|
| Tactical | Email, troubleshooting, immediate requests | 25 | 62.5% | 30% |
| Operational | Planning, process improvement, team development | 12 | 30% | 40% |
| Strategic | Trend analysis, scenario planning, ecosystem thinking | 3 | 7.5% | 30% |
Example: A typical mid-level leader might discover they’re spending over 60% of their time on tactical matters, leaving minimal space for strategic thinking.
Meeting Type Audit
Analyze your calendar for one month, categorizing each meeting by its primary purpose:
| Meeting Type | Purpose | Count | % of Meetings | Target % |
|---|---|---|---|---|
| Status/Update | Sharing information, progress reports | 18 | 45% | 20% |
| Problem-Solving | Addressing issues, making decisions | 16 | 40% | 40% |
| Strategic Discussion | Future direction, innovation, big picture | 6 | 15% | 40% |
The meeting audit often reveals how organizational culture reinforces tactical thinking through excessive status updates and insufficient strategic dialogue.
Reflection: “What Am I Solving Today?”
“In your current role, what problems are you uniquely positioned to solve that no one else in the organization can address? Are you spending the majority of your time on these problems, or are you primarily solving problems that others could handle?”
Your reflection here…
This reflection often reveals a critical insight: many leaders spend most of their time solving problems that others in their organization could handle, while neglecting the strategic problems that only they can address. This misalignment creates a double inefficiency—underutilizing the leader’s unique perspective while preventing team members from developing their capabilities.
Strategic Habits: Practical Ways to Shift Your Mindset
The Power of Pause
Create intentional space between stimulus and response.
Practice:
- Schedule 30-minute “thinking blocks” in your calendar
- Take a 5-minute pause before responding to non-urgent requests
- Create a “strategic questions” list to review weekly
- Implement a “no meeting day” for deep thinking
Reflection Questions:
- What problem am I really trying to solve?
- Is this the highest leverage use of my time?
- What would happen if I didn’t address this now?
- Who else could handle this effectively?
The Power of “Why”
Dig deeper to uncover root causes and fundamental purpose.
Practice:
- Use the “5 Whys” technique for problem analysis
- Begin strategic discussions with purpose questions
- Challenge assumptions by asking “why not?”
- Connect tactical work to larger mission regularly
Reflection Questions:
- Why does this matter to our long-term success?
- Why are we approaching it this way?
- Why might our assumptions be wrong?
- Why would our customers/stakeholders care?
The Power of Zoom
Shift perspective between macro and micro views.
Practice:
- Create a “helicopter view” exercise at start of meetings
- Analyze industry trends quarterly
- Map your ecosystem of stakeholders and influences
- Schedule regular future-focused discussions
Reflection Questions:
- How does this fit into the bigger picture?
- What would this look like 3 years from now?
- Who else is affected by or could contribute to this?
- What external forces might change the game entirely?
The Delegation Imperative
Strategic thinking requires space—mental bandwidth that’s often consumed by tactical work that could be delegated. Effective delegation isn’t just about freeing up your time; it’s about creating development opportunities for your team while allowing you to focus on the problems only you can solve.
The Strategic Delegation Framework
Use this framework to identify which tasks to delegate and how to do so effectively:
Tasks to Delegate First:
- High effort, low strategic value: Administrative tasks, routine reporting, data gathering
- Development opportunities: Tasks that stretch team members’ capabilities
- Specialized knowledge areas: Tasks where team members have deeper expertise
- Repetitive processes: Tasks that follow established procedures
Tasks to Keep:
- High strategic impact: Direction-setting, vision work, stakeholder alignment
- Organizational authority: Decisions that require your position
- Team development: Coaching, feedback, career conversations
- External representation: Key relationship management, public presence
Your Next Step: Identify One Tactical Task to Delegate
The Strategic Space Creator
Choose one significant tactical task or responsibility that currently consumes your time but could be delegated to create space for more strategic thinking.
Your Delegation Plan:
- Identify a tactical task that takes significant time but isn’t your unique value-add
- Determine who on your team could grow by taking on this responsibility
- Create clear success criteria and boundaries for the task
- Schedule a transition conversation and training as needed
- Commit to how you’ll use the reclaimed time for strategic thinking
Remember: The shift from tactical to strategic thinking isn’t about abandoning execution—it’s about elevating your focus to the questions and challenges that will truly shape the future of your team and organization.